英文商业计划200字范文

英文商业计划200字范文第一篇英文商业计划200字范文第一篇商业计划书英文

businessplan

成都.万汇投资管理有限公司(86)02787292815

tableofcontents

executivesummary

management

history

description

objectives

competitors

competitiveadvantages

innovation

pricing

specificmarkets

growthstrategy

marketsizeandshare

targetingnewmarkets

location

manufacturingplan

research&development

historicalfinancialdata

proformafinancialdata

proformabalancesheet

costcontrol

effectsofloanorinvestment

attachments

executivesummary

wasformedasainin,byinresponsetothefollowingmarketconditions:

opportunitiesexistin.

theneedforuseofefficientdistributionandfinancialmethodsintheseoverlookedmarkets.

haveseveralcustomerswhoarewillingtoplacelargewithinthenextthreemonths.

severalotherprospectivehaveexpressedseriousinterestindoingbusinesswithinsixmonths.

previouslyownedacompanythatwasactiveinthewidgetmarkets.overthepastfewyearsispentmuchtimestudyingwaystoimproveoverallperformanceandincreaseprofits.thisplanisaresultofthatstudy.

thebasiccomponentsofthisplanare:

1.competitivepricing

2.expandthemarkets

3.increasedadvertising

4.lowerourunitcosts,

5.therebyachievinghigherprofits.

1.signcontracts

2.increasedadvertising

3.increaseofficestaff

objectives

longterm

believesverystronglyintechnical,financial,businessandmoralexcellence.tosecureastablefutureforallthoseconnectedwithwehavesetthefollowinglongtermgoals:

presentmarketisestimatedat$xxx.ourgoalformarketshareisxx%.

wewanttobeconsideredbyourpeerstobethemarketleaderinsalesasevidencedby:

tradeindustryawards

highendofscaleinfinancialratios

majormarketshare

technicalexcellence(awards,honors,etc.)

communityinvolvement(rotary,unitedway,etc.)

shortterm

marketsharegoals-

1.firstyearxx%

2.secondyearxx%

3.thirdyearxx%

4.fourthyearxx%

coststhroughacquisitionofnewplantandequipment.increaseproductivitybyinvestinginemployeetrainingandeducation.

1.budgetforcompletecomputertrainingforappropriateapplications.

2.setup,maintain]employeebenefitprogramforcontinuingcollegeeducation.

3.budgetfornecessaryseminarsand/orcontinuingjob-specificeducation.

4.maintainstate-of-the-artaccountingsystemforcarefultracking.

5.monthlyreportsonfinancialstatusvis-a-vistheindustry.

6.aggressiverecruitmentofthebesttechnicalstaffintheindustry.

7.supportcompanyinvolvementinvariouslocalandnationalcharityevents.

英文商业计划200字范文第二篇Thefirstchapteristhebasicsituationofthecompany

One,theitemcompanyandAssociateCompany

Intwo,theorganizationalstructureofthecompany

Three,companymanagementlayer

Four,thehistoryoffinancialoperations

Infive,historyofmanagementandmarketing

Insix,thecompanylocation

Inseven,thecompanydevelopmentstrategy

Ineight,thecompanyinternalcontrolmanagement

Thesecondchapterintroducestheprojectproduct

One,product/servicedescription(classification,name,specifications,models,yield,priceetc.)

Two,productcharacteristics

Three,producttrademarkregistration

Four,productreplacementcycle

Five,productstandard

Insix,theproductionofrawmaterials

Seven,productprocessingtechnology

Ineight,themainproductionlineequipment

Nine,thecoreproductionequipment

Ten,researchanddevelopment

英文商业计划200字范文第三篇商业计划书英文

Yourbusinessplanisveryoftenthefirstimpressionpotentialinvestorsgetaboutyourventure.Butevenifyouhaveagreatproduct,team,andcustomers,itcouldalsobethelastimpressiontheinvestorgetsifyoumakeanyoftheseavoidablemistakes.

INVESTORSseethousandsofbusinessplanseachyear,eveninthisdownmarket.Apartfromareferralfromatrustedsource,thebusinessplanistheonlybasistheyhavefordecidingwhetherornottoinviteanentrepreneurtotheirofficesforaninitialmeeting.

Withsomanyopportunities,mostinvestorssimplyfocusonfindingreasonstosayno.Theyreasonthatentrepreneurswhoknowwhattheyaredoingwillnotmakefundamentalmistakes.Everymistakecountsagainstyou.

Thisarticleshowsyouhowtoavoidthemostcommonerrorsfoundinbusinessplans.

ContentMistakes

Failingtorelatetoatruepain

Paincomesinmanyflavors:mycomputernetworkkeepscrashing;myaccountsreceivablecycleistoolong;existingtreatmentsforamedicalconditionareineffective;mytaxreturnsaretoohardtoprepare.Businessesandconsumerspaygoodmoneytomakepaingoaway.

Youareinbusinesstogetpaidformakingpaingoaway.

Pain,inthissetting,issynonymouswithmarketopportunity.Thegreaterthepain,themorewidespreadthepain,andthebetteryourproductisatalleviatingthepain,thegreateryourmarketpotential.

Awellwrittenbusinessplanplacesthesolutionfirmlyinthecontextoftheproblembeingsolved.

Valueinflation

Phraseslike“unparalleledintheindustry;”“uniqueandlimitedopportunity;”or“superbreturnswithlimitedcapitalinvestment”-takenfromactualdocuments-arenothingbutassertionsandhype.

Investorswilljudgethesefactorsforthemselves.Layoutthefacts-theproblem,yoursolution,themarketsize,howyouwillsellit,andhowyouwillstayaheadofcompetitors-andlayoffthehype.

Tryingtobeallthingstoallpeople

Manyearly-stagecompaniesbelievethatmoreisbetter.Theyexplainhowtheirproductcanbeappliedtomultiple,verydifferentmarkets,ortheydeviseacomplexsuiteofproductstobringtoamarket.

Mostinvestorsprefertoseeamorefocusedstrategy,especiallyforveryearlystagecompanies:asingle,superiorproductthatsolvesatroublesomeprobleminasingle,largemarketthatwillbesoldthroughasingle,provendistributionstrategy.

Thatisnottosaythatadditionalproducts,applications,markets,anddistributionchannelsshouldbediscarded-instead,theyshouldbeusedtoenrichandsupportthehighlyfocusedcorestrategy.

Youneedtoholdthestorytogetherwithastrong,compellingcorethread.Identifythat,andlettherestbesupportingcharacters.

Nogo-to-marketstrategy

Businessplansthatfailtoexplainthesales,marketing,anddistributionstrategyaredoomed.

Thekeyquestionsthatmustbeansweredare:whowillbuyit,why,andmostimportantly,howwillyougetittothem?

Youmustexplainhowyouhavealreadygeneratedcustomerinterest,obtainedpre-orders,orbetteryet,madeactualsales-anddescribehowyouwillleveragethisexperiencethroughacost-effectivego-to-marketstrategy.

“Wehavenocompetition”

Nomatterwhatyoumaythink,youhavecompetitors.Maybenotadirectcompetitor-inthesenseofacompanyofferinganidenticalsolution-butatleastasubstitute.Fingersareasubstituteforaspoon.Firstclassmailisasubstitutefore-mail.Acoronarybypassisasubstituteforanangioplasty.

Competitors,simplystated,consistofeverybodypursuingthesamecustomerdollars.

Tosaythatyouhavenocompetitionisoneofthefastestwaysyoucangetyourplantossed-investorswillconcludethatyoudonothaveafullunderstandingofyourmarket.

The“Competition”sectionofyourbusinessplanisyouropportunitytoshowcaseyourrelativestrengthsagainstdirectcompetitors,indirectcompetitors,andsubstitutes.

Besides,havingcompetitorsisagoodthing.Itshowsinvestorsthatarealmarketexists.

Toolong

Investorsareverybusy,anddonothavethetimetoreadlongbusinessplans.Theyalsofavorentrepreneurswhodemonstratetheabilitytoconveythemostimportantelementsofacomplexideawithaneconomyofwords.

Anidealexecutivesummaryisnomorethan1-3pages.Anidealbusinessplanis20-30pages(andmostinvestorspreferthelowerendofthisrange).

Remember,theprimarypurposeofafund-raisingbusinessplanistomotivatetheinvestortopickupthephoneandinviteyoutoanin-personmeeting.Itisnotintendedtodescribeeverylastdetail.

Documentthedetailselsewhere:inyouroperatingplan,R&Dplan,marketingplan,whitepapers,etc.

Tootechnical

Businessplans-especiallythoseauthoredbypeoplewithscientificbackgrounds-areoftenpackedwithtoomanytechnicaldetailsandscientificjargon.

Initially,investorsareinterestedinyourtechnologyonlyintermsofhowit:

solvesareallybigproblemthatpeoplewillpayfor;

issignificantlybetterthancompetingsolutions;

canbeprotectedthroughpatentsorothermeans;and

canbeimplementedonareason-ablebudget.

Allofthesequestionscanbeansweredwithoutahighlytechnicaldiscussionofhowyourproductworks.Thedetailswillbereviewedbyexpertsduringtheduediligenceprocess.

Keepthebusinessplansimple.Documentthetechnicaldetailsinseparatewhitepapers.

Noriskanalysis

Investorsareinthebusinessofbalancingrisksversusrewards.Someofthefirstthingstheywanttoknowarewhataretherisksinherentinyourbusiness,andwhathasbeendonetomitigatetheserisks.

Thekeyrisksofentrepreneurialventuresinclude:

Marketrisks:Willpeopleactuallybuywhatyouhavetosell?Willyouneedtocreateamajorchangeinconsumerbehavior?

Technologyrisks:Canyouactuallydeliverwhatyousayyoucan?Onbudgetandontime?

Operationalrisks:Whatcangowrongintheday-to-dayoperationsofthecompany?Whatcangowrongwithmanufacturingandcustomersupport?

Managementrisks:Canyouattractandretaintherightteam?Canyourteamactuallypullthisoff?Areyoupreparedtostepasideandletsomebodyelsetakeoverifnecessary?

Legalrisks:Isyourintellectualpropertytrulyprotected?Areyouinfringingonanothercompany'spatents?Ifyoursolutiondoesnotwork,canyoulimityourliability?

Thisis,ofcourse,justapartiallistofrisks.

Eventhoughyoumayfeelthattherisksarenegligible,potentialinvestorswillfeelotherwiseunlessyoudemonstratethatyouhavegivenalotofthoughttowhatcangowrongandhavetakenprudentstepstomitigatetheserisks.

Poorlyorganized

Yourideashouldflowinanice,organizedfashion.Eachsectionshouldbuildlogicallyontheprevioussection,withoutrequiringthereadertoknowsomethingthatispresentedlaterintheplan.

Althoughthereisnosingle“correct”businessplanstructure,onesuccessfulstructureisasfollows:

ExecutiveSummary:Thisisabrief,1to3pagesummaryofeverythingthatfollowsintheplan.Itshouldbeastand-alonedocument,asmanyreaderswillmaketheirinitialdecisionbasedontheexecutivesummaryalone.Thisshouldusuallybewrittenlast;otherwise,youhavenothingtosummarize!

Background:Ifyouareinahighlyspecializedfield,youshouldprovidesomebackgroundinlaymantermssincemostinvestorswillnothaveadvanceddegreesinyourfield.

MarketOpportunity:Describehowbusinessesandconsumersaresuffering,andhowmuchtheyarewillingtopayforasolution.

ProductsorServices:Describewhatyoudo,andhowyoursolutionfitsintothemarketopportunity.

MarketTraction:Describehowyouhavesucceededinattractingcustomers,marketinganddistributionpartnerships,andotheralliancesthatdemonstratethatexpertsinyourmarketarebettingonyoursolution.

CompetitiveAnalysis:Identifyyourdirectandindirectcompetitors,anddescribehowyoursolutionisbetter.

DistributionandMarketingStrategy:Describehowyouwillgotomarket,howyouwillpriceyourproducts,etc.

RiskAnalysis:Identifymajorsourcesofrisks,anddescribehowyouaremitigatingthem.

Milestones:Showcaseastrongpasttrackrecord,anddescribekeycheckpointsforthefuture.

CompanyandManagement:Providethebasicfactsaboutyourcompany-whereandwhenyouincorporated,whereyouarelocated,andbriefbiographiesofyourcoreteam.

Financials:ProvidesummariesofyourP&Landcashflows,andtheassumptionsusedtocomeupwiththese.Alsodescribeyourfundingneeds,howyouwillusetheproceeds,andpossibleexitstrategiesforinvestors.

Asstatedearlier,thereisno“right”structure-youwillneedtoexperimenttofindtheonethatbestsuitsyourbusiness.

Yourbusinessplanisveryoftenthefirstimpressionpotentialinvestorsgetaboutyourventure.Butevenifyouhaveagreatproduct,team,andcustomers,itcouldalsobethelastimpressiontheinvestorgetsifyoumakeanyoftheseavoidablemistakes.

FinancialModelMistakes

ForgettingCash

Revenuesarenotcash.Grossmarginsarenotcash.Profitsarenotcash.Onlycashiscash.

Forexample,supposeyousellsomethingthismonthfor$100,anditcostyou$60tomakeit.Butyouhavetopayyoursupplierswithin30days,whilethebuyerprobablywon'tpayyouforatleast60days.

Inthiscase,yourrevenueforthemonthwas$100,yourprofitforthemonthwas$40,andyourcashflowforthemonthwaszero.Yourcashflowforthetransactionwillbenegative$60nextmonthwhenyoupayyoursuppliers.

Althoughthisexamplemayseemtrivial,veryslightchangesinthetimingdifferencebetweencashreceiptanddisbursement-justacoupleofweeks-canbankruptyourbusiness.

Whenyoubuildyourfinancialmodel,makesurethatyourassumptionsarerealisticsothatyouraisesufficientcapital.

LackofDetail

Yourfinancialsshouldbeconstructedfromthebottom-up,andthenvalidatedfromthetop-down.

Abottom-upmodelstartswithdetailssuchaswhenyouexpecttomakecertainsales,orwhenyouexpecttohirespecificemployees.

Top-downvalidationmeansthatyouexamineyouroverallmarketpotentialandcomparethattothebottom-uprevenueprojections.

Roundnumbers-likeonemillioninR&DexpensesinYear2,andtwomillioninYear3-areasuresignthatyoudonothaveabottom-upmodel.

Unrealisticfinancials

Onlyaverysmallhandfullofcompaniesachieve$100millionormoreinsalesonlyfiveyearsafterfounding.

Projectingmuchmorethanthatwillnotbecredible,andwillgetyourbusinessplancannedfasterthanalmostanythingelse.

Ontheotherhand,abusinesswithonly$25millioninrevenuesafterfiveyearswillbetoosmalltointerestseriousinvestors.

Financialforecastsarealitmustestofyourunderstandingofhowventurecapitaliststhink.

Ifyouhavearealisticbasisforprojecting$50-100millioninYear5,youareprobablyagoodcandidateforventurefinancing.Otherwise,youshouldprobablylookelsewhere.

Insufficientfinancialprojections

Basicfinancialprojectionsconsistofthreefundamentalelements:IncomeStatements,BalanceSheets,andCashFlowStatements.AllofthesemustconformtoGenerallyAcceptedAccountingPrinciples,orGAAP.

Investorsgenerallyexpecttoseefiveyearsofprojections.Ofcourse,nobodycanseefiveyearsintothefuture.Investorsprimarilywanttoseethethoughtprocessyouemploytocreatelong-termprojections.

Agoodfinancialmodelwillalsoincludesensitivityanalyses,showinghowyourprojectedresultswillchangeifyourassumptionsturnouttobeincorrect.Thisallowsbothyouandtheinvestortoidentifytheassumptionsthatcanhaveamaterialeffectonyourfutureperformance,sothatyoucanfocusyourenergiesonvalidatingthoseassumptions.

Theyshouldalsoincludebenchmarkcomparisonstoothercompaniesinyourindustry-thingslikerevenuesperemployee,grossmarginperemployee,grossmarginasapercentageofrevenues,andvariousexpenseratios(generalandadministrative,salesandmarketing,researchanddevelopment,andoperationsasapercentageoftotaloperatingexpenses).

Conservativeassumptions

Nobodyeverbelievesthatassumptionsareconservative,eveniftheytrulyare.

Developrealisticassumptionsthatyoucansupport,refrainfromusingthewords“conservative”or“aggressive”inyourplan,andleaveitatthat.

Offeringavaluation

Manybusinessplanserrbystatingthattheircompanyisworthacertainamount.Howdoyouknow?Thevalueofacompanyisdeterminedbythemarket-bywhatothersarewillingtopay-andunlessyouareinthebusinessofbuying,selling,orinvestingincompanies,youprobablydon'thaveanacutesenseofwhatthemarketwillbear.

Ifyounameaprice,oneoftwothingscanhappen:(a)yourpriceistoohigh,andinvestorswilltossyourplan;or(b)yourpriceistoolow,andinvestorswilltakeadvantageofyou.Botharebad.

Thepurposeofthebusinessplanistotellyourstoryinthemostcompellingmannerpossiblesothatinvestorswillwanttogotothenextstep.Youcanalwaysnegotiatethepricelater.

StylisticMistakes

Poorspellingandgrammar

Ifyoumakesillymistakesinyourbusinessplan,whatdoesthatsayabouthowyourunyourbusiness?

Useyourspellingandgrammarcheckers,getotherpeopletoedittheplan,dowhateverittakestopurgeembarrassingerrors.

Toorepetitive

Alltoooften,aplancoversthesamepointsoverandover.Awell-writtenplanshouldcoverkeypointsonlytwice:once,briefly,intheexecutivesummary,andagain,ingreaterdetail,inthebodyoftheplan.

Appearancematters

Atanypointintime,aninvestorhasdozensifnothundredsofplanswaitingtoberead.Gettothetopofthepilebymakingsurethatthecoverisattractive,thebindingisprofessional,thepagesarewelllaidout,andthefontsarelargeenoughtobeeasilyread.

Ontheotherhand,don'tgotoofar-youdon'twanttogivetheimpressionthatyouareallstyleandnosubstance.

ExecutionMistakes

Waitinguntiltoolate

Thecapitalformationprocesstakesalongtime.Ingeneral,counton6monthstoayearfromthetimeyoustartwritingtheplanuntilthetimethemoneyisinthebank.

Don'tputitoff.Yourmanagementteamshouldbepreparedtoinvestabout500hoursintotheplan.Ifyouaretoobusybuildingyourproduct,company,orcustomers(whichisarguablyabetteruseofyourtime),consideroutsourcingthedevelopmentofthebusinessplan.

Failingtoseekoutsidereview

Makesurethatyouhaveatleastafewpeoplereviewyourplanbeforeyousenditout-preferablypeoplewhounderstandyourmarket,salesanddistributionstrategies,theVCmarket,etc.

Yourplanmaylookperfecttoyouandyourteam,butthat'sprobablybecauseyou'vebeenstaringatitformonths.

Good,objectivereviewsfromoutsiderswithafreshperspectivecansaveyoufrommyopia.

Overtweaking

Youcouldspendcountlesshourstweakingyourplaninthepursuitofperfection.

Alotofthistimewouldbebetterspentworkingonyourproduct,company,andcustomers.

Atsomepoint,youneedtopullthetriggerandgettheplanoutinfrontofafewinvestors.

Ifthereactionispositive,andtheywanttomoveforward,great.

Ifthereactionisnegative(assumingthattheinvestorwasagoodfittobeginwith),thenyoumayhavebeenheadingdownthewrongpath.Getfeedbackfromacoupleofinvestors,andifageneralconsensusemerges,gobackandrefineyourplan.

Conclusion

It'satoughinvestmentclimate,butgoodideasbackedbygoodteamsandgoodbusinessplansarestillgettingfunded.

Giveyourselfthebestpossiblechancebyavoidingthesesimplemistakes.

英文商业计划200字范文第四篇Inapplyingforastudentvisaandintheprocess,oftenwillbeaskedtowriteastudyplan(studyplan),manyforeignfriendsoftennotclearstudyplanandpersonalstatement(personalstatement)differenceandstyleofwriting,theauthorhaslongbeenengagedinstudentwriting,duetothecombinationoftheirownexperience,introducethelearningprogramthewritingofthebook.

Generallythestudyplancanbesubmittedtofallintotwocategories,bothtotheembassyforvisa,orapplyforadmissiontotheschoolisbythe.Toapplyforschoolprogramsfromtheessenceandthepersonalstatementisthesametypeofinstruments,abouttheschoolapplicationcategorylearningplancanrefertoapersonalstatementofthearticle,thisarticlemainlyintroducesthesubmissionoftheembassyvisawithastudyplan.

英文商业计划200字范文第五篇tableofcontents

executivesummary

management

history

description

objectives

competitors

competitiveadvantages

innovation

pricing

specificmarkets

growthstrategy

marketsizeandshare

targetingnewmarkets

location

ma