（可行性报告商业计划书）麦肯锡手把手教你写商业计划书8.pdf

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1、HOW TO WRITEA BUSINESSPLAN2Table of ContentsPreface.41.THE ROUTE FROM CONCEPT TO COMPANY.41.1 Success factors.41.2 Stages of development.52.THE BUSINESS IDEA.82.1 Development of a business idea.82.2 Elements of a promising business idea.92.3 Protecting your business idea.132.4 Presenting to investor

2、s.143.THE BUSINESS PLAN.163.1 Advantages of a business plan.163.2 Characteristics of a successful business plan.163.3 The investors point of view.183.4 Tips on preparing a professional business plan.214.STRUCTURE AND KEY ELEMENTS OF A BUSINESS PLAN.234.1 Executive summary.234.2 Product or service.24

3、4.3 Management team.264.4 Market and competition.284.5 Marketing and sales.324.6 Business system and organization.374.7 Implementation schedule.414.8 Opportunities and risks.424.9 Financial planning and financing.425.CASE STUDY:CITYSCAPE.485.1 CityScape:Idea and business concept.485.2 CityScape:Busi

4、ness plan.495.2.1.-EXECUTIVE SUMMARY.505.2.2.-SERVICE IDEA.525.2.3.-MANAGEMENT TEAM.535.2.4.-MARKET AND COMPETITION.545.2.5.-COMPETITOR ANALYSIS.555.2.6.CITY SCOPES COMPETITIVE ADVANTAGES.565.2.6.-MARKETING AND SALES.575.2.7.-BUSINESS SYSTEM AND ORGANIZATION.585.2.8.-IMPLEMENTATION SCHEDULE.605.2.9.

5、-OPPORTUNITIES AND RISKS.615.2.10.-FINANCIAL PLANNING AND FINANCING.625.3.-Critique of elements of CityScape business plan.683PrefaceThis Guide to writing a business plan is designed to help you in developing yourbusiness idea,from concept to company.It details the contents,scope,andstructure of a b

6、usiness plan and the expectations venture capitalists have whenreading one,and provides valuable pointers on starting up a company.The Guide is not intended as a business studies resource nor is it a theoreticaltreatise on the nature of business plans per se.Rather,it offers practical tips to helpyo

7、u get started setting up your company.Naturally,there is no guarantee that allaspects of this Guide will be relevant to your particular company or that all topicsrelevant to your company will be covered.The Key questions about the mainelements of a business plan make no claim to completeness;those q

8、uestions notrelevant to your specific business plan need not be answered.If you are reading this Guide because you have a business idea you want totransform into a successful company,we offer you a word of encouragement:Makethe most of this opportunity!McKinsey&Company,Inc.41.The Route from Concept

9、to CompanyNew,innovative companies generally try to grow from a startup into an establishedcompany within five years.But they can seldom finance their activities alone alongthe way.Rather,they are dependent on professional investors with considerablefinancial clout.For entrepreneurs,financing is an

10、existential question the businessplan must thus be viewed from the point of view of potential investors right fromthe outset.1.1 Success factorsSuccessful companies arise from a combination of five elements(exhibit 1).1.No business concept,no business.Having an idea is just the beginning of thecreat

11、ive process.Many entrepreneurs are initially infatuated with their inspiration,losing sight of the fact that their idea is the point of departure for a long process ofdevelopment which must face and withstand tough challenges before it can enjoyfinancing and market success as a mature business conce

12、pt.2.Money matters.Without finding somebody who invests money into growing theidea into a viable business,this business will never become a reality.Therefore,fromearly on a lot of attention has to be put on convincing investors to provide thenecessary funding.3.No entrepreneurs,no enterprise.Growing

13、 new firms is not a one-person job.Itcan only succeed with a team of,usually,three to five entrepreneurs whose talents5are complementary.Putting together well-functioning teams is known to be adifficult process,taking time,energy and an understanding of human nature.Do notlose any time in putting yo

14、ur team together,and work on perfecting it throughoutthe entire startup process.The characteristics of a high-performance managementteam are discussed in more detail in section 5.3 of this Guide.4.Traditional service providers will help you clear the first hurdles.You will oftenneed the advice of pr

15、ofessional service providers such as patent lawyers,taxadvisors,and market researchers,especially at the beginning.Getting the rightinformation early,e.g.,for registering a patent,can have consequences for latersuccess or failure.5.Strong networks are a shot in the arm for every new company.Professi

16、onalguidance of potential entrepreneurs by means of a network of non-materialsponsors,entrepreneurs,venture capitalists,and service providers is decisive inmaking viable ideas into real companies.Prime examples for such regional networkscan be found in Silicon Valley and the Boston area.1.2 Stages o

17、f developmentThe typical progression of the startup and development of growing companies intoestablished firms can be subdivided into three stages.The end of each stage serves asa milestone for venture capitalists by which to gauge the status of their investment.Being familiar with each stage and th

18、e challenges it poses may spare you wastedenergy and disappointment.Please note,however,that the three stages in thedevelopment of a functioning startup do not match the three phases in thedevelopment of a business plan within the framework of this competition(seeexhibit 2).If you intend to be succe

19、ssful,this startup process should influence both youractivities as the initiator of a business concept and your path toward forming yourown company.To a large extent,it is the demands of investors that will determinehow you must approach the individual stages of the startup.Stage 1:Business idea gen

20、eration.In the beginning is the inspiration your solutionto a problem.It must be evaluated to determine if it delivers an actual customervalue,whether the market is big enough,and just how big it will be.The idea itselfhas no intrinsic economic value.It acquires economic value only after it has been

21、successfully transformed into a concept with a plan and implemented.You will need to start putting together your team as soon as possible,and findingpartners who can develop your product or service until it is ready for market(or atleast until shortly before).In the case of products,this usually inv

22、olves a functioningprototype.You will most likely have to do without venture capital during this stage.You will still be financing your plan with your own money,help from friends,6perhaps state research subsidies,contributions from foundations or other grants.Investors refer to this as seed money,as

23、 your idea is still a seedling,not yetexposed to the harsh climate of competition.Your objective at this stage is to present your business concept and market whichforms the foundation of your new company so clearly and concisely as to pique theinterest of potential investors in helping you cultivate

24、 your idea further.Stage 2:Business plan preparation.At this stage,it is most important to focus onthe big picture:dont lose sight of the forest for the trees!The business plan itself willhelp you do this as you must consider and weigh the risks involved,prepare for anycontingency,learn to anticipat

25、e a variety of possible situations or scenarios.Youwill need to lay down plans and create a budget for the key activities of the business for development,production,marketing,distribution and finance.Naturally,youwill need to make many decisions,such as which customers or segments will youtarget?Wha

26、t price will you ask for your product or service?What is the best locationfor your business?Will you handle production yourself or outsource it to thirdparties?And so on.In preparing the business plan you will come in contact with many people outsideyour startup team.In addition to investors,you wil

27、l talk to many specialists:attorneys,tax advisors,experienced entrepreneurs,ad experts.The business plancompetition organizers will help you get in touch with just the right people.You willalso have to begin reaching out to your potential customers,i.e.,by means ofconsumer surveys,to make initial as

28、sessments of your market.Always keep in mindthat customer acceptance is an essential prerequisite to the success of your company!Seek out about possible suppliers and perhaps close your first agreements.You willalso want to become aware of who your competitors are.This whole process will not come ch

29、eap.The team must earn a living,you must runa rudimentary operation,and perfect a prototype.Yet at this stage,you should alsobe able to estimate your expenses.Financing will generally still be provided from thesame sources you relied on during stage one,although some investors may bewilling to make

30、the occasional advance.7This stage concludes successfully for you as a new entrepreneur when an investorexpresses a willingness to finance your undertaking.Stage 3:Startup and growth.Now that the conceptual work is largely complete,it istime to start implementing your business plan.Your role now cha

31、nges from that of architect to that of builder.Business successmust now be sought and achieved on the market.The day of reckoning has comewhen you will learn whether your business concept was a good and ultimatelyprofitable one.Investor exit en route to becoming an established company.The pull-out o

32、f yourinitial investors is a completely normal step in the development of a startup,for ifeverything has gone well,your risky venture will have gradually become a stableenterprise(see exhibit 3).In the course of its short life,you have created a number ofjobs,and wooed many customers with your innov

33、ative solution to their problem.Your commitment is paying off as the value of your business increases.A profitable exit has been the objective for the venture capitalist from the outset.Capital recovery can happen in very different ways.Normally,the business is soldto a competitor,supplier,or custom

34、er,for instance,or it is listed on the stockexchange(the initial public offering or IPO).It is also possible for investors whowant out to be paid off by the other partners.82.The Business IdeaThere is nothing in the world as powerful as anidea whose time has come.Victor HugoThe above statement undou

35、btedly applies to ideas for starting a new business.Buthow do you come up with such an idea?And how can you know if the idea for thebusiness will have a promising future?Studies show that the lions share of original and successful business ideas weregenerated by people who had already had several ye

36、ars of relevant experience.Gordon Moore and Robert Noyce,for example,had a number of years behind themat Fairchild Semiconductors before teaming up with Andy Grove to form Intel.Butthere are also examples of revolutionary ideas brought to life by mere novices,asSteve Jobs and Steve Wozniak demonstra

37、ted when they dropped out of university tostart Apple.2.1 Development of a business ideaIn economic terms,a spark of genius is worthless,no matter how brilliant it may be.For an idea to grow into a mature business concept,it must be developed andrefined,usually by many different people.The initial i

38、dea must first pass a quick plausibility check.Before you follow up on anidea,you should evaluate it in light of its(1)customer value and(2)market chancesand its(3)degree of innovation,as well as considering whether it will be both(4)feasible and profitable.Talk your idea over with friends,professor

39、s,experts,and potential customers.The broader the support you find for your idea,the better you will be able todescribe its benefits and market opportunities.You will then be well preparedwhen it comes time to discuss your project with professional investors.Is your idea really novel?Has someone els

40、e already developed it or even appliedto patent it?Will it be possible to develop your idea in a reasonable period of time and with ajustifiable level resources?It takes at least four weeks to develop a business idea.In light of the multiplestages of development,it is improbable and fairly unrealist

41、ic that you will spendfewer than four weeks developing your concept.Generally,a business idea is notworthy of being financed until it is so concrete that it can be launched on the market9in the foreseeable future at reasonable risk.Investors talk of the seed phase of abusiness concept,which usually

42、has to be financed with soft money,i.e.,fromsources that as yet place no hard and fast demands on the success of the idea.The seed phase can take longer,in particular if the idea is ahead of its time.Although the perfect product has been found,it cannot yet be marketed because thedevelopment of comp

43、lementary technologies or systems is still in the works.Oneexample is the Internet.The ideas for marketing products and services came early,but a lack of security in the available payment systems hampered and delayed itscommercial exploitation for some time.2.2 Elements of a promising business ideaA

44、 business idea can be considered promising if it has the following four elements(exhibit 4):1.Clear customer valueThe key to success in the marketplace is satisfied customers,not great products.Customers spend their hard-earned money to meet a need or solve a problem.Thefirst principle for developin

45、g a successful business idea is thus that it clearly showswhich need it will fulfill and how it will do so.Initially,many entrepreneurs have the product and the technical details of designand manufacture in mind when they speak of their solution.Not so the investor the investor first looks at the id

46、ea from the perspective of the market.For investors,customer value takes top priority,and everything else is secondary.Whats thedifference?If innovators say,Our new device can perform 200 operations perminute,or Our new device has 25%fewer parts,they are focusing on the product.10By contrast,saying,

47、Our new device will save the customer a quarter of the timeand therefore 20%of the costs,or Our new solution can boost productivity by upto 25%,adopts the customers point of view.The product is merely a means ofdelivering value to customers.The customer value of a product or service expresses what i

48、s novel or better aboutthe item when compared to competitive offers or alternative solutions.As such,itplays a key role in setting your product apart from others a core issue inmarketing,as we will learn and is essential to the market success of your businessconcept.Try,whenever possible,to also exp

49、ress the customer value in figures if youcan.Marketing theory states that the customer value must be formulated into a uniqueselling proposition or USP.This means two things:first,your business concept mustbe presented in a way that makes sense(selling proposition)to the customer.Manystartups fail b

50、ecause the customer does not understand the advantage of using theproduct or service and thus does not buy it.Second,your product must be unique.Consumers shouldnt choose just any solution that hits the market they shouldchoose yours.You must therefore persuade them that your product offers a greate