Business-plan-template全英商业计划书模板(24页).doc

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1、-Business-plan-template 全英商业计划书模板-第 24 页Business plan for a new businessThe business plan consists of a narrative and several financial worksheets. The narrative template is the key to the business plan. It contains more than 150 questions divided into several sections. Omit any questions that do no

2、t apply to your type of business. When you have finished writing your first draft, you will have a collection of small essays on the various aspects of the business plan. The next stage is to edit them into a smooth-flowing narrative.The real value of creating a business plan is not in having the fi

3、nished plan in your hand; rather, the value lies in the process of researching and thinking about your business in a systematic way. The act of planning helps you to think things through thoroughly, study and research if you are not sure of the facts, and look at your ideas critically. It takes time

4、 now, but will help avoid costly, perhaps disastrous, mistakes later.This business plan is a specific model suitable for high-tech businesses. Before you begin, look at the 1st section Tailoring the plan. It has tips for fine-tuning your plan to make an effective presentation to investors. If this i

5、s why youre creating your plan, pay particular attention to your writing style. You will be judged by the quality and appearance of your work as well as by your ideas.It typically takes several weeks to complete a good plan. Most of that time is spent in researching and revising your ideas and assum

6、ptions. But this is the value of the process. So make time to do the job properly. Those who do so never regret the effort. And finally, be sure to keep detailed notes on your sources of information and on the assumptions underlying your financial data.Tailoring the planThe generic business plan pre

7、sented should be modified to suit your specific type of business and the audience for which the plan is written.For raising capitalFor investorsInvestors have a different perspective. They are looking for dramatic growth, and they expect to share in the rewards:o Funds needed short-termo Funds neede

8、d in two to five years timeo How the company will use the funds, and what this will accomplish for growtho Estimated return on investmento Exit strategy for investors (buyback, sale or IPO)o Proportion of ownership that you will give up to investorso Milestones or conditions that you will accepto Fi

9、nancial reporting to be providedo Involvement of investors on the board or in managementFor type of businessHigh-tech companiesEconomic outlook for the industryWill the company have information systems in place to manage rapidly changing prices, costs and markets?Will you be on the cutting edge with

10、 your products and services?What is the status of research and development? And what is required to:o Bring product/service to market?o Keep the company competitive?How does the company:o Protect intellectual property?o Avoid technological obsolescence?o Supply necessary capital?o Retain key personn

11、el?High-tech companies sometimes have to operate for a long time without profits and sometimes even without sales. If this fits your situation, a banker probably will not want to lend to you. Venture capitalists may invest, but your case must be very good. You must do longer-term financial forecasts

12、 to show when profit take-off is expected to occur. And your assumptions must be well documented and well argued.Business planOWNERSYour Business NameDateE-MailWebpageTable of contents1.Executive summary62.Introduction to the Company and its Management72.1Company Overview72.2Organisational Structure

13、72.3The Management Team72.4Advisory Board72.5Proposed Management Compensation72.6Headcount Forecast73.Products and Services Description83.1Products and Technologies Introduction83.2Detailed Development Plan83.2.1Product Roadmaps83.2.2Development Stages83.3Future Applications84.Marketing Analysis94.1

14、Market Trend94.2Market Segmentation104.3Market Gap (Unique Selling Point)104.4Competitive Analysis105.Business Model125.1Core Competence125.2SWOT Analysis125.3Marketing Plan125.4Sales Forecast145.4.1Realistic Scenario155.4.2Optimistic Scenario155.4.3Pessimistic Scenario156.Risk Analysis and Manageme

15、nt166.1Technical Risk166.1.1Technology Safety166.1.2Product Quality166.1.3Delay166.2Competition Risk166.3Management of Growth176.4Market Risk177.Financial Plan187.1Summary of Assumptions187.1.1Revenue187.1.2Direct Variable Costs187.1.3Fixed Asset Investment187.1.4Human Resources187.1.5Services Rende

16、red by 3rd Party187.1.6Infrastructure and Operational Costs187.1.7Marketing187.1.8Tax187.2Break-Even Position187.3Projected profits197.4Investment and Return197.5Financial Statements198.Business Feasibility and Impact in the UK and China209.References2110.Appendices221. Executive summaryWrite this s

17、ection last.We suggest that you make it no more than two pages long.Include everything that you would cover in a five-minute interview.Explain the fundamentals of the proposed business: What will your product be? Who will your customers be? Who are the owners? What do you think the future holds for

18、your business and your industry?Make it enthusiastic, professional, complete and concise.If proposing for an investment, state clearly how much you want, precisely how you are going to use it, and how the money will make your business more profitable, thereby ensuring repayment.Paragraph headings ca

19、n be used if they identify the purpose of each paragraph. (example below)Company and Management (Team)Product/Service Description Market AnalysisCompany Strategy Risk Analysis Financial Plan Investment Proposition 2. Introduction to the Company and its Management2.1 Company OverviewWhat business wil

20、l you be in? What will you do?Mission Statement: Many companies have a brief mission statement, usually in 30 words or fewer, explaining their reason for being and their guiding principles. If you want to draft a mission statement, this is a good place to put it in the plan.2.2 Organisational Struct

21、ureIf youll have more than 10 employees, create an organizational chart showing the management hierarchy and who is responsible for key functions.Include position descriptions for key employees. If you are seeking loans or investors, include resumes of owners and key employees.2.3 The Management Tea

22、mWho will manage the business on a day-to-day basis? What experience does that person bring to the business? What special or distinctive competencies? Is there a plan for continuation of the business if this person is lost or incapacitated?2.4 Advisory BoardList members of management advisory board

23、and their short resume/CV.2.5 Proposed Management CompensationIf the management team are willing to reduce their compensation in the first year of business2.6 Headcount ForecastNumber of employees of each departments and the total in the next 5 years. (tables preferred)3. Products and Services Descr

24、iption3.1 Products and Technologies Introduction Describe in depth your products or services (technical specifications, drawings, photos, sales brochures and other bulky items belong in the Appendices).What factors will give you competitive advantages or disadvantages? Examples include level of qual

25、ity or unique or proprietary features.What are the cost, fee or commission structures of your products or services?Dont forget to include the current Patent Status.3.2 Detailed Development Plan3.2.1 Product RoadmapsList and describe product type and service of all categories, what they do, when they

26、 are available, and the timeline of design, prototype, sample promotion etc. (tables and figures are encouraged)3.2.2 Development StagesWrite down the stages used to measure the stepping successes (deliverables, milestones) of the whole company according to the development plan.3.3 Future Applicatio

27、nsList and describe potential applications.4. Marketing AnalysisNo matter how good your products and services are, the venture cannot succeed without effective marketing. This begins with careful and systematic research. It is very dangerous to assume that you already know about your intended market

28、. You need to do market research to make sure you are on track. Use the business planning process as your opportunity to uncover data and to question your marketing efforts. Your time will be well spent.There are two kinds of market research: primary and secondary.Secondary research means using publ

29、ished information such as industry profiles, trade journals, newspapers, magazines, census data, and demographic profiles. This type of information is available in public libraries, industry associations, chambers of commerce, from vendors who sell to your industry, and from government agencies.Prim

30、ary research means gathering your own data. For example, you could do your own traffic count at a proposed location, use the yellow pages to identify competitors, and do surveys or focus-group interviews to learn about consumer preferences. Professional market research can be very costly, but there

31、are many books that show small business owners how to do effective research themselves.In your marketing plan, be as specific as possible; give statistics, numbers, and sources. The marketing plan will be the basis, later on, of the all-important sales projection.4.1 Market TrendDescribe your indust

32、ry. Is it a growth industry? What changes do you foresee in the industry, short term and long term? How will your company be poised to take advantage of them?Facts about your industry:What is the total size of your market?What percent share of the market will you have? (This is important only if you

33、 think you will be a major factor in the market.)Current demand in target market.Trends in target marketgrowth trends, trends in consumer preferences, and trends in product development.4.2 Market SegmentationShow the understanding of the market segments (sizes, volume growth, revenue growth)4.3 Mark

34、et Gap (Unique Selling Point)Analyze the current market and identify and explain that there might be a gap, a weak/missing segment of the market for your particular product. And describe growth potential and opportunity for a business of your type and size.4.4 Competitive AnalysisWhat products and c

35、ompanies will compete with you? List your major competitors:Will they compete with you across the board, or just for certain products and customers or in certain locations? Will you have important indirect competitors? (For example, video rental stores compete with cinemas, although they are differe

36、nt types of businesses.)How will your products or services compare with the competition?You can use the Competitive analysis table below to compare your company with your two most important competitors. The first column lists key competitive factors. Since these vary from one industry to another, yo

37、u may want to customize the list of factors.In the column labeled Me, state honestly how you think you will be perceived in customers minds. Then check whether you think this factor will be a strength or a weakness for you. Sometimes it is hard to analyse our own weaknesses. Try to be very clear her

38、e. Better yet, get somebody else to assess you. This can be a real eye-opener. And remember that you cannot be all things to all people. In fact, trying to be causes many business failures because their efforts become scattered and diluted. You want an honest assessment of your firms strong and weak

39、 points.Now analyse each major competitor. In a few words, state how you think they compare with you. In the final column, estimate the importance of each competitive factor to the customer. 1 = critical; 5 = not very important.Table 1: Competitive analysisFACTORMeStrengthWeaknessCompetitor ACompeti

40、tor BImportance to customerProductsPriceQualitySelectionServiceReliabilityStabilityExpertiseCompany reputationLocationAppearanceSales methodCredit policiesAdvertisingImageNow, write a short paragraph stating your competitive advantages and disadvantages.5. Business ModelHow will you develop your com

41、pany, through alliance and co-development or ?List and explain them step by step.5.1 Core CompetenceDescribe your most important company strengths and core competencies. What factors will make the company succeed? What do you think your major competitive strengths will be? What background experience

42、, skills, and strengths do you personally bring to this new venture?5.2 SWOT AnalysisStrength: Cost, size, energy saving, eco-friendly, robustness, future developmentWeakness: Immature, suppliersOpportunities: Political Opportunities, market opportunities, co-operation opportunities.Threats: Competi

43、tors, Intellect Property, supplier chain.5.3 Marketing PlanNow outline a marketing strategy that is consistent with your niche.Marketing strategies according to the 4P theories, namely Product, Price, Promotion and Place. (The 5th P People is the whole reason for the services industry to be doing ve

44、ry well OR even for improving the service experience in a Product industry is because they all target People.)Product StrategyList all of your major products or services.For each product or service:Describe the most important features. What is special about it?Describe the benefits. That is, what wi

45、ll the product do for the customer?Note the difference between features and benefits, and think about them. For example, a house that gives shelter and lasts a long time is made with certain materials and to a certain design; those are its features. Its benefits include pride of ownership, financial

46、 security, providing for the family, and inclusion in a neighborhood. You build features into your product so that you can sell the benefits.What after-sale services will you give? Some examples are delivery, warranty, service contracts, support, follow-up, and refund policy.PricingExplain your meth

47、od or methods of setting prices. For most small businesses, having the lowest price is not a good policy. It robs you of needed profit margin; customers may not care as much about price as you think; and large competitors can under price you anyway. Usually you will do better to have average prices and compete on quality and service. Does your pricing strategy fit with what was revealed in your compe