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關于商業計劃書英文簡稱（精選12篇）

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小編給大家分享關于商業計劃書英文簡稱（精選12篇）的范文，文章可能有點長，但是希望大家可以閱讀完，增長自己的知識，最重要的是希望對各位有所幫助，可以解決了您的問題，不要忘了收藏本站喔。。 - 素材來源網絡編輯:李歡歡。

下面是小編為大家整理的商業計劃書英文簡稱，本文共12篇，供大家參考借鑒，希望可以幫助您。

商業計劃書英文簡稱

篇1：商業計劃書英文簡稱

商業計劃書英文簡稱

問：商業計劃書的英文簡稱？【1】

答：BP

短語

撰寫商業計劃書WritingaBusinessPlan

商業計劃書撰寫BusinessPlanning

商業計劃書模板BUSINESSPLANTEMPLATE

商業計劃書英文簡稱1

第一篇：創業商業計劃書空氣鳳梨

目標市場和目標客戶：

1、大中型城市的白領

隨著城市化發展進程的加速，健康生活，休閑生活的理念被越來越多人廣泛接受，越來越多現居住在大中型城市的白領，喜歡對自己的生活工作場所進行裝飾，

而此時一盆美麗的盆景正是給他們的生活工作場所增添了一縷亮色，與此同時綠色植物可以減少輻射，增添活性氧離子，對人的身體有著巨大的好處。

2、商務會議，大型活動

商務會議和大型活動場所通常都會擺放綠色植物進行裝飾，但是這些活動所需的綠色植物往往只需要一次性使用，而我公司提供的盆景出租，在減少這些會議和活動的成本的同時，也解決了活動舉

辦方后續處理這些植物的問題。

3、花卉經銷商

現如今花卉經銷商對銷售產品的個性化要求越來越高，而我們的空氣鳳梨系列的產品具有明顯特點，又易養、美觀，是經銷商不二的選擇。

4、大中型酒店

隨著時代的發展，越來越多酒店注意客房的布置，來滿足住客的審美需求，增添客房的藝術感，我公司可以和這些大中型酒店合作，并提供專門人才對這些酒店的盆景進行護理工作。

5、精裝修公司

與精裝修公司合作，以讓利的方式，與其建立長期合作，提供裝修過程中所需要的一系列空氣鳳梨品種，白天吸收甲醛、苯烯類化合物，夜間吸收二氧化碳，是一種非常環保的.植物。

現有產品植物窗簾、植物壁畫等。

市場定位：定位方式采用避強定位（避開強有力的競爭對手），目標市場戰略采用產品專業化（空氣鳳梨），市場定位戰略：集中性戰略和產品差異化，創業初期緊跟市場領導者的步伐，做市場跟隨者，努力提高企業實力。

空氣鳳梨早在100多年前就有人栽培觀賞，20世紀80年代才在國外廣泛流行，尤其風靡日本、韓國及東南亞地區。

我國近幾年已經有多家植物園、部分業主及少數愛好者開始引種栽培，其中上海、武漢、南京等地對空氣鳳梨的引種和栽培已經形成規模。

目前，尚未普遍進入市場和百姓家，相信假以時日，這種護理簡單、品質優秀的觀賞植物會成為大眾的新寵。

空氣鳳梨不只是生存能力極強，這種植物空氣凈化功能也十分強大，這是最大的賣點優秀商業計劃書范文。

家居軟裝飾市場一直是花卉企業關注的一個新領域，但受植物材料的限制，業內在這一市場的開發基本空白，而空氣鳳梨可望成為打入家居綠化的一塊敲門磚。

中高端市場是開發重點

從世界花卉業生產布局的調查和我國花卉生產、花卉品種的優勢、潛力、花卉延伸開發產業分析了我國花卉業的發展方向；認為我國花卉業將成為國民經濟中的又一具有活力的支柱產業。

但是雖然我國花文化、花生產歷史深厚，但不可否認的是直到如今花卉業在我國的發展卻一直處于較為低迷的狀態，消費者心目中甚至沒有一個叫得上名字的值得依賴的品牌。

深究其原因，眾多學者發現，我國的花卉無論是質量、技術含量還是營銷方式仍然十分落后。

迄今為止，我國花卉種植地分散，缺乏集中有效的管理，企業盲目使用溫室種植，效益不佳；其次，我國花卉育種工作技術落后，研發人員只顧成果，不講應用；

花卉市場結構混亂，僅是以中低檔批發市場為主體，兼顧花店、集貿市場、街頭零售等方式，

沒有規范的市場運作；企業缺乏信息，不善于引進新品種，營銷和售后服務落后，品牌雜而小，品牌價值和形象亟待提高。

品牌營銷：表層定位：通過向目標客戶銷售空氣鳳梨取得盈利。

深層錯位：我們是做健康、優質生活的企業。

商業計劃書英文簡稱2

1、公司基本情況（公司名稱、成立時間、注冊地區、注冊資本，主要股東、股份比例，主營業務，過去三年的銷售收入、毛利潤、純利潤，公司地點、電話、傳真、聯系人。）

2、主要管理者情況（姓名、性別、年齡、籍貫，學歷/學位、畢業院校，政治面貌，行業從業年限，主要經歷和經營業績。）

3、產品/服務描述（產品/服務介紹，產品技術水平，產品的新穎性、先進性和獨特性，產品的競爭優勢。）

4、研究與開發（已有的技術成果及技術水平，研發隊伍技術水平、競爭力及對外合作情況，已經投入的研發經費及今后投入計劃，對研發人員的激勵機制。）

5、行業及市場（行業歷史與前景，市場規模及增長趨勢，行業競爭對手及本公司競爭優勢，未來3年市場銷售預測。）

6、營銷策略（在價格、促銷、建立銷售網絡等各方面擬采取的策略及其可操作性和有效性，對銷售人員的激勵機制。）

7、產品制造（生產方式，生產設備，質量保證，成本控制。）

8、管理（機構設置，員工持股，勞動合同，知識產權管理，人事計劃。）

9、融資說明（資金需求量、用途、使用計劃，擬出讓股份，投資者權利，退出方式優秀）

11、風險控制（項目實施可能出現的風險及擬采取的控制措施。）

公司基本情況

公司性質為：請填寫公司性質，如：有限公司、股份有限公司、合伙企業、個人獨資等，并說明其中國有成份比例和外資比例。

公司沿革：說明自公司成立以來主營業務、股權。

注冊資本等公司基本情形的變動，并說明這些變動的原因。

篇2：英文商業計劃書

英文商業計劃書

table of contents

executive summary..........................

management..................................

history...........................

description.............

objectives..................................

competitors................................

competitive advantages...................

innovation..................................

pricing..................................

specific markets..................................

growth strategy....................................

market size and share..........................

targeting new markets.......................

location..................................

manufacturing plan................................

research & development......................

historical financial data........................

proforma financial data.........................

proforma balance sheet.........................

cost control..................................

effects of loan or investment...............

attachments..................................

executive summary

was formed as a in in , by in response to the following market conditions:

opportunities exist in .

the need for use of efficient distribution and financial methods in these overlooked markets.

have several customers who are willing to place large within the next three months.

several other prospective have expressed serious interest in doing business within six months.

previously owned a company that was active in the widget markets. over the past few years i spent much time studying ways to improve overall performance and increase profits. this plan is a result of that study.

the basic components of this plan are:

1. competitive pricing

2. expand the markets

3. increased advertising

4. lower our unit costs,

5. thereby achieving higher profits.

1. sign contracts

2. increased advertising

3. increase office staff

objectives

long term

believes very strongly in technical, financial, business and moral excellence. to secure a stable future for all those connected with we have set the following long term goals:

present market is estimated at xxx. our goal for market share is xx%.

we want to be considered by our peers to be the market leader in sales as evidenced by:

trade industry awards

high end of scale in financial ratios

major market share

technical excellence (awards, honors, etc.)

community involvement (rotary, united way, etc.)

short term

market share goals -

1. first year xx%

2. second year xx%

3. third year xx%

4. fourth year xx%

costs through acquisition of new plant and equipment. increase productivity by investing in employee training and education.

1. budget for complete computer training for appropriate applications.

2. set up, maintain] employee benefit program for continuing college education.

3. budget for necessary seminars and/or continuing job-specific education.

4. maintain state-of-the-art accounting system for careful tracking.

5. monthly reports on financial status vis-a-vis the industry.

6. aggressive recruitment of the best technical staff in the industry.

7. support company involvement in various local and national charity events.

篇3：商業計劃書－英文商業計劃書通用

商業計劃書－英文商業計劃書通用模板

BUSINESS PLAN

Billion Team International Investment Ltd.

Unit I 3/F

Good Harvest Ctr 33 On Chuen St. Fanling

Hongkong

0852 26826421

(86)027 87389766

[Your Name]

[DATE]

TABLE OF CONTENTS

Executive Summary..........................

Management..................................

[Company] History...........................

[Product/Service] Description.............

Objectives..................................

Competitors................................

Competitive Advantages...................

Innovation..................................

Pricing..................................

Specific Markets..................................

Growth Strategy....................................

Market Size and Share..........................

Targeting New Markets.......................

Location..................................

Manufacturing Plan................................

Research & Development......................

Historical Financial Data........................

Proforma Financial Data.........................

Proforma Balance Sheet.........................

Cost Control..................................

Effects of Loan or Investment...............

Attachments..................................

Executive Summary

[My Company] was formed as a [proprietorship, partnership, corporation] in [Month, Year] in [City, State], by [John Doe] in response to the following market conditions:

[Startup, growth] opportunities exist in [Product/Service].

The need for use of efficient distribution and financial methods in these overlooked markets.

[I/We] have several customers who are willing to place large [orders,contracts] within the next three months.

Several other prospective [customers/clients] have expressed serious interest in doing business within six months.

[I/We] previously owned a company that was active in the widget markets.??Over the past few years I spent much time studying ways to improve overall performance and increase profits.??This plan is a result of that study.

The basic components of this plan are:

1. Competitive pricing

2. Expand the markets

3. Increased advertising

4. Lower our unit costs,

5. Thereby achieving higher profits.

1. Sign contracts

2. Increased advertising

3. Increase office staff

To this end, [I/we] need investment from private individuals and/or companies.??A total of $XXX is being raised which will be used to finance working capital, plant and equipment.??The company will be incorporated and common stock issued to investors.?&nb

sp;The company will be run as a [proprietorship, partnership, corporation].

Financial Goals

Year 1

Year 2

Year 3

Sales

$1,000,000

$1,400,000

$1,600,000

Net Income

$25,000

$250,000

$375,000

Earnings per share

.01

.12

.14

Management

[Name]

[Title]

[Experience]

Sales growth from zero to $1,000,000 in five years.

Led market in market share - 30%.

Formulated advertising budgets & campaigns.

Pioneered new distribution channels.

Established national sales force.

Established national repair & service centers.

Brought new and innovative products to the market.

Designed point-of-purchase materials.

[Education}

University of Boston

Boston, MA

B.A. - Computer Sciences

Short Biographies

President

John Q. Doe, Chief Executive Officer, and Director since February 1988 and President since January 1990.??Mr.??Doe was the founder and Chief Executive Officer of the original operating company known as Random Excess, Inc.??He has had experience in the widget field with his own firm, John Doe Co., of Oshkosh (Wisconsin), from 1980 to 1987.??This firm was sold to FatCat Widgets, Inc.??in 1987.??Mr.??Doe has held a sales position with U S West Inc.??since then.??Mr.??Doe graduated from the University of Colorado in 1981 with a bachelor’s degree in philosophy.??Mr.??Doe is employed by the Company on a full-time basis.

Chief Financial Officer

Richard Roe, CPA, Chief Financial Officer, Treasurer and Director.??Mr.??Roe joined Random Excess, Inc.??in December 1988 as a corporate controller and was named Chief Financial Officer in July 1989.??Mr.??Roe was appointed Treasurer and a Director in July 1990.??He served as corporate controller of XYZ Lumber Company from August 1981 to December 1988.??Mr.??Roe graduated from Metropolitan State College in Denver, Colorado in 1976 with a bachelor’s degree in accounting.??Since 1979 he has been licensed as a Certified Public Accountant in the State of Colorado and is a member of the American Institute of Certified Public Accountants.??Mr.??Roe is employed by the Company on a full-time basis.

Vice President

Joe Dokes, Secretary, Executive Vice President and Director.??Mr. Dokes supervises the company’s sales and implementations to its largest corporate customers, including US West, Great West Life Insurance, etc.??Mr. Dokes has served as Secretary and a Director since February 1988, Vice President of Ope

rations from February 1988 to December 1988, President of the Company from December 1988 to January 1990 and Vice President of Contract Sales since January 1990.??He has been involved since 1986 with the private company originally formed as Random Excess, Inc., where his duties included managing the purchasing and sales department.??From November 1984 to May 1986 he managed the sales department at Integrated Management Systems, Inc.??From June 1983 to October 1984 he was a buyer for Adams County, Colorado, School District 50.??Mr.??Dokes attended Oklahoma State University in 1980 and 1981 and Trinidad State College in Trinidad, Colorado in 1981 and 1982.??He did not receive a degree from either university.??Mr.??Dokes is employed by the Company on a full-time basis.

Vice President

Sally Seaugh Vice President of Marketing.??Ms.??Seaugh has been the Company’s Vice President of Marketing since November 1988.??From September 1986 to October 1988 she was involved in business development and marketing for United Bank of Aurora (Colorado).??From February 1980 to August 1986 she was self-employed as an independent oil and gas landman.??Ms.??Seaugh graduated from the University of Denver in 1974 with a bachelor’s degree in Education.??She is employed by the Company on a full-time basis.

Responsibilities

John Q. Doe, Chief Executive Officer - Responsible for entire operation.??Oversees management function and all other executives.

Salary - $60,000.

Richard Roe, CPA, Chief Financial Officer - Responsible for financial operations, accounts payable, accounts receivable, interaction with auditors, investor relations.??Salary - $40,000

Joe Dokes, Executive Vice President - Responsible primarily for sales and sales support.

Salary - $35,000

Sally Seaugh Vice President of Marketing.??Responsible for marketing, human resources and training.

Salary - $30,000.

Total Executive Compensation

$165,000.

[This Page is for an Organization Chart, if applicable.]

[Company] History

In [Month, Year] [I/we] formed a [Product/Service] company that manufactured start-of-the-art complex widgetry.??This company was located in [City, State].??[I/we] formed this company as a [proprietorship, partnership, corporation].??Others involved in this business were: [names].

The main goal of this company was to [explain].

Financing was arranged through [home equity loans, savings, venture capital, friends and family, etc.] [Explain terms, rates and ability to repay.]

This venture was very successful in generating and increasing sales, but was not effective in achieving profitability.??The main reason for this was the amount

of actual overhead experienced.??This overhead was not initially anticipated by me at the beginning of that venture.??Items including credit checking, warranty program management, extensive travel, maintaining warehouse stock and the management and expense of a national sales force were expenses not originally forecast or expected.??With this level of overhead, it was mathematically impossible to achieve profitability.

or:

This venture was very successful in generating and increasing sales, as well as effective in achieving profitability.??This was due to the following reasons:

[Reason 1}

[Reason 2]

[Reason 3]

OR:

[My Company] was recently conceived and is still in the beginning stages.??To this point the following has been accomplished:

§??A team consisting of [list names and primary responsibility. (i.e John Doe - Marketing) has been formed.

§??A prospective [customer/client] list has been drawn up.

§??Strategy meetings are being held every Monday, Wednesday and Friday evenings.

§??This business plan has been drawn up.

[Now link the past to the future - why a former company will lead into this one or how your present company and history will lead into any future plans.??A short paragraph should suffice.]

We are now able to adequately address the markets we have targeted.??We have adjusted our staff, redirected our advertising and sales force, and have added the products necessary to meet the needs and expectations of our customers.

[Product/Service] Description

[My Company] intends to offer [product/service].??This [product/service] offers our customers the best possible solution as it:

§??Offers the lowest price on the market

§??Is the most technically advanced

§??Offers more useful features

§??Saves them time and money

§??Offers our users better value per dollar spent

§??Provides an alternative way to achieve a similar task.

§??Provides a service which is not presently available in this area.

§??Is strengthened by a team with combined experience of XX years.

§??Saves them time and money

§??Provides an alternative, cost effective way for them to realize a similar goal.

We have a [copyright, service mark, trademark] or [exclusive agency, marketing rights] for this [product/service].??This agency will last until XXX at which time it may be extended for XX years or terminated.??This agency agreement is cancelable upon XX days written notice.

The [product/service] has a useful life of XX y

ears.??To distribute this product so that it remains usable for our customers, we must use the following methods of storage and transportation:

1. Overnight delivery

2. Cold storage

3. Incorporate preservatives

4. Shipment within two weeks to distributors.

5. Specially padded boxcars.

Even though the technology used to create this product is new, we expect that others will be able to substantially reproduce our patented results within XX years.??To remain on the leading edge of this product, we will need to devote approximately XX% of revenues toward research and development.??Also due to the fast changing nature of this industry, we will need to retrofit these machines within XX years at customer expense.??Our manufacturing plan has considered this.

[If general service to be offered is not obvious, such as carpet cleaning, sales rep, lawn care, consulting, etc.??explain what service is.??Then give a detailed description of your particular service and its uniqueness.]

Short Examples:

1.?? Our carpet cleaning machinery is state-of-the-art.

2.?? Our consulting practice will address these specialized areas: [list]

3.?? We will only rep these specific product lines. [list]

Even though at this time our expertise is unique in the marketplace, we expect advances to be made and competitors to arise and offer similar services.??We will meet this challenge by:

1. Hiring staff specialized in these new areas.

2. Increase our continuing education and training expense.

3. Adding complementary lines.

4. Make regular investments in new equipment.

Objectives

Long Term

[My Company] believes very strongly in technical, financial, business and moral excellence.??To secure a stable future for all those connected with [My Company] we have set the following long term goals:

Present market is estimated at $XXX.??Our goal for market share is XX%.

We want to be considered by our peers to be the market leader in sales as evidenced by:

Trade industry awards

High end of scale in financial ratios

Major market share

Technical excellence (awards, honors, etc.)

Community involvement (Rotary, United Way, etc.)

Short Term

Market share goals -

1. First Year????XX%

2. Second Year????XX%

3. Third Year???? XX%

4. Fourth Year????XX%

[Decrease, Maintain] costs through acquisition of new plant and equipment. Increase productivity by investing in employee training and education.

1. Budget for complete computer training for appropriate applications.

2. Set up, Maintain] emplo

yee benefit program for continuing college education.

3. Budget for necessary seminars and/or continuing job-specific education.

4. Maintain state-of-the-art accounting system for careful tracking.

5. Monthly reports on financial status vis-a-vis the industry.

6. Aggressive recruitment of the best technical staff in the industry.

7. Support company involvement in various local and national charity events.

Competitors

Name

Address

City, State

Strengths:

§????Location - next door to supplier factory, on major artery, close to terminal, etc.

§????Pricing - Low cost producer, known for aggressive pricing policy.

§????Delivery - ships overnight to anywhere in the world.

§????Management -?? Everyone has an MBA from Harvard.

Weaknesses

§????Service - takes more than 3 months to receive spare parts.

§????Dedication - If it’s sunny, they’re on the golf course or ski slope.

§????Machinery - Slowly approaching obsolescence unless??replaced within six months.

§????Overhead - Spend lavishly on corporate dining room, limousines and champagne.

Competitive Advantages

The distinctive competitive advantages which [My Company] brings to this market are:

Experience in this market.??[I/we] have XXX years of hands-on experience in this industry.

Sophistication in finance and distribution.??This results in my being the low cost supplier in these price sensitive markets.

The philosophy of [My Company] is to price not just according to our costs, but also according to what the market will pay.

Our targeted minimum gross profit margin for a category??must be XX%.

By pricing to the market, [I/we] will achieve higher sales and therefore increase my buying power.??As the amounts of my purchases increase, my per unit costs of shipping decrease and [I/we] will achieve higher discount levels from my suppliers. Through these economies of scale, many items currently on the market can be sold with lower prices, yet a higher net profit.

Product pricing will include a range of quantity discounts as well as an early payment discount.

Rather than being strictly regional, [I/we] will expand into the national market.

To control foreign exchange risks, [I/we] will monitor the markets and hedge accordingly.??[I/we] will also use overseas bank accounts.

With those companies with which [I/we] have established a relationship or are known to be financially secure, [I/we] will work on a pre-pay basis.??This allows me greater discounts.

A level and policy of Capitalization that will allow

me to fully address the respective markets with comprehensive marketing and customer service plans.

By keeping my overhead low, [I/we] will be able to funnel my profits back into operations thus avoiding high debt ratios or lost sales opportunities.

A quarterly direct mail campaign directed at both current customers and prospective new customers consisting of an informative newsletter.

A toll-free national 800 number will be used for customer orders and inquiries.

[I/we] will print complete four-color catalogs on a yearly basis.??Price lists will be updated as needed.??[I/we] intend to be aggressive in trade magazine advertising.

Consideration will also be given to attending trade shows around the country.

With this level of capitalization, should an unexpected downturn occur, [I/we] will be able to continue operations on a positive scale.

Innovation.??[I/we] have a history of innovative ideas.

[List your most meaningful ideas and any new ideas you have for the future.]

The distinctive competitive advantages which [My Company] brings to this market are:

Experience in this market.??[I/we] have XX years of hands on experience in this industry.

Sophistication in management and finance.??We are able to run an efficient and lean structure, yet still provide quality service to our clients and customers.

Because of the nature of this industry, we will be able to rent office space in more moderately priced buildings.

As a unique service company, we will be able to keep our margins high, allowing us to provide internal financing for growth possibilities.

A level and policy of Capitalization that will allow [me/us] to fully address the respective markets with comprehensive marketing and customer service plans.

By keeping my overhead low, [I/we] will be able to funnel my profits back into operations thus avoiding high debt ratios or lost sales opportunities.

Our initial marketing campaign will allow us to book a sufficient amount of business so that we can implement our telephone customer service support program.

Innovation

[I/we] have a history of innovative ideas.

[List your most meaningful ideas and any new ideas you have for the future.]

Summary

Through [my,our] leadership, [I,we] will be able to reduce overhead as a percentage of sales thereby increasing the amount of profit to be retained in the business.??Because of our pricing policy, more people will purchase our merchandise thus increasing the size of the market and we will be increasing our market share.??What [My Company] proposes to use are just good solid business sense, economies of scale, and the use of efficient financial techniques.??This will allow us the following options:

§??increase service

increase advertising

§??reduce prices

§???????? increase profits

§???????? increase selection

Through [my,our] leadership, [I,we] will be able to reduce overhead as a percentage of sales thereby ncreasing the amount of profit to be retained in the business.??What [My Company] proposes to use are just good solid business sense, economies of scale, and the use of efficient financial techniques.??This will allow us the following options:

§??increase customer service

§??increase advertising expenditures

§??increase profits

§??increase selection of services offered

This plan will give us tremendous flexibility to use any of these options or a mix of them to effectively attack our target markets and meet our long term goals.??This combination of experience, sophistication, capitalization and innovation will assist [My Company] as it strives to reach its sales, profit and return objectives.

Pricing

Before [I/we] set the price for my complex widgets, [I/we] determined on a unit basis what my costs were going to be.??[I/we] then determined what the market price was for the normal widget.??At this price it was determined that for all but the lowest sales projections, this product would turn a profit at this price.??However, since our complex widgets offer additional features, we felt that we could price it approximately 50% above simple widgets.

To test this price, we called a database of 50 large users of simple widgets.??We first questioned them about the desirability of our extra features and then asked them directly if this price would be acceptable if such a product were available.??We found that 75% of those polled would be interested in this product.??Of this 75%, we received 10 firm orders representing approximately 30% of this group.

OR:

We have determined that the market price is $ XX per unit.??This will equal a margin of XX%.

OR:

Our unit cost has been figured at $XX.??We need a margin of XX% to pay our overhead and earn a sufficient profit.??Therefore, our selling price will be $XX.

Before [I/we] set the price for our [service], [I/we] forecast what our fixed monthly costs were going to be.??[I/we] then determined what the market rate for comparable services were.??At this rate it was determined that for all but the lowest billing projections, this [Service] would turn a profit at this rate.

[Optional, if applicable]

However, since our service is unique and demands a higher level of expertise, we felt that we should bill above othe

r comparable rates.

Specific Markets

Market #1

General History

The first widget was introduced into the market in 1036.??Widgets remained much as the original production until well into the 20th century when computer modeling showed that there could be some enhancements made to the basic widget.??The market for widgets has been generally steady with market growth closely following the typical population growth.??At this time there are approximately 1,500 companies worldwide making comparable simple widgets.

Lawn care companies have enjoyed a period of steady growth over the past twenty years.??This demand is due to many factors, not the least of which is the advance of lawn care technology.??In our proposed marketing area, there are 25 lawn care services.

Entry Strategy

Our widget has been designed by the latest in computer aided design.??We are able to manufacture our complex widgets on computer driven assembly lines using the latest in robotics manufacturing.??This gives us a tremendous price advantage.

We intend to market our complex widget through all the normal channels available to simple widgets.??These include retail, wholesale, and OEM.??To penetrate this market efficiently and swiftly, we intend to initially use commission sales representatives strategically located throughout the USA.??We also will start a national advertising campaign targeting the end user in various national publications and on national TV commercials.

Our sales representatives will be chosen based on their own experience in the marketplace.??It is our intention to hire the best and the brightest among those currently available.??Our marketing tests included many of the reps we initially would like to hire.

Over the past few years, we have noticed an increase in demand for full lawn care services - not just grass cutting and snow removal.??Our computerized office allows us to track our clients needs and schedule house calls on one hours notice.

We intend to attack this market very aggressively through the use of:

1.?? A pool of 10 telemarketers.

2.?? House-to-house visits to neighbors of present clients.

3.?? Advertisements in upscale magazines.

4.?? Radio advertisements on weekends.

5.?? Sales calls on real estate management companies.

As we are offering a unique service, informing the public of our capabilities is of utmost importance.

Growth Strategy

After having successfully introduced the complex widget into the American market, our expansion will be in two separate areas: increasing sales in the USA and enter

ing various foreign markets.

After we have reached our first year sales goals, we intend to offer our sales reps the opportunity to sell our products exclusively by joining our company.??We expect that a small percentage will desire to remain independent and these will have to be replaced with our own sales force.??We intend to develop further sales reps from within by hiring and training them in our own sales methods.??We will increase national advertising and begin targeting smaller accounts and specialty outlets.??Additionally, we will conduct in house seminars for various OEM’s demonstrating how the inclusion of complex widgetry into their own products will increase the value of their products.

After having successfully completed this entry phase into this market in the geographical are we have chosen, we will then expand our market by doing the following:

1.?? Expand telemarketing pool to 20.

2.?? Increase number of direct sales reps.

3.?? Expand into neighboring cities.

Market Size and Share

The American market for [product/service] is estimated at $8 Billion annual sales based on data furnished by XYZ Survey.??We estimate that we can achieve XX% market share within XX years.

Marketing data for other markets is in the process of collection.

Other Markets

Use the same format for additional markets.

Targeting New Markets

To continue our growth, we will be using the following methods to expand our markets and to increase our new areas of doing business:

§??Customer contact - find out their needs

§??Look for complementary products

§??Trade shows

§??World Trade Center “Network”

§??U.S. Government trade leads

§??State Government trade leads

§??On-line computer prospecting and qualification????(DIALOG, D&B, etc.)

§??Market surveys

§??Research & development

Location

RETAIL EXAMPLE:

This business will be operated at 123 Any Street.??This location is desirable because:

1. The traffic flow has been rated at high.

2. The rent is below market

3. The building has the necessary facilities to operate this business.

4. The location is convenient for our customers.

We are renting this building on a XX year lease.??We will have renovations costing $XXX based upon three estimates.??The building is zoned R-3, commercial use.

OTHER SAMPLE:

This business will be operated at 123 Any Street.??This location is desirable because:

1. The building is structurally compatible for our use.

2. The rent is below market

3. The building has the necessa

篇4：商業計劃書英文

Your business plan is very often the first impression potential investors get about your venture. But even if you have a great product, team, and customers, it could also be the last impression the investor gets if you make any of these avoidable mistakes.

INVESTORS see thousands of business plans each year, even in this down market. Apart from a referral from a trusted source, the business plan is the only basis they have for deciding whether or not to invite an entrepreneur to their offices for an initial meeting.

With so many opportunities, most investors simply focus on finding reasons to say no. They reason that entrepreneurs who know what they are doing will not make fundamental mistakes. Every mistake counts against you.

This article shows you how to avoid the most common errors found in business plans.

Content Mistakes

Failing to relate to a true pain

Pain comes in many flavors: my computer network keeps crashing; my accounts receivable cycle is too long; existing treatments for a medical condition are ineffective; my tax returns are too hard to prepare. Businesses and consumers pay good money to make pain go away.

You are in business to get paid for making pain go away.

Pain, in this setting, is synonymous with market opportunity. The greater the pain, the more widespread the pain, and the better your product is at alleviating the pain, the greater your market potential.

A well written business plan places the solution firmly in the context of the problem being solved.

Value inflation

Phrases like “unparalleled in the industry;” “unique and limited opportunity;” or “superb returns with limited capital investment” - taken from actual documents - are nothing but assertions and hype.

Investors will judge these factors for themselves. Lay out the facts - the problem, your solution, the market size, how you will sell it, and how you will stay ahead of competitors - and lay off the hype.

Trying to be all things to all people

Many early-stage companies believe that more is better. They explain how their product can be applied to multiple, very different markets, or they devise a complex suite of products to bring to a market.

Most investors prefer to see a more focused strategy, especially for very early stage companies: a single, superior product that solves a troublesome problem in a single, large market that will be sold through a single, proven distribution strategy.

That is not to say that additional products, applications, markets, and distribution channels should be discarded - instead, they should be used to enrich and support the highly focused core strategy.

You need to hold the story together with a strong, compelling core thread. Identify that, and let the rest be supporting characters.

No go-to-market strategy

Business plans that fail to explain the sales, marketing, and distribution strategy are doomed.

The key questions that must be answered are: who will buy it, why, and most importantly, how will you get it to them?

You must explain how you have already generated customer interest, obtained pre-orders, or better yet, made actual sales - and describe how you will leverage this experience through a cost-effective go-to-market strategy.

“We have no competition”

No matter what you may think, you have competitors. Maybe not a direct competitor - in the sense of a company offering an identical solution - but at least a substitute. Fingers are a substitute for a spoon. First class mail is a substitute for e-mail. A coronary bypass is a substitute for an angioplasty.

Competitors, simply stated, consist of everybody pursuing the same customer dollars.

To say that you have no competition is one of the fastest ways you can get your plan tossed - investors will conclude that you do not have a full understanding of your market.

The “Competition” section of your business plan is your opportunity to showcase your relative strengths against direct competitors, indirect competitors, and substitutes.

Besides, having competitors is a good thing. It shows investors that a real market exists.

Too long

Investors are very busy, and do not have the time to read long business plans. They also favor entrepreneurs who demonstrate the ability to convey the most important elements of a complex idea with an economy of words.

An ideal executive summary is no more than 1-3 pages. An ideal business plan is 20-30 pages (and most investors prefer the lower end of this range).

Remember, the primary purpose of a fund-raising business plan is to motivate the investor to pick up the phone and invite you to an in-person meeting. It is not intended to describe every last detail.

Document the details elsewhere: in your operating plan, R&D plan, marketing plan, white papers, etc.

Too technical

Business plans - especially those authored by people with scientific backgrounds - are often packed with too many technical details and scientific jargon.

Initially, investors are interested in your technology only in terms of how it:

solves a really big problem that people will pay for;

is significantly better than competing solutions;

can be protected through patents or other means; and

can be implemented on a reason-able budget.

All of these questions can be answered without a highly technical discussion of how your product works. The details will be reviewed by experts during the due diligence process.

Keep the business plan simple. Document the technical details in separate white papers.

No risk analysis

Investors are in the business of balancing risks versus rewards. Some of the first things they want to know are what are the risks inherent in your business, and what has been done to mitigate these risks.

The key risks of entrepreneurial ventures include:

Market risks: Will people actually buy what you have to sell? Will you need to create a major change in consumer behavior?

Technology risks: Can you actually deliver what you say you can? On budget and on time?

Operational risks: What can go wrong in the day-to-day operations of the company? What can go wrong with manufacturing and customer support?

Management risks: Can you attract and retain the right team? Can your team actually pull this off? Are you prepared to step aside and let somebody else take over if necessary?

Legal risks: Is your intellectual property truly protected? Are you infringing on another company's patents? If your solution does not work, can you limit your liability?

This is, of course, just a partial list of risks.

Even though you may feel that the risks are negligible, potential investors will feel otherwise unless you demonstrate that you have given a lot of thought to what can go wrong and have taken prudent steps to mitigate these risks.

Poorly organized

Your idea should flow in a nice, organized fashion. Each section should build logically on the previous section, without requiring the reader to know something that is presented later in the plan.

Although there is no single “correct” business plan structure, one successful structure is as follows:

Executive Summary: This is a brief, 1 to 3 page summary of everything that follows in the plan. It should be a stand-alone document, as many readers will make their initial decision based on the executive summary alone. This should usually be wri

篇5：商業計劃書英文

商業計劃書英文

business plan

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