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關于商業計劃書-英文商業計劃書通用(合集17篇)

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商業計劃書-英文商業計劃書通用

篇1: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2: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3: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4:商業計劃書英文

商業計劃書英文

business plan

成都.萬匯投資管理有限公司 (86)027 87292815

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5: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6:英文商業計劃書

In applying for a student visa and in the process, often will be asked to write a study plan ( study plan ), many foreign friends often not clear study plan and personal statement ( personal statement ) difference and style of writing, the author has long been engaged in student writing, due to the combination of their own experience, introduce the learning program the writing of the book.

Generally the study plan can be submitted to fall into two categories, both to the embassy for visa, or apply for admission to the school is by the. To apply for school programs from the essence and the personal statement is the same type of instruments, about the school application category learning plan can refer to a personal statement of the article, this article mainly introduces the submission of the embassy visa with a study plan.

篇7:商業計劃書英文

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 written last; otherwise, you have nothing to summarize!

Background: If you are in a highly specialized field, you should provide some background in layman terms since most investors will not have advanced degrees in your field.

Market Opportunity: Describe how businesses and consumers are suffering, and how much they are willing to pay for a solution.

Products or Services: Describe what you do, and how your solution fits into the market opportunity.

Market Traction: Describe how you have succeeded in attracting customers, marketing and distribution partnerships, and other alliances that demonstrate that experts in your market are betting on your solution.

Competitive Analysis: Identify your direct and indirect competitors, and describe how your solution is better.

Distribution and Marketing Strategy: Describe how you will go to market, how you will price your products, etc.

Risk Analysis: Identify major sources of risks, and describe how you are mitigating them.

Milestones: Showcase a strong past track record, and describe key checkpoints for the future.

Company and Management: Provide the basic facts about your company - where and when you incorporated, where you are located, and brief biographies of your core team.

Financials: Provide summaries of your P&L and cash flows, and the assumptions used to come up with these. Also describe your funding needs, how you will use the proceeds, and possible exit strategies for investors.

As stated earlier, there is no “right” structure - you will need to experiment to find the one that best suits your business.

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.

Financial Model Mistakes

Forgetting Cash

Revenues are not cash. Gross margins are not cash. Profits are not cash. Only cash is cash.

For example, suppose you sell something this month for $100, and it cost you $60 to make it. But you have to pay your suppliers within 30 days, while the buyer probably won't pay you for at least 60 days.

In this case, your revenue for the month was $100, your profit for the month was $40, and your cash flow for the month was zero. Your cash flow for the transaction will be negative $60 next month when you pay your suppliers.

Although this example may seem trivial, very slight changes in the timing difference between cash receipt and disbursement - just a couple of weeks - can bankrupt your business.

When you build your financial model, make sure that your assumptions are realistic so that you raise sufficient capital.

Lack of Detail

Your financials should be constructed from the bottom-up, and then validated from the top-down.

A bottom-up model starts with details such as when you expect to make certain sales, or when you expect to hire specific employees.

Top-down validation means that you examine your overall market potential and compare that to the bottom-up revenue projections.

Round numbers - like one million in R&D expenses in Year 2, and two million in Year 3 - are a sure sign that you do not have a bottom-up model.

Unrealistic financials

Only a very small handfull of companies achieve $100 million or more in sales only five years after founding.

Projecting much more than that will not be credible, and will get your business plan canned faster than almost anything else.

On the other hand, a business with only $25 million in revenues after five years will be too small to interest serious investors.

Financial forecasts are a litmus test of your understanding of how venture capitalists think.

If you have a realistic basis for projecting $50-100 million in Year 5, you are probably a good candidate for venture financing. Otherwise, you should probably look elsewhere.

Insufficient financial projections

Basic financial projections consist of three fundamental elements: Income Statements, Balance Sheets, and Cash Flow Statements. All of these must conform to Generally Accepted Accounting Principles, or GAAP.

Investors generally expect to see five years of projections. Of course, nobody can see five years into the future. Investors primarily want to see the thought process you employ to create long-term projections.

A good financial model will also include sensitivity analyses, showing how your projected results will change if your assumptions turn out to be incorrect. This allows both you and the investor to identify the assumptions that can have a material effect on your future performance, so that you can focus your energies on validating those assumptions.

They should also include benchmark comparisons to other companies in your industry - things like revenues per employee, gross margin per employee, gross margin as a percentage of revenues, and various expense ratios (general and administrative, sales and marketing, research and development, and operations as a percentage of total operating expenses).

Conservative assumptions

Nobody ever believes that assumptions are conservative, even if they truly are.

Develop realistic assumptions that you can support, refrain from using the words “conservative” or “aggressive” in your plan, and leave it at that.

Offering a valuation

Many business plans err by stating that their company is worth a certain amount. How do you know? The value of a company is determined by the market - by what others are willing to pay - and unless you are in the business of buying, selling, or investing in companies, you probably don't have an acute sense of what the market will bear.

If you name a price, one of two things can happen: (a) your price is too high, and investors will toss your plan; or (b) your price is too low, and investors will take advantage of you. Both are bad.

The purpose of the business plan is to tell your story in the most compelling manner possible so that investors will want to go to the next step. You can always negotiate the price later.

Stylistic Mistakes

Poor spelling and grammar

If you make silly mistakes in your business plan, what does that say about how you run your business?

Use your spelling and grammar checkers, get other people to edit the plan, do whatever it takes to purge embarrassing errors.

Too repetitive

All too often, a plan covers the same points over and over. A well-written plan should cover key points only twice: once, briefly, in the executive summary, and again, in greater detail, in the body of the plan.

Appearance matters

At any point in time, an investor has dozens if not hundreds of plans waiting to be read. Get to the top of the pile by making sure that the cover is attractive, the binding is professional, the pages are well laid out, and the fonts are large enough to be easily read.

On the other hand, don't go too far - you don't want to give the impression that you are all style and no substance.

Execution Mistakes

Waiting until too late

The capital formation process takes a long time. In general, count on 6 months to a year from the time you start writing the plan until the time the money is in the bank.

Don't put it off. Your management team should be prepared to invest about 500 hours into the plan. If you are too busy building your product, company, or customers (which is arguably a better use of your time), consider outsourcing the development of the business plan.

Failing to seek outside review

Make sure that you have at least a few people review your plan before you send it out - preferably people who understand your market, sales and distribution strategies, the VC market, etc.

Your plan may look perfect to you and your team, but that's probably because you've been staring at it for months.

Good, objective reviews from outsiders with a fresh perspective can save you from myopia.

Overtweaking

You could spend countless hours tweaking your plan in the pursuit of perfection.

A lot of this time would be better spent working on your product, company, and customers.

At some point, you need to pull the trigger and get the plan out in front of a few investors.

If the reaction is positive, and they want to move forward, great.

If the reaction is negative (assuming that the investor was a good fit to begin with), then you may have been heading down the wrong path. Get feedback from a couple of investors, and if a general consensus emerges, go back and refine your plan.

Conclusion

It's a tough investment climate, but good ideas backed by good teams and good business plans are still getting funded.

Give yourself the best possible chance by avoiding these simple mistakes.

篇8:英文商業計劃書

英文商業計劃書模板

business plan

成都.萬匯投資管理有限公司 (86)027 87292815

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9:商業計劃書

__汽油項目發展商業計劃書

一、市場前景廣闊

隨著世界經濟的迅速發展,能源的需求與供應的矛盾日益尖銳。為了緩解汽油長期求大于供的局面,有梁高成研究發明的新型無鉛汽油專利技術(01118350.0),成功實現了能源再生利用的發展方向,利用油田、煉油廠的副產物和半成品等做主要原材料,添加高技術含量的專利復合添加劑,生產出符合國家標準的高清潔無鉛汽油。該項目屬于資源利用增值和節能項目,是能源發展的方向和國家政策扶持的方向,隨著產量的增加將會產生巨大的經濟效益和社會效益。

二、裝置的組成:本裝置主要由儲油罐及自動化控制組成。

三、原材料優勢:主要原料輕質油、石腦油等,可以在煉油廠、油田購買,通過汽車、火車運輸。原料也可以從國外進口,市場有充足供應。

四、加工方案:原料購買后分別單獨貯存,通過化驗分析算出比例給定,加上添加劑,調合絡合聚核反應后即得不同型號的成品油。

五、投資回收期:年產10萬噸,可以實現銷售收入6億元,年利稅1.5億元,投資回收期半年。

六、自主知識產權:該項目技術發明,現已經非常成熟,達產后增加能源供應,緩解國家能源緊張,為國家作出更大的貢獻。

七、項目優勢:

(1)該項目屬于能源的綜合利用和節能增值,為國家增加能源供應,緩解能源緊張,是國家政策扶持的方向。

(2)投資少、見效快、利潤高,產品為汽油,市場前景好。

(3)技術先進,生產方便,自動化程度高,工藝合理可行。

(4)本項目投產后將會產生巨大的經濟效益和社會效益。

八、項目實施計劃:本項目分二期建設:第一期需要投資5000萬元,達到年生產10萬噸的加工能力。第二期需要投資10000萬元,達到年產50萬噸的加工能力。

九、投資概算:本項目一期為年產10萬噸的高清潔無鉛汽油裝置,裝置的儲罐及自動化控制系統,初步設計概算投資5000萬元。項目二期為年產50萬噸的高清潔無鉛汽油裝置,儲存油品的儲油罐及生產裝置系統有適量增加,主要是增加運輸車輛及流動周轉資金,概算總投資為10000萬元。

篇10:商業計劃書

商業計劃書不只是用來申請風險投資的,它同時是為了預測企業的成長率,并指導你作好未來的行動規劃,是企業的戰略計劃書。,它同時是為了預測企業的成長率,并指導你作好未來的行動規劃,是企業的戰略計劃書。

一 認識商業計劃書

商業計劃書是企業或項目開展融資、尋求合作、指導運營的必備工具,是全面展示企業和項目狀況、未來發展潛力、執行策略的書面材料,要求體現項目的競爭能力、市場機會、成長性、發展前景、盈利水平、抗風險能力、回報等。商業計劃書是企業融資成功的重要因素之一,也是企業的行動綱領和執行方案,可以使企業有計劃地開展商業活動,增加成功的機率。

商業計劃書通過介紹公司業務、財務狀況、市場分析、管理團隊、發展規劃等方面的內容,讓閱讀者了解公司的現實與未來,以及公司如何實現夢想。

商業計劃書的戰略意義:

1) 正式制定出明確的公司戰略方向,商業計劃書本身不會給公司創建戰略方向,它只是把戰略方向記錄和描述出來,并展現給閱讀商業計劃書的人。先有戰略方向,然后再有商業計劃書。把想法寫出來,才可以讓它正式化、樹立權威性和重要性,當然也更容易跟其他人分享。

2) 公司融資時與潛在的投資人或投資機構溝通。滿足投資人的知情權,任何潛在的投資人在給錢之前,都想要了解公司的狀況,想要從商業計劃書里面知道他們的投資能獲得很好的回報,賠錢的概率很低,而一個完美的商業計劃書就是一個好廣告,讓他們確信想你的投資是正確的、值得的。

為什么需要商業計劃書:

創業計劃書應該包括潛在債權人或投資人作決定所需要的所有信息。

3) 商業計劃書中囊括了公司的全部財務信息,包括歷史的、當前的和未來預期,這些人最愛看的就是這些數字。

4) 商業計劃書中會闡述公司的業務和介紹市場情況,沒有這些信息,別指望潛在的債權人或投資人會作出投資決定。

5) 商業計劃書中還包括了公司的發展規劃、公司戰略、債券人和投資人需要據此評估公司成功的可能性。

6) 商業計劃書中也會介紹創業者自己和公司的管理團隊,你們的背景情況,創業的原因等。

好的商業計劃書要有哪些內容。

1) 執行摘要,通常兩頁紙,6-8個段落

2) 愿景、使命及公司簡介

3) 管理團隊 包括各自的背景、經驗、優勢,以及為什么這個團隊能夠帶領公司走向成功

4) 產品及服務:解決了什么問題?有多少,哪些重要的客戶,如何進行市場開發?

5) 商業模式:如何賺錢?明確公司在產業鏈、產業鏈上的位置;合作伙伴是誰?他們為什么要跟公司合作?什么時候會有收入等。

二 換位思考,以投資人的思路看計劃書

投資人在分析:“為什么寫,為誰去寫”過程中,能夠迅速判斷出值得閱讀的商業計劃書。

為什么看你的商業計劃書?

(1) 如何賺錢?投資人最想知道的是你如何把別人兜里的錢掏出來,變成你的。

(2) 了解你的過去

(3) 推斷你的未來,寫商業計劃書的時候,必須優先考慮增值,要充分描述你的每個環節是如何配合整體目標來增值的。

投資人看什么?

1) 看你的真實意圖

2) 看你說的是不是真實的謊言

3) 看你能解決什么問題

4) 看你的方向是不是非常清晰

5) 看你的團隊是不是有腦子

6) 看你會不會花錢

7) 看你的利益思維

8) 看你怎么把別人的錢變成你的

三 自我評估: 你需要怎樣的商業計劃書

首先要知道自己到底要干什么,能干成什么樣,你擁有什么,并且弄明白自己的實際需要是什么。

為什么需要商業計劃書

(1) 整理你的思路

(2) 看清你的方向

(3) 建立融資目標

應該讓投資人看到什么

(1) 正確的方向和目標

(2) 可靠的團隊和管理

(3) 有效的策略和手段

(4) 清晰的財務實踐和規劃

四 誰來寫商業計劃書

由最了解項目的人來推動,一定是最了解項目的人,一定是核心創始人之一。

五 商業計劃書的寫作步驟

1) 熱身準備;確定參與人、資料匯集、試寫確定風格

2) 寫作進行時:找到讀者、確定項目宗旨、研討商業模式、找出項目死結、整理戰略方向、分析實際資源需求、確定利益分配原則、列出商業計劃書的寫作大綱、分工進行商業計劃書各環節內容的寫作

3) 監督各環節進展

4) 匯集各部分內容

篇11:商業計劃書

公司名稱

地址

郵政編碼

聯系人及職務

電話

傳真

網址/電子信箱

第一部分摘要(整個計劃的概況,文字在2-3頁以內)

一.對公司的簡單描述

二.公司的宗旨和目標(市場目標和財務目標)

三.公司目前的股權結構

四.已投入的資金及用途

五.公司目前主要產品或服務介紹

六.生產概況和營銷策略

七.主營業務部門及業績簡介

八.核心經營團隊

九.公司優勢說明

十.目前公司為實現目標的增資需求:原因、數量、方式、用途、償還

十一.融資方案(資金籌措及投資方式)

十二.財務分析

1.財務歷史數據(前3-5年銷售匯總、利潤、成長)

2.財務預計(后3-5年)

3.資產負債情況

第二部分綜述

第一章公司介紹

一.公司的宗旨(公司使命的描述)

二.公司介紹資料

三.各部門智能和經營目標

四.公司管理

1.董事會

2.經營團隊

3.外部支持(外聘人士/會計事務所/顧問事務所/技術支持/行業協會等)

第二章技術產品

一.技術描述及技術

二.產品狀況

1.主要產品目錄(分類、名稱、規格、型號、價格等)

2.產品特性

3.正在開發/待開發產品簡介

4.研發計劃及時間表

知識產權策略

6.無形資產(商標/知識產權/專利等)

三.產品生產

1.資源及原材料供應

2.現有生產條件和生產能力

3.擴建設施、要求及成本,擴建后的生產能力

4.原有主要設備及添置設備

5.產品標準、質檢和生產成本控制

6.包裝與儲運

第三章市場分析

一.市場規模、市場結構與劃分

二.目標市場的設定

三.產品消費群體、消費方式、消費習慣及影響市場的主要因素分析

四.目前公司產品市場狀況、產品所處市場發展階段(空白/新開發/高成長/成熟/飽和)、產品排名及品牌

五.市場趨勢預測和市場機會

六.行業政策

第四章競爭分析

一.有無行業壟斷

二.從市場細分看競爭者市場份額

三.主要競爭對手情況:公司實力、產品情況(種類、價位、特點、包裝、營銷、市場占有率等)

四.潛在競爭對手情況和市場變化分析

五.公司產品競爭優勢

第五章市場營銷

一.概述營銷計劃(區域、方式、渠道、欲估目標

、份額)

二.銷售政策的制定(以往/現行/計劃)

三.銷售渠道、方式、行銷環節和售后服務

四.主要業務關系狀況(代銷商/經銷商/直銷商/零售商/加盟者),各級資格認定標準政策(銷售量、回款期限、付款方式、應收帳款、貨運方式、折扣政策等)

五.銷售隊伍情況及銷售福利分配政策

六.促銷和市場滲透(方式及安排、預算)

1.主要促銷方式

2.廣告/公關策略、媒體評估

七.產品價格方案

1.定價依據和價格結構

2.營銷價格變化的因素和對策

八.銷售資料統計和銷售記錄方式,銷售周期計算

九.市場開發規劃,銷售目標(近期、中期),銷售預估(3-5年)銷售額,占有率及計算依據

第六章投資說明

一.資金需求說明(用量/期限)

二.資金使用計劃及進度

三.投資形式(貸款/利率/利率支付條件/轉股-普通股、優先股、認股權/對應價格)

四.資本結構

五.回報/償還計劃

六.資本原負債結構說明(每筆債務的時間、條件、抵押、利息等)

七.投資抵押(是否有抵押、抵押品價值及定價依據、定價憑證)

八.投資擔保(是否有抵押、擔保者財務報告)

九.吸納投資后股權結構

十.股權成本

十一.投資者介入公司管理之成都說明

十二.報告(定期向投資者提供的報告和資金支出預算)

十三.雜費支付(是否支付中介人手續費)

第七章投資報酬與退出

一.股權上市

二.股權轉讓

三.股權回購

四.股利

第八章風險分析

一.資源(原材料/供應商)

二.市場不確定性風險

三.研發風險

四.生產不確定性風險

五.成本控制風險

六.競爭風險

七.政策風險

八.財務風險(應收帳款/壞帳)

九.管理風險(含人事、人員流動、關鍵雇員依賴)

十.破產風險

第九章管理

一.公司組織結構

二.管理制度及勞動合同

三.人事計劃(配備、招聘、培訓、考核)

四.籌資、福利方案

五.股權分配和認股計劃

第十章經營預測

增資后3-5年公司銷售數量、銷售額、毛利率、成長率、投資報酬率預估及計算依據

第十一章財務分析

一.財務分析說明

二.財務數據預測

1.銷售收入明細表

2.成本費用明細表

3.薪金水平明細表

4.固定資產明細表

5.資產負債表

6.利潤及利潤分配明細表

7.現金流量表

8.財務指標分析

(1)反應財務盈利能力的指標

a.財務內部收益表

b.投資回收表

c.財務凈現值

d.投資利潤表

e.投資利稅表

f.資本金利稅表

g.不確定性分析:盈虧平衡分析、敏感性分析、概率分析

(2)反映項目清償能力的指標

a.資產負債率

b.流動比率

c.速動比率

d.固定資產投資借款償還期

第三部分附錄

一.附件

1.營業執照影本

2.董事會名單及簡歷

3.主要經營團隊名單及簡歷

4.專業術語說明

5.專利證書/生產許可證/鑒定證書等

6.注冊商標

7.企業形象設計/宣傳資料(標識設計、說明書、出版物、包裝說明等)

8.簡報及報道

9.場地租用證明

10.工藝流程圖

11.產品市場成長預測圖

二.附表

1.主要產品目錄

2.主要客戶名單

3.主要供貨商及經銷商名單

4.主要設備清單

5.市場調查表

6.預估分析表

7.各種財務報表及財務估計表

篇12:商業計劃書

項目名稱:哈爾濱61玩具出租網店

經營范圍:以出租兒童玩具、嬰幼兒童車、童床為主。

項目投資:2萬元

回收成本期限:二年

店鋪地址:哈市報達小區

項目概況:以自家居住房屋為地點,以網絡傳播為載體,創辦一個以全職媽媽和下崗失業人員自謀創業為目的的兒童玩具出租店。

企業宗旨:讓孩子開心,讓父母省心,讓全家放心!

(一)市場需求分析

玩玩具是孩子的天性,我們每個人也都曾擁有過玩具,可以說人們對玩具的需求到什么時候都少不了。玩具是孩子的天使,孩子是父母的心肝寶貝。父母對自己孩子的投入是心甘情愿的,如今老百姓的生活水平越來越高了,市場上各式各樣的玩具也就層出不窮了,孩子們的很多玩具玩不了多長時間就會被淘汰,而買一件好玩具少則幾百元,多則上千元。但家長們買玩具的速度卻總是跟不上孩子們“喜新厭舊”的習性,又不能完全滿足孩子對玩具的占有欲望。這昂貴的玩具消費已經成為家庭里一項不菲的開支。如何即滿足孩子們的玩具需求,又幫助家長節約這種家庭支出呢?這樣促使了兒童玩具出租行業的萌芽和發展。

比如嬰幼兒大都需要童車,而中檔童車價格大約在300~500元之間,高檔一點的在1000元左右,而一部質量較好的童車起碼可以用三五年,家庭購買的童車平均使用期為一年左右,不買童車不行,買吧,用完后又很難處理,而且又浪費。相似的用品不僅僅局限于童車,還有童床,學步車,玩具,等等。如果開一間嬰幼兒童玩具租賃中心,既給家庭減少費用,又給孩子帶來更多的玩具。

(二)目標群體分析

玩具出租主要的目標群體是0~7歲的兒童,由于出租玩具的品種繁多,檔次繁多,適合于各種不同層次的家庭孩子。家庭狀況一般在小康水平或小康水平以上,對出租玩具的承受能力均沒有任何問題。

(三)競爭對手的分析

目前哈市以出租兒童玩具的公司或店鋪現無人經營,這是一個新興的行業,我們應該有一種先入為主的優勢,對發展尤其有利。

啟動資金大約在2萬元左右,具體安排:

(1)辦理工商、稅務登記等費用:

(2)店鋪租金及押金:

(3)裝修:

(4)工資:

(5)購買產品及維修保養費用:15000元

(6)網站維護費:100元

(7)其他開支:100元(水費、電費、管理費、工商管理、稅費、衛生費及流動資金得等)

總計:0元左右

資金收入,主要是租金和銷售玩具。

押金是按照玩具成本價的10%一個月為周期算,1.5萬的10%是每月的收入即1500元,因為分季節性和淡旺季每月基本為1000元,減去其他開支200元,每月800元,即需要兩年收回成本。

(一)競爭者的出現,是本店主要的市場風險

當一個項目被發現巨大市場空間時,必會引來競爭者,為了能讓企業在市場中生存和壯大,因此在推出玩具出租店時,要實行嚴格的管理模式(形象設計,宣傳資料,營銷管理,售后服務)建立自身的品牌。提高服務質量和準確掌握市場行情也是增強競爭力的辦法。

(二)玩具對兒童的傷害,是本行業的最大風險

為了避免此類風險,可采取以下三種方法:

(1)進貨渠道嚴格把關,明確與進貨商或廠家的責任關系

(2)向小孩和家長詳細說明玩具的使用說明;

(3)明確與被租方的責任關系,并簽定租賃合同。

(三)對玩具損害程度的鑒定,是處理客戶關系的一大風險

必須從日常的經驗和生產廠家,逐步完善玩具損害程度的鑒定標準,明細化與客戶的責任關系。

(1)根據《中華人民共和國全同法》第233條規定:租賃物品危及承租人的安全或不健康的,即使承租人訂立合同時明知該租賃物品質量不合格,承租人仍然可以隨時解除合同。

(2)根據《中華人民共和國產品質量法》的相關規定,所租賃或銷售的產品一定要符合國家規定,質量合格,并對相應的防范做到應盡的告知義務,以避免不必要的損失。

(3)依法納稅,合法經營。

職員及崗位職能

老板:統籌全盤;

管理店鋪及玩具的采購工作;

負責與顧客的各項工作,兼出納與會計;

員工:負責玩具維修保養工作;送貨取貨消毒;

(1)本人的工作經驗

本人有1年兒童玩具店銷售工作經驗和5年的市場營銷經驗。

(2)本人的社會資源

與一批兒童玩具廠和行內人士有良好的關系。

(3)本人教育背景

本人大專畢業,專修市場營銷,工作后進修企業管理和市場分析

(4)本人的資金支持

自主創業愿望已久,啟動資金已完全到位。

(一)市場營銷的基本策略

以自建網站進行網絡傳播,為哈市兒童玩出租行業建立一個完整成熟的經營模式,以幫助全職媽媽和下崗失業人員創業或再就業為目的。

店內貨物定位分三類擺放:

①以嬰幼兒類(童車、童床、學步車類)

②兒童玩具類(大制類、遙控類、體育類、學習類、拼裝類、音樂類等)

③銷售類

(4)展示廳內標識物的放置:放置服務公約、賠償表、會員登記表和業務介紹說明。

(5)嚴格執行出租物品專業消毒房方案:為了讓顧客知道自己租到的產品是干凈的,高品質的,在店內建立消毒房,租賃到期的物品都要經過保養消毒后才能再度使用,消毒藥品是經衛生防疫部門推薦的放心品牌。

(6)加大前期的宣傳力度:因玩具出租是新事物,店鋪又剛開業,所以前期營銷的重點是讓全市所有0~7兒童家長知道有一個玩具出租店開業了。

(7)媒體的炒作:玩具出租是個新事物,對很多新聞媒體來說很有采訪價值,所以開業后,應跟當地的媒體聯系,引起媒體興趣,以達到我們在當地轟動的效應。

(一)社會需求分析

孩子對玩具的喜愛和好奇,以及家長又不能完全滿足孩子對玩具的占有欲望,會促進玩具出租行業的發展。

(二)項目規模的可行性分析

小規模的玩具出租店,投資不大,風險較小,利潤不大,要長期可持續性發展才會有更大的利潤空間。

(三)行業發展趨勢分析

隨著近期北京、上海等地的玩具出租公司開業并相繼火爆,給哈市市場會帶來一定的影響。兒童玩具的出租將會迎合哈爾濱市廣大市民的消費理念,行業發展趨勢看好,只要抓住了機遇,就會成功。

篇13:商業計劃書

一、封面

第一頁BP,一句話的形式呈現出來我們是干什么的。我們是Air Bed&Breakfast,這是第一點。

二、痛點

第二點,我們就直接陳述目前這個市場存在的一些需求和痛點。目前我們游客出行住宿的時候存在在的問題:價格方面比較高。我們住的酒店都是統一的標準,很難體驗到當地的風土人情,很多房東有很多閑置的房屋,他們怎么樣去產生價值。

因為這是雙邊的需求,所以雙邊都存在痛點。

三、解決方案

那第三頁就告訴大家,我是怎么樣解決這個問題的。我通過這個解決方案可以讓用戶省錢,可以讓房東賺錢,然后在旅游的過程當中你又可以體驗到當地的風土人情和文化。

四、市場規模

那我們告訴大家這個需求和解決方案之后,要告訴大家的內容是說這個市場的規模到底有多大。我們用兩頁片子告訴大家,這個市場的規模以及對未來的展望。

五、產品

然后我們再向你詳細陳述,我這個產品的形態是什么。我同時,也會告訴你我們是怎樣賺錢的,我們的商業模式是怎么樣的。我們有未來非常好的商業預期,我也會告訴你說,我對未來的推廣方案和計劃是什么樣的。

六、競爭對手

還有我們在這個市場當中的競爭對手有哪一些?跟他們相比,我們的特點和優勢是在哪里?

七、團隊

還有包括我們這個團隊是由哪些人構成的,他們分別負責哪個模塊,他們自己的經驗是在哪里?對于我們實現這個項目的價值在哪里?然后我們又說,除了這個運營的數據之外,我們還有一些媒體對我們的報道,用戶對我們的反饋。

現在很多企業都想走資本市場,一份商業計劃書是第一印象,接下來內容是以一個投資人的視角,告訴大家應該怎么樣寫一份商業計劃書。一般標準的融資分為三個階段,第一是融資準備階段(寫bp),第二是市場推介階段(見投資人),第三是盡職調查階段(投資人給了ts之后對你和你的合作伙伴進行調查了解),今天我們先來梳理一下如何書寫一份投資人喜歡的商業計劃書(就是傳說中的bp)。

商業計劃書的幾個要點:

首先它也是一句話描述做的事情,對項目的描述。

第二,呈現出目前的目標用戶的痛點和問題到底是什么?今天是用什么樣的方式來解決這些問題的?有哪些可以提升的地方?然后第三個就是我們是怎么解決這個問題?我們的價值所在。我們給出具體產品的展示以及具體的場景,然后告訴他,為什么我們現在去解決這個問題比較好,以及我們的市場規模是多大。還有我們對于競爭的分析是怎么樣,以及我們這個產品是怎么樣發展的,產品的路徑是怎么樣?我們的盈利模式如何,我們的定價,我們的銷售和分銷是怎么樣的。還有最終,我的團隊是哪些人來做這件事情的,同時我們會加上一些財務的預期內容。

在這個系列的內容當中,我們的每一節都用了非常短的篇幅告訴你,如何去寫一個好的商業計劃書,它的內容是什么,它的呈現形式是怎么樣的,具體的案例是怎么樣的。如果在寫商業計劃書的過程當中遇到的問題或者困難,也歡迎你和我們進行交流。

希望這個系列的內容能夠提供很多有價值的內容給你,能夠幫助你寫出一個非常出色優秀的商業計劃書,能夠讓你盡快地獲得你的融資,能夠盡快實現你的創業夢想!

篇14:商業計劃書

擬定名稱: 川湘辣菜館

市場調研:

必須在決定投資前進行詳細的市場調查,具體了解目標消費群、競爭對手(包括財務狀況、經營現狀、員工人數等)、所在商圈狀況,以及與餐飲行業相關的法律手續、租賃合同、供應商關系等。

選址條件:

所在商圈必須具備辦公中心、商業中心、居住中心三個條件,必須是交通便利、視野寬闊、50米內有停車位置的標準門面。

餐飲特色:

以湘菜和川菜為主菜系,宣揚川湘飲食文化,以“辣“為主色調進行菜色設計,必須有五個以上價格在60元以上的主打菜。 擬定規模: 面積150平方米左右,2開間門面商鋪,月租金2萬元以內。

擬定人員:

2名廚師,2名助理廚師,4個店面服務員(含領班和收銀),月工資總額控制在1萬元以內。

開業準備:

選址和簽約、工商稅務消防等政府事務、人員招聘和培訓、崗位制度的制定、菜點設計和價格設計、裝修配套和店內裝飾、供應商接觸、首批物料備貨、網絡推廣等等。

開業策劃:

試營業一周時間擇日正式開業,開業慶典連續兩周時間,活動期間均可享受活動宣傳的優惠;媒體推廣策劃、戶外現場策劃、店內布置、促銷活動設計等。

投資預算:

房租和押金周轉資金8萬元,固定資產投資20萬元(裝修15萬元,電器和廚房設備3萬元,家具裝飾等2萬元),物料周轉資金2萬元,合計30萬元。

經營成本:

房租2萬元/月,水電0.2萬元/月,人工1萬元/月,促銷推廣平均0.3萬元/月(節慶日集中使用,每次5000元左右,全年做5次,其余1.1萬元平時使用),稅金0.1萬元/月,其他開支0.4萬元/月,合計每月成本支出4萬元,每年成本支出48萬元。

固定資產折舊:

固定資產20萬元,預算2年折舊完畢,即平均每月折舊0.834萬元,折舊資金可用于周轉,但必須預算2年后重新裝修。

盈利預算:

預計月營業額12萬元,預計65%毛利(內部必須控制75%以上毛利,留足10%空間用于折扣銷售)即7.8萬元,固定資產折舊0.834萬元/月,成本支出4萬元/月,凈利潤為2.966萬元。年凈利潤為35.592萬元。

生存分析:

單店盈虧平衡點為每月營業額7.44萬元,即平均每天營業額0.248萬元,年營業額89.28萬元。第一年的年營業額如果低于89.28萬元,則不具備生存條件,必須盡快整體商業轉賣;第一年的年營業額高于89.28萬元,則具備了生存條件,可以設法改善;第一年的年營業額達到144萬元則可以邁開步子考慮進一步發展。

利潤分配:

年凈利潤35.592萬元的60%用于提升品牌、繼續投資開店,即21.3552萬元;年凈利潤的40%用于股東分紅,即14.2368萬元。

擴張計劃:

如果第一年的年營業額達到144萬元且凈利潤中用于繼續投資的資金大于20萬元,則第二年開3家分店。

撰寫商業計劃書的注意事項

首先,企業一定要理解商業計劃書的寫作目的。許多企業肯定會脫口而出的說“就是為了融資”,但這僅僅是答對了一部分。商業計劃書的寫作本質上是企業對自身經營情況和能力的綜合總結和展望,是企業全方位戰略定位和戰術執行能力的體現,為了融資只不過是觸發企業寫作商業計劃書的一個要素而已。

好的企業、善于思考和總結的企業,即使不融資,也會經常按商業計劃書的模式和要點來反思自身的經營情況,從而提高企業的綜合素質。所以,嚴肅的商業計劃書寫作決不是糊弄投資人的,更不是糊弄自己的。而遺憾的是我們往往會看到一些抄襲拼湊、華而不實、胡亂應付而做的材料。 其次,商業計劃書的核心內容是介紹企業,而不是介紹具體的項目。這一點尤為重要和突出。很多時候企業在商業計劃書中花大篇幅介紹企業要做的一個技術、一個項目或一種業務,而或多或少忽略了對企業的全面介紹。對于投資人而言,要投資的絕不是某一個項目或技術。投資人要投的是一個商業實體,一個有核心團隊管理的日常運營的企業。這個企業可以做某一個業務,可以上某一個項目,也可以推出一項新的技術,但這都是在企業這個載體上出現的業務形態,不能代表企業自身。所以一定要注意計劃書的出發點:是企業,是企業的整體經營,不是技術或項目。

再次,一定要撰寫提綱和概要。特別是概要部分,是整個商業計劃書的精華所在,也是打動投資人的關鍵環節,絕不可粗心馬虎,簡單糊弄。許多投資人就是在看了商業計劃書概要部分之后才決定是否要看全文的。而提綱部分可以幫助撰寫人理清思路,明確內容,掌控全局,也是寫作過程中重要的行為指導。

另外,對于商業計劃書具體的內容部分,切記不要長篇大論、粘貼拼湊,還是要嚴格按照商業計劃書的基本格式和提綱來寫作,同時要特別注意說明企業在“做什么”、“誰來做”、“怎么做”等方面的情況。通常所見的商業計劃書都過于著重描述企業的技術、產品、市場等等方面,而忽略了幾個最基本的問題,即企業是“做什么的”——主營業務是什么;“誰來做”——管理團隊如何組成,如何管理;“怎么做”——如何組織生產、銷售、運營等等。

還有,對于商業計劃書里面的財務和融資部分,許多企業缺乏基本的認知,以為隨便拼湊一些數字就可以表明企業有多賺錢,融資金額也越大越好。但對于專業的投資機構而言,可以很容易的發現企業財務數據的漏洞和對資金的需求實情。所以企業切不可隨便編造數據,漫天要價。

特別需要注意的是,很多企業在這部分當中常常把項目的投資論證當作企業的投資論證,從而偏離了商業計劃書的本意,即企業融資,不是項目融資! 此外,在財務預測中,夸大銷售,夸大利潤等等現象比比皆是,投資人早有心理準備,會非常仔細地推敲企業提供的每一個數據。對于融資額,許多企業也是隨便給個大數,缺乏科學實際的論證和支持。因此,建議企業在這部分一定要實事求是,態度誠懇,這樣反而會得到機構投資人的認同和理解,而且還能和企業一起把財務預測和融資事宜商討清楚。

最后,需要再一次強調商業計劃書的寫作目的是突出企業的投資價值,而這個目的需要貫徹在商業計劃書的每一個部分和言語當中,整個計劃書也需要圍繞這個中心思想而展開。企業的投資價值簡單而言就是企業的成長空間、成長能力以及成長效率。資本市場最關注的就是企業投資價值的增長空間、效率、速度、能力以及風險。所以企業在商業計劃書的寫作當中,一定要突出自己的生存和發展能力——對市場、產品、競爭、管理、銷售、財務等方面的掌控能力和增長能力,最終目的是要有邏輯的體現綜合全面的素質和發展態勢。

篇15:商業計劃書

第一章:摘要..................................................................................... 3

第二章:公司介紹.............................................................................. 6

一、宗旨(任務).................................................................................. 6

二、公司簡介..................................................................................... 6

三、公司戰略..................................................................................... 7

1.產品及服務A:................................................................................ 7

2.產品及服務B,等等:...................................................................... 8

3.客戶合同的開發、培訓及咨詢等業務:............................................ 8

四、技術............................................................................................ 8

1、專利技術:................................................................................... 8

2、相關技術的使用情況(技術間的關系):.......................................... 8

五、價值評估..................................................................................... 9

六、公司管理..................................................................................... 9

1.管理隊伍狀況.................................................................................. 9

2.外部支持:..................................................................................... 10

3.董事會:........................................................................................ 10

七、組織、協作及對外關系:........................................................... 10

八、知識產權策略............................................................................. 11

九、場地與設施................................................................................ 12

十、風險.......................................................................................... 12

第三章:市場分析............................................................................ 13

一、市場介紹.................................................................................... 13

二、目標市場.................................................................................... 14

三、顧客的購買準則.......................................................................... 15

四、銷售策略..................................................................................... 17

五、市場滲透和銷售量....................................................................... 17

第四章,競爭性分析........................................................................... 17

一、競爭者......................................................................................... 17

二、競爭策略或消除壁壘.................................................................... 18

1.競爭者[A,B等]............................................................................... 18

第五章;產品與服務............................................................................. 19

一、產品品種規劃.............................................................................. 19

二、研究與開發.................................................................................. 20

三、未來產品和服務規劃.................................................................... 20

四、生產與儲運.................................................................................. 20

五、包裝............................................................................................. 21

六、實施階段...................................................................................... 21

七、服務與支持................................................................................... 21

第六章 市場與銷售............................................................................. 22

一、市場計劃...................................................................................... 22

二、銷售策略...................................................................................... 23

1、實時銷售方法................................................................................ 23

2、產品定位....................................................................................... 23

三、銷售渠道與伙伴........................................................................... 23

四、銷售周期:.................................................................................. 25

五、定價策略..................................................................................... 26

1、產品、服務:................................................................................ 26

2、產品/服務B.................................................................................... 27

六、市場聯絡;.................................................................................... 27

1、貿易展銷會................................................................................... 27

2、廣告宣傳...................................................................................... 28

3、新聞發布會.................................................................................. 28

4、年度會議/學術討論會................................................................... 28

5、國際互聯網促銷........................................................................... 28

6、其它促銷因素............................................................................... 28

7、貿易刊物、文章報導.................................................................... 29

8、直接郵寄...................................................................................... 29

七、社會認證.................................................................................... 29

第七章 財務計劃............................................................................... 29

一、財務匯總..................................................................................... 29

二、財務年度報表.............................................................................. 30

三、資金需求..................................................................................... 30

四、預計收入報表.............................................................................. 31

五、資產負債預計表:....................................................................... 32

六、現金流量表:.............................................................................. 32

第八章 附錄....................................................................................... 32

一、[你公司或項目]的背景與機構設置:............................................ 33

二、市場背景:................................................................................. 33

三、管理層人員簡歷.......................................................................... 34

五、行業關系..................................................................................... 34

六、競爭對手的文件資料:................................................................ 34

七、公司現狀..................................................................................... 34

八、顧客名單..................................................................................... 35

九、新聞剪報與發行物:................................................................... 35

十、市場營銷..................................................................................... 35

十一、專門術語................................................................................ 35

第九章 圖表...................................................................................... 35

篇16:商業計劃書

項目單位

地 址

電 話

傳 真

電子郵件

聯 系 人

第一部分 項目的核心技術

(一)核心技術和產品的描述 (主要介紹擬投資的技術和產品的先進性和獨特性)

______(略)

(二)簡述產品的生產制造過程、工藝流程

______(略)

(三)技術持有屬性(專利、專有技術、配方、品牌、銷售網絡、許可證、專營權、特許權經營等。)

______(略)

(四)核心技術的來源(自主開發、合作開發)

______(略)

(五)技術開發的合作對象與方式

______(略)

(六)技術鑒定和獲獎情況(包括技術鑒定情況、獲國際、國家、省、市及有關部門和機構獎勵情況)

______(略)

(七)公司現有的和正在申請的知識產權(專利、商標、版權等)

______(略)

(八)請說明有關知識產權轉讓或授權許可的協議

______(略)

(九)產品毛利潤率是多少?純利潤率是多少

______(略)

(十)技術和產品的競爭優勢

______(略)

(十一)公司是否與掌握公司關鍵技術及其它重要信息的人員簽定競業禁止協議,若有,請說明協議主要內容

______(略)

(十二)請說明,公司對知識產權、技術秘密和商業秘密的保護措施

______(略)

第二部分 市場潛力和收入模式

(一)目標市場(新技術和產品應用的領域)

______(略)

(二)行業情況(行業發展歷史及趨勢,哪些行業的變化對產品利潤、利潤率影響較大,進入該行業的技術壁壘、貿易壁壘、政策限制等)

______(略)

(三)市場銷售有無行業管制,公司產品進入市場的難度分析

______(略)

(四)市場潛力(市場規模、市場前景及增長趨勢分析)

______(略)

公司在過去3 至 5年的時間里,每年的全行業銷售總額:(一定要列明資料來源。)(萬元)

列出表格,單位為(萬),列出每年的銷售收入,銷售增長率。

未來3 ~5 年各年全行業銷售收入預測:(一定要列明資料來源。)

單位為(萬),列出年份,公司銷售收入和收入模式

第三部分 主要管理者

列出主要董事會成員名單,可以使用表格。分別列出:序號、職務、姓名、工作、單位等。并根據第個成員單獨列出一份表格。

董事長

姓名_____________性別_____________年齡_____________籍貫______________

學歷_____________學位____________所學專業__________職稱______________

畢業院校____________________戶口所在地____________聯系電話___________

主要經歷和業績:(著重描述在本行業內的技術和管理經驗和成功事例,與技術發明人及持有人的關系。)

____(略)

總經理

姓名_____________性別_____________年齡_____________籍貫______________

學歷_____________學位____________所學專業__________職稱______________

畢業院校____________________戶口所在地____________聯系電話___________

主要經歷和業績:(著重描述在本行業內的技術和管理經驗和成功事例,與技術發明人及持有人的關系。)

____(略)

主要技術開發人員(一)

姓名_____________性別_____________年齡_____________籍貫______________

學歷_____________學位____________所學專業__________職稱______________

畢業院校____________________戶口所在地____________聯系電話___________

主要經歷和業績:(著重描述在本行業內的技術水平、經驗和成功事例,與技術發明人及持有人的關系。)

____(略)

主要技術開發人員(二)

姓名_____________性別_____________年齡_____________籍貫______________

學歷_____________學位____________所學專業__________職稱______________

畢業院校____________________戶口所在地____________聯系電話___________

主要經歷和業績:(著重描述在本行業內的技術水平、經驗和成功事例,與技術發明人及持有人的關系。)

____(略)

其他對公司發展負有重要責任的人員(一)

姓名_____________性別_____________年齡_____________籍貫______________

學歷_____________學位____________所學專業____________________________

畢業院校____________________戶口所在地____________聯系電話___________

主要經歷和業績:(根據公司的需要,來描述不同人員在特定方面的'專長,與技術發明人及持有人的關系)

____(略)

其他對公司發展負有重要責任的人員(二)

姓名_____________性別_____________年齡_____________籍貫______________

學歷_____________學位____________所學專業____________________________

畢業院校____________________戶口所在地____________聯系電話___________

主要經歷和業績:(根據公司的需要,來描述不同人員在特定方面的專長,與技術發明人及持有人的關系。)

____(略)

公司董事和主要管理人員之間有無親屬關系

____(略)

請說明公司是否存在關聯經營和家族管理問題

____(略)

請說明公司董事、管理者與關鍵雇員之間是否有實際

存在或潛在的利益沖突

____(略)

第四部分 公司基本情況

公司成立時間_________________________公司性質 ______________________

注冊資本____________________________ 實際到位資本____________________

其中現金到位________________________ 無形資產占股份比例____________%

注冊地點_____________________________________________________________

主營業務為_________________________________________________________。

公司改革:(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。)

____(略)

目前公司主要股東情況:(列表說明目前股東的名稱及其出資情況。)

如:股東名稱、出資額、出資形式、股份比例、聯系人、聯系電話。

目前公司內部部門設置情況:以組織機構圖來表示。

公司目前職工情況:

如:員工人數、大學以上文化程度、碩士、博士、研究生等所占的人數和比例。通過表格的形式來展現。

公司經營財務歷史:(銷售收入、毛利潤、純利潤)

(單位:萬元)

項 目本年度前1年

銷售收入:

毛 利 潤:

純 利 潤:

總 資 產:

總 負 債:

凈 資 產:

第五部分 競爭對手

公司的競爭優勢說明(成本、價格、性能、品牌、銷售渠道)

____(略)

公司產品銷售成本的構成及銷售價格制訂的依據

____(略)

公司在產品銷售價格方面的策略與實施

____(略)

進貨渠道的穩定性、可靠性、質量及進貨周期

____(略)

公司的主要供應商

主要供應商

1__________________________________________________________

主要供應商

2__________________________________________________________

主要供應商

3__________________________________________________________

本公司與行業內五個主要競爭對手的比較:(主要描述在主要銷售市場中的競爭對手。)

競爭對手市場份額競爭優勢競爭劣勢

本公司

公司在技術與產品開發方面的國內外競爭對手(5家)基本情況

競爭對手(一)

____(略)

競爭對手(二)

____(略)

競爭對手(三)

____(略) 競爭對手(四)

____(略)

競爭對手(五)

____(略)

公司為提高競爭力擬采取的措施。

____(略)

第六部分 融資說明

資金需求量

____(略)

請說明投入資金的用途

____(略)

需要幾個投資方,各投資方出資額和所占股權比例

____(略) 投資方可享有哪些監督和管理權力

____(略)

如果公司沒有實現項目發展計劃,公司與管理層向投資方承擔哪些責任?

____(略)

投資方以何種方式收回投資,具體方式和執行時間

____(略)

需要對投資方說明的其它情況

____(略)

第七部分 經營計劃

未來三年技術開發重點

____(略)

融資后第一年研發資金(購置技術開發設備、開發人員工資、試驗檢測費用、其他研發費用)

____(略)

公司未來3 ~ 5年在研發資金投入和人員投入計劃(萬元)

年 份第1年第2年第3年第4年第5年

資金投入

人員(個)

公司未來3 ~ 5年的銷售收入預測

(萬元)

年 份第1年第2年第3年第4年第5年

銷售收入

市場份額

融資后各年陸續設立哪些機構,各機構配備多少人員,人員年收入情況。請用圖表統計表示出來。

公司對管理層及關鍵人員將采取怎樣的激勵機制

____(略)

公司是否考慮員工持股問題,請說明

____(略)

請提供:

融資后第一年財務預算

未來3 ~ 5年項目現金流量表

未來3 ~ 5年項目損益表

未來3 ~ 5年項目銷售計劃表

未來3 ~ 5年項目產品成本表

第八部分 風險控制

請詳細說明該項目實施過程中可能遇到的風險(包括政策風險、加入wto的風險、技術開發風險、經營管理風險、市場開拓風險、生產風險、財務風險、匯率風險、投資風險、股票風險、對公司關鍵人員依賴的風險等。以上風險如適用,每項要單獨敘述控制和防范手段)

____(略)

企業應備資料清單

1.營業執照

2.公司章程

3.驗資審計

報告

4.稅務登記證

5.財務報表(上年度、本年度、本月)

6.專利證書、鑒定報告

7.高新技術企業、高新技術項目證書

8.其它表明企業特點的資料

9.商業計劃書

保 密 承 諾

本商業計劃書內容涉及本公司商業秘密,僅對有投資意向的投資者公開。本公司要求投資公司項目經理收到本商業計劃書時做出以下承諾:

妥善保管本商業計劃書,未經本公司同意,不得向第三方公開本商業計劃書涉及的本公司的商業秘密。

項目經理簽字:

接 收 日 期: _______年____月____日_____________________________________________________________________

篇17:商業計劃書

房地產中介行業是房地產業的重要組成部分,房地產中介貫穿在房地產業經濟運行的全過程之中,為房地產業的生產、流通和消費提供了多元化的中介服務。房地產中介在我國既是一個年輕的行業,又是一個蓬勃發展的行業,已顯示出強大的生命力和廣闊的發展前景。它具有服務性、流動性和靈活性的特點,在房地產業中起著重要作用。

中國古代和近代市場中為房地產買賣雙方介紹交易?評定房地產商品質量?價格的居間行商稱之為宅行。宅行是中國房地產中介機構的前身,現稱房地產中介,房產超市,不動產門市等。史書記載:宅行,清朝年間,宅行主要分布在山西,陜西,河北,天津一代。舊時,人們將宅行從事房產經紀的經紀人稱呼為“房牙子”。房牙子是舊時宅行里以說合房產買賣或租賃為職業的人,今稱房地產經紀人。

房地產中介是一個方興未艾的行業,特別是國家將房地產業確定為國民經濟的支柱產業,出臺一系列系列規范發展房地產業的政策措施,為房地產中介業的發展注入了新的生機和活力。隨著城鄉居民住房消費的旺盛需求。我國經濟的持續、穩定、快速發展和城市化進程的加快。以及全面建設小康社會奮斗目標的確立。這些都是為房地產中介提供了巨大和廣闊的發展空間。房地產業是從事房地產綜合開發、經營、管理和服務的綜合性行業,是一項新興的獨立產業,是城市第三產業的一部分。房地產業是商品經濟發展的產物,它隨著商品經濟的發展和擴大而發展和擴大。在我國,把房地產業作為一個經濟部門,開展各種經營活動,建立房地產市場,是從實行經濟體制改革之后才開始的。

目錄

第一部分摘要

一、房地產中介公司概況描述

二、房地產中介公司的宗旨和目標

三、房地產中介公司目前股權結構

四、已投入的資金及用途

五、房地產中介公司目前主要產品或服務介紹

六、市場概況和營銷策略

七、主要業務部門及業績簡介

八、核心經營團隊

九、房地產中介公司優勢說明

十、目前房地產中介公司為實現目標的增資需求:原因、數量、方式、用途、償還

十一、融資方案(資金籌措及投資方式及退出方案)

十二、財務分析

1。財務歷史數據

2。財務預計

3。資產負債情況

第二部分綜述

第一章房地產中介公司介紹

一、房地產中介公司的宗旨

二、房地產中介公司簡介資料

三、各部門職能和經營目標

四、房地產中介公司管理

1。董事會

2。經營團隊

3。外部支持

第二章技術與產品

一、技術描述及技術持有

二、產品狀況

1。主要產品目錄

2。產品特性

3。正在開發/待開發產品簡介

4。研發計劃及時間表

5。知識產權策略

6。無形資產

三、產品生產

1。資源及原材料供應

2。現有生產條件和生產能力

3。擴建設施、要求及成本,擴建后生產能力

4。原有主要設備及需添置設備

5。產品標準、質檢和生產成本控制

6。包裝與儲運

第三章市場分析

一、市場規模、市場結構與劃分

二、目標市場的設定

三、產品消費群體、消費方式、消費習慣及影響市場的主要因素分析

四、目前房地產中介公司產品市場狀況,產品所處市場發展階段(空白/新開發/高成長/成熟/飽和)產品排名及品牌狀況

五、市場趨勢預測和市場機會

六、行業政策

第四章競爭分析

一、有無行業壟斷

二、從市場細分看競爭者市場份額

三、主要競爭對手情況:房地產中介公司實力、產品情況

四、潛在競爭對手情況和市場變化分析

五、房地產中介公司產品競爭優勢

第五章市場營銷

一、概述營銷計劃

二、銷售政策的制定

三、銷售渠道、方式、行銷環節和售后服務

四、主要業務關系狀況

五、銷售隊伍情況及銷售福利分配政策

六、促銷和市場滲透

1。主要促銷方式

2。廣告/公關策略、媒體評估

七、產品價格方案

1。定價依據和價格結構

2。影響價格變化的因素和對策

八、銷售資料統計和銷售紀錄方式,銷售周期的計算。

九、市場開發規劃,銷售目標

第六章投資說明

一、資金需求說明(用量/期限)

二、資金使用計劃及進度

三、投資形式(貸款/利率/利率支付條件/轉股-普通股、優先股、任股權/對應價格等)

四、資本結構

五、回報/償還計劃

六、資本原負債結構說明

七、投資抵押

八、投資擔保

九、吸納投資后股權結構

十、股權成本

十一、投資者介入房地產中介公司管理之程度說明

十二、報告

十三、雜費支付

第七章投資報酬與退出

一、股票上市

二、股權轉讓

三、股權回購

四、股利

第八章風險分析

一、資源風險

二、市場不確定性風險

三、研發風險

四、生產不確定性風險

五、成本控制風險

六、競爭風險

七、政策風險

八、財務風險

九、管理風險

十、破產風險

第九章管理

一、房地產中介公司組織結構

二、管理制度及勞動合同

三、人事計劃

四、薪資、福利方案

五、股權分配和認股計劃

第十章財務分析

一、財務分析說明

二、財務數據預測

1。銷售收入明細表

2。成本費用明細表

3。薪金水平明細表

4。固定資產明細表

5。資產負債表

6。利潤及利潤分配明細表

7。現金流量表

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