business-plan sample
Business-plan英文版商业计划书
文档从网络中收集，已重新整理排版.word版本可编辑.欢迎下载支持.Business planfor the pet marketMiracleNov－２２－２００９E X E C U T I V E S U M M A R YPets sold on the market today is very large, an increasing number of younger age groups like to keep as pets and to their partners. They not only satisfied with a simple feeding, but also regard them as their parents. Because they have this mentality, the other relevant market came into being and pets - pet grooming, health care and so on. At present, there are already many such institutions abroad; many domestic first-line has also been developed cities, a similar organization, but due to technical reasons, and other aspects of a single national comparison of many of these institutionsIn developed city markets,there exists a lackage of all-package organization for all kind of pet services.In second line cities,some service organizations for only one kind of pet still have a large market share,but we need a more effective solution to develop market there.For the consideration,our program is to design the market in Nanning,through the program,we can find a more effective way to learn how the pet service market works and how to explore potential business opportunity.Table of Content1. Introduction2.Current marketing situation3. Swot analysis4. Objectives5. Marketing strategy6. Action programmes7. Budget8.Control9.Conslusion1. Introduction1.1OrganizationHeadquarters: Chairman, General Manager (Finance Department, Investment Department, Marketing Department), deputy general manager (customer service department, advertising department), the department heads, employeesChain stores: store manager, medical groups, beauty group, photography group , public relations group, sales group2.Current marketing situationPet industry is currently on the market, there are many simple pet sale shop; However, regarding the pet of the service agencies in the country only a very small presence in some developed smaller first-tier cities, structure, pet services, a single store, such as on pet care and beauty . It was learned that in foreign countries, many developed countries, on a variety of pet services, agencies have a perfect system, various agencies widespread. Technically we can learn from the introduction, for the increasingly popular "pet of the Wind", the pet services will be urgently needed. One has a perfect, healthy body of the pet service will be the current market needs2.1 The macroenviroment2.1.1 the global status of the pet industryWith the increasing living standards in China, pet gradually become closer and closer companion. Whether it is dogs, cats, birds, or fish or turtles, which housekeeping past nursing homes, small animals for human entertainment, became an important member of the family. In an increasingly competitive social environment, your pet's lovely and lively as is in the tension of modern life, the human sending loneliness, increase the fun and ease the pressure.2.1.2 Analysis of China's pet industryChina has 1.3 billion population, and has farmed since ancient times, a traditional pet, according to conservative estimates, China now there are at least 100 million pets, pet market potential of the economy for at least up to 150 billion yuan,but China's current development level of the pet market not in the true sense, with the world,In the current market environment in China, pet food and supplies to the retail industry is still in the emerging stage. Since 2007, many international and authoritative consumer market research institutions began to pay close attention to China's pet industry. A survey shows that Chinese pet total of 8 years in 1999-2007 increased by nearly 500%, according to incomplete statistics, China's current pet dogs, cats and other types of pets for more than 200 million total in 2015, the the figure will reach 500 million. In 2008, the pet industry's annual output of about 200 billion yuan, an annual growth rate of over 30%, accounting for 60% of the share of the world, this transcript have benefited from China's major pet products industry, a complete industrial chain. 2010, pet industry's annual output value will be 400 billion yuan.International experience shows that when the state 3000-5000 U.S. dollars per capita GDP reached, it will drive the country into the pet market high-speed development period, currently China's eastern coastal areas in some cities per capita GDP has reached the above-mentioned standards; the international pet industry, part of the data shows that pet the economy of the country's total share of GDP has reached 6 percent in the United States, the European average of 3% -4%, Japan has also reached 2%, while in China, the figure was only 0.4%. With China's rapid economic development and people's consumption concept of continuously updated for the pet industry will provide opportunities for high-speed development, and is bound to lead to pet's economic boom.2.1.3 Analysis of the international pet tradePets in the developed countries as an industry have Yierbainian history, formed a breeding, training, supplies, appliances, medical, medicine, trade, industrial chain. Strict laws and regulations, not only in the management of specific responsibilities, the government and pet organizations complement each other, and the pet industry in a systematic and standardized run, forming a part of the national economy.Overseas, the "pet economy" is a huge industry. In 2001, the pet for the creation of the U.S. economy of 276 billion dollars in spending, the U.S. pet insurance industry in each year revenues of up to 40 million; in Sweden, or even 57% of dogowners who purchased their own dog pet insurance; Germany 17% of the annual national income comes from Kennel; in Australia, the pet industry with more than 30000 employees, and create nearly 6% of the gross domestic product ......The international pet market has gradually matured, keeping pets has become the country's economic strength, a sign of social well-developed. Pet of the world economy, promote the rapid development of the rapid development of related industries, and gradually standardized, standardization and internationalization. The number of pets, pet the economy to benefit from rapidly rising year by year. People pampering their pets to promote sales of pet supplies and pet services industry gradually grow, pet economy, pet food sales, pet supplies, pet grooming shops, pet hospitals and other produce rapid succession of new industries grew up, pet market has become increasingly strong. To pet food, for example, North America (mainly the United States) is the largest region of all pet food consumer market, but also hold the majority share of Western Europe, sales of pet food to all other classes the main consumer market is also the consumption of dog food and cat food The second-largest market. In which the United States and Japan in the pet's economic growth is particularly prominent.Many people in the pet dogs who spend their own money than the body gets. This includes pet food, toys, furniture, paid to the dog-walking people, modified dog beauticians, and pet therapists and all other sectors. "Pet craze" flourished, from which derived the "pet economy" are thriving.2.14 The analysis of the domestic macro economic environmentIn the marketing environment in China at present,the pet industries still in the emerging stage.From the year of 2007,many international authority of the consumer marketing research agencies begin to pay close attention to Chinese pet industries.According to a survey,the total of Chinese pets are increase almost 500%,according to incomplete statistics,in our country the number of all kinds of pets over 200 million.To the year of 2015,this number will be reach 500million.In 2008,the GDP of the pets industries is 20 billion yuan,the annual growth rate over 30%,is about the 60% shares in the world’s pet industries.This major benefit from thecomplete chain of pet product industries.Forecast in the year of 2010,the GDP of pet industries will be 40 billion yuan.In nowadays,pet economic is account 0.4% in our GDP.In the pace with our high-speed development of economic and the people’s updated consumption concept,will provide the opportunity of the high-speed development in pet indusries,and these industries are bound to lead a fever of pets economic.2.15 The analysis of the investment in fixed assets historical changes in trackSet up a pet hospital need 400 thousands yuan,but,after open the hospital,must be refinement.If the complete in-depth will need about 600 thousands yuan..Set up a small pet store,need the same funds with the hospital.In the national,the actual growth rate of investment in fixed asset is 8% over the basement in 2008,the consumer base is stable.2.16 The analysis of macro-economic development forecast in 2009The contraction of domestic economic is expected to ease.After Financial Crisis,in our country,the worsen export and the investment slowdown lead to the GDP short-term decline in,enterprise performance still worsen.But the loose monetary policy and expansion policy sharp cut provide the chance of down cushion for economic.In the short term,the stock digestion will be the end,and provide a chance in the future chain to enhance.2.1.7 Department in charge of the pet industry1. Animal epidemic prevention supervision institutions2. Business Management3. Animal Medical institutions2.1.8 Industry Management System1. Registration and approval system2. Dog licensing system3. Immunization and special system of governance2.1.9 Pet industry's major regulatory and industrial policy1.Everyone who is based on profit for the purpose of operating to register the sale of pets, breeding or a foster child should be first to ask the municipality, county (city)competent authority for a license and receive the business licenses according to the law.2. When set up an animal hospital，you should have three or more registered veterinary practitioners and registered veterinary assistant practitioners; when set up animal clinics, you should have two or more registered veterinary practitioners and veterinary assistant practitioners .3. The owner should provide necessary medical care，when the animals were injured or sick. The animal’s medical and surgery should be based on its health or management needs, implemented by a veterinarian.4. The animal’s hospital have responsibility for the lives of pets. In order to ensure the quality,you should not accept private drugs or drugs of unknown.You must get the medicine from the informal drug wholesale market.5. No one can abuse, harass, or hurt others animals for no reason.6. The owner should prevent their animals against others’ life, property, liberty, body or tranquility for no reason.7. When transporting animals，you should pay attention to their food, drinking water, environmental, drainage and security. You should make sure your animal avoid suffering, shocking, or injuring.2.2 The microenviroment2.2.1. Market: Our main senior housing residents, fashionable young man, loneliness, main links have pet market, care, hairdressing cleaning, etc.2.2.2. Customers: Investigation shows, 60% of pet owners have been or are going to their pets makeover, such as "the beauty care, fur." While 28% of pet owners say no, if the good effect can try, Only 15 percent of insufficient opposed pets.. The brand image, product and service quality, the marketing environment factors may affect the customers to buy.2.2.petitors:Send multiple is our biggest competitor, it is the Chinese professional pet interlinks orgnaization, have practical strong, and the system of the pet shop chain operation management concept. The existing sent more than 160 multiple pet stores in China, is the most pet store pet chain stores. It has manydomestic and international famous brands, the national agency for a million responsible for product priced straight, below the market price of 5-20, let every franchisees can be more competitive advantage, and with more than for each big supply of the manufacturer signed promotional activities.3.Swot analysis4. Objectives4.1 Objectivesfirst,we will open XingLong pet service station to serve the pet dogs and cats of the residents living in high-class apartment in Nanning,then,after we improving skills and accumulating capital gradually,we'll be able to provide the corresponding serviceto other kinds of pet.We'll open XingLong pet happy station and use the experience of the spot to promote the work in the entire area.after the pattern being mature,we will extend this pattern to A-level cities like GuangZhou and ShenZhen etc.5. Marketing strategy5.1 Mission statementMission statement:committed to service of pets’cleaning ,nursing,beauty and so on.Protect the pets and the masters’healthy.5.2 Target marketpets of residents in the high-class apartment,of fashion pioneers and of the senior who are lonely.5.3 Positioningpet service,including Cleansing Care and Beauty etc. Our store is equipped with specialist dog training ground, Pet usage swimming pool, beauty salon and curing room. Especially, will cater a great staying to you love pet.5.4 Product and service(1) cleaning(2) Nursing(3) Beauty(4)marriage and mating(5) Jewelry Decoration(6) Toys(7) Photo Video(8) sale of small pets(9) Black Service: Pet Funeral train services ( funeral, specimens, cemetery, etc.)Photos of various pet shops, interior walls as a background, the entire store is designed to light-colored series mainly reflects the warm feeling of home. Each group has its own services in line with the studio, all the studio reflects the characteristics of simple and clear. Environment should be to choose a more quiet location.5.5 Pricing strategiesWe will make comprehensive use of cost-oriented and target profit law,1. Because our product positioning is high level urban white-collar crowd, so our pricing strategies with the target groups will be spending power, and some characteristics at the high level of services and products.2. Some common services and products that take full account of product market competition in the market situation and trend in specific marketing strategies, to develop a long-term price system. We will use cost-oriented method to set prices, and sometimes even at lower than the market average price, and strive to be able to get in the market, some market share.5.6 Distribution1. Only a level middlemen，Yiwu wholesale market。
Business Plan Example
ContentsSECTION 1 Executive Summary (2)1.1 Business Concept, Opportunity and Strategy (2)1.2 Target Markets & Projections (3)1.3 Competitive Advantages (3)1.4 The Offering (3)SECTION 2 The Industry and the Company and its Services (3)2.1 The Industry (3)2.2 The Product/Service (4)2.3 Entry and growth strategy (4)SECTION 3 Market research and Analysis (5)3.1 Customers (5)3.2 Market Size and Trends (5)3.3 Competition and competitive edges (6)3.4 Estimated Market share and sales (6)3.5 Ongoing Market Evaluation (7)SECTION 4 The marketing Plan (7)4.1 Overall Marketing Strategy (7)4.2 Pricing (8)4.3 Sales tactics (8)4.4 Service and Warranty Policies (8)4.5 Advertising and promotion (9)SECTION 5 Design and Development Plan (9)5.1 Development status and tasks (9)5.2 Difficulties and risks (10)5.3 Product improvement and new products (10)5.4 Costs (11)SECTION 6 Manufacturing AND Operations Plan (11)6.1 Operating cycle (11)6.2 Geographical location (11)6.3 Facilities and improvements (12)6.4 Strategy and plans (12)SECTION 7 Management Team: (13)7.1 Roles and Responsibilities (13)7.2 Chief Executive Officer (CEO) - Andrea (13)7.3 Finance Manager - Chris (13)7.4 Marketing Manager - Cindy: (14)7.5 Human Resource (HR) Manager - Amber: (14)7.6 Information Technology (IT) Manager - Steven (14)7.7 Remuneration, Sustainability & Impact (15)SECTION 8 FINANCIAL PLAN (16)8.1 Actual Income Statements and Balance Sheets (18)8.2 Pro Forma Income Statements (19)8.3 Pro Forma Income Statements (Continues) (20)8.4 Pro Forma Balance Sheets (20)8.5 Pro Forma Cash Flow Analysis (22)8.6 Break-Even Chart and Calculation (23)8.7 Cost Control (23)8.7 Highlights (23)SECTION 9 PROPOSED COMPANY OFFERING (23)9.1 Desired Financing (24)9.2 Offering (24)9.3 Use of Funds (24)9.4 Investor‟s Return (24)SECTION 1 Executive SummaryVision: Styler‟s vision is to serve and help our clients by having an innovative and stable company, which will expand progressively with the help of ourcustomers. Mission:Help our clients to overcome everyday hairstyles problems. Values:∙Passion: we are engaged in everything we do.∙Teamwork: add up efforts and multiply our outcomes.∙Trust: develop it in each part of our company.1.1 Business Concept, Opportunity and StrategyWe are designing a new service, with the intention to revolutionize the hairstyle and the hairdressing industry in general. The proposed business can be divided into a product and service.We want to provide the connection between the customer and the best hairdressers. This will constitute the service part. On the other hand, the service will require a platform where to perform the linking between the customer and the hair salons, reason why we are creating a website, where the customers can log into, in order to obtain the service.How does it worksOnce the customer log into the website, he/she has to either take his/her face picture or upload one. Once done that, the website will suggest the hairstyles that are best suitable for the client, depending on its features and preferences, which the customer would be able to choose, such as hair color, size, and others.After that, the website will direct the customer to the hair salon where he/she could obtain the service with the best hairdresser for that specific style.As part of our website service, the customers will also have access to a forum, where they can ask questions and get advice from us. These advice will be based on professional hairdressers.What makes our product/ service uniqueAs our research has outlined, many people have problems when the time for a new haircut comes, especially women. A solution to this problem could be difficult to find and even frustrating for people. It is not only difficult to find the right haircut, but also the right hairdresser to do the job. That‟s when Styler comes into action. We want to help the people overcome that problem, by providing them our service and making them our clients. This will change how people chose their own style.Although we can find on the internet webpages, such as “Marie Claire” Magazine#, which offer people to upload their pictures and see which haircut best suits according to their features, they do not provide the linkage between the client and the hair salons in order to obtain the haircut. That we see as an opportunity for our business.Making the business profitableAs described before, our final customers will be people who need a haircut and/or a change of hairstyle. Since our intention is to provide a free service to them, we are going to obtain the profits from the hair salons that are willing to promote and attract the clients to their businesses throughout our website.In order to make our service accessible, we are going to look for the most suitable hair salons and offer them our product. They will be given a username and password in order to access our website and edit their profiles.On the other hand, they will be subject to a 3-month free trial. By that way, they will be gaining their first clients, clients that they would not like to lose afterwards. For that reason, after the 3-month free trial, they would be charged $50 in order to continue on having access to their profiles and keep on gathering more clients.1.2 Target Markets & ProjectionsOur target market will be principally females in the range of 16 to 35 years old. Although we will focus on the women, we will also have special features for men in order to develop that sector also.We have chosen to have as our target market women in between that age range because they are the most susceptibles to have the problem described previously, which we are trying to solve by offering them our service.We have decided to initially enter into the New South Wales (NSW) market, focusing primarily on Greater Sydney, due to its promising market. NSW holds a total population of 7.21 million, as estimated by the Australian Bureau of Statistics (ABS) by June 2011#. Apart from that, according to the ABS, in its latest report of June 2011, shows that the range of age with a highest percentage is between 20 to 35 years old, for Greater Sydney, for both females and males.1.3 Competitive AdvantagesAs our product and service will be the first in the market, we would enjoy the “first movers” advantage, being able to obtain a large market share. On the other hand, the lead times are shortened because we have as a main tool the internet, which accelerates up the process of delivering the service. According to the ABS#, by the end of the year 2011, 3/4 of the Australian households had access to broadband, adding up to 6.2 million of households with internet access.1.4 The OfferingOur first direct investors are going to be the hair salons. These are the ones that are going to pay for the subscription after the first 3 month free trial. We will rely on their income for the first 4 years as the business develops. After that, as our business goes on being successful, we will be open to different investors, giving up until 49% of our shares. We will remain with the 51% of the remaining shares, in order to exercise control and make decisions on our business.SECTION 2 The Industry and the Company and its Services2.1 The IndustryAccording to a report made by Service Skills Australia, a non- for- profit organization funded by the Australian Government, the vast majority of the hair salons are owner operated, employing less than 20 people by year 2007. Nevertheless, there is alsopresence of chains and franchise s. As the study states, the “Hairdressing and beauty industry is highly competitive”, having the hair salons fighting for their clients.With respect to the location of the hairdressing and beauty salons, according to ABS, between 2003 and 2007, 36% of them were located in New South Wales, followed by Victoria and Queensland, with 23% and 20% respectively.On the other hand, nowadays there has been a shift in the amount of service required, due to the change in the industry perception. It is now perceived as a basic service, rather than a wealthy one. This means that people are now giving more priority to their appearance than before, which would be beneficial to the hairdressing industry.The outlined factors are equally important for our business due to the fact that we are going to provide the service of “connection” between the consumer and the hair salons.2.2 The Product/ServiceHaircutAs explained before, we are offering our customers the facility of matching their features and preferences with the best suitable haircut they can have. This is going to be done by having a wide variety of online haircuts database, where our clients will have to pick from.New stylesOur database will have many different styles for different preferences. We will have a large database due to the large number of hair salons we are going to connect.Dye hairThe website will also have the option to change the hair colour and tones, to see which suit best for the client.TrendsThe website will also update regularly with the latest trends, comments and recommendations from the hairdressers.Questions & answersEnquiries made by our clients will be answered on a regular basis. Also other customers will be able to comment on other‟s comments.Location and pricesAs mentioned in the beginning of the business plan, our service will not only provide the best options for our clients, but along with that, it will also provide the best options to where to get those styles from. This means that once the website helps the client to obtain their desired hairstyle, color or others, it will show the best hair salon where to get it, including the prices.2.3 Entry and growth strategySince our product is innovative, we can state that we have already a competitive advantage. On the other hand, we also have on our side the fact that time is not a restriction due to the need of usage of internet in order to obtain the service.As our business develops basically using the internet, this would be our main channel of distribution. As we are reaching directly to the final consumer, we can state that we use direct distribution model.With regard to our intent of attracting our market, we are planning to make our product and service to be well known by advertisements such as giving the hair salons flyers to hand out to their clients, using online resources like Facebook and twitter, and others.On the other hand, during the first 5 years, we intend to maintain in the NSW area. After that, our growing plans are going to be both regarding the area that our business is going to cover, and at the same time, the products that our website offers. It will depend on the client‟s preferences and new demands.SECTION 3Market research and Analysis3.1 CustomersPrimary Target User: Female from 15-40 year oldChoosing a hairstyle is sometimes a difficult task for women, of any age. Female age could be defined as the age group between 15-40 years old. This group has continuous changing hairstyle. Women after 40 might not be as daring as women in their teens and 20s, their options for short, medium and long hairstyle will be limited comparatively.Secondary Target User: Male 15-30 year oldMale customers also have the requirements to keep a good appearance to enhance their personal image. Men‟s hairstyle change are not like female‟s preference, the interest on change fancy hairstyle will be deducted, instead of having preference on the fixed style and fixed salon shop. Therefore, a focus on 15-30 year old male group will be our secondary target customer.Our customer:all the hairdressers or salon located in NSW and later spreading to whole Australia.3.2 Market Size and TrendsThere is a great potential of market development, as we have mentioned in the above business plan that there is a great amount population (our target age group has occupied the highest portion of total 8 million populations in NSW). Furthermore, those age groups are the main stream of internet and smartphone uses. Under the social media era, it makes possible for all the fashion style and element toimmediately widely spread and quickly generate a fashion trend. It is quite common that to find a picture of the style you have in mind when considering changing your style and bring the picture to the hairdresser. That is the existing trend of hair style business and our business idea will step first into making connection of the fashion trend and customer application immediately.3.3 Competition and competitive edgesCompetition:∙From fashion magazine and websites or other media outlets which offered the newest fashion trend of hairstyle similar information to wide range of customer;∙Hairdressers own developed platform of style information release, eg their own online link, or membership grogram sets etc.Competitive edges ：∙…Styler s‟ is a personal hairstyle application web, the variety of selection will largely satisfy our customers‟ personal need. In addition, the recommendation will also add value to our customer.∙Quick online search and easy use will save lots of time, which will be preferred by most of young people or adults.3.4 Estimated Market share and salesSince …S tylers‟ is the first business idea of developing hairstyle into personal application, it has potential to gain a high market share in the coming state. We have divided our target customer into five stages of adopting our new product. This will go according to the diffusion of innovation and adoption process. Most populations show the following pattern in the adoption of new consumer products: innovators (2 percent of population), early adopters (14 percent), early majority (34 percent), later majority(34 percent) and laggards (16 percent). Taking consideration of the fast transferring ability of social media and internet, the estimated market share will be the first 3 groups (around 50% of target market share).3.5 Ongoing Market EvaluationAn ongoing market evaluation will be conducted afterwards through detailed marketing investigation and research, to test whether the provided products are satisfied by the target customer and whether the service of products has bring its value to customer. More importantly we are doing this to check whether the market share is growing as well as expected.SECTION 4Themarketing Plan4.1 Overall Marketing StrategyThe key elements of our web business are the product and service. Whether it is attractive and useful to our target audience is crucial. Our overall marketing strategy will be mainly focus on the following aspects.∙Focus on user experience and interaction: with the growing use of technologies, customers and users have more and more options of online information search and according customers have become more tech-savy, too.Putting focus on user experience, such as taking their preference into consideration on the interface settings and making it easy to access and use will be the prerequisite of our market growth.∙Great amount of users will be the key: The more users we have the greater power to influence the customers to buy our products, like Facebook. Its significant success all come from the support of great amount users over the world. In order to increase the number of users of our web product, a variety of media and social media will be selected for promotion and advertising.∙Product and service update is essential. Under current fast changed business climate, new and alternative substitutions will be surfaced quickly. It is important for us to always stepping first on operation and product updating and adjustment. For example, always to publish and offer the new fashion trend of hairstyle which may be appeared in a new popular movie or from a TV show on our website in a quick time.∙Quickly capture customer and target audience…sattention: awareness is important for new market share growth. We intend to quickly grasp the market before new substitution product comes out.4.2 Pricing∙Free to all users∙$50 per month to hairdressers4.3 Sales tacticsThough our real customer are those hairdressers, but taking consideration of our business model, at the beginning, the focus will be on capture user‟ attention and get them to use our product. The key tactics is how to increase the popularity of our product to targeted end users and finally make profit from those great amounts of users accordingly.∙Have a super clear call to actionMost companies try to jam all of their content into one screen because they‟ve heard that you have only seven seconds to capture attention. Not seven seconds to confuse, in our understanding, a super clear call to action will effectively attract our user to try our product in a quick time. Eg. We will provide attractive pictures or solutions of hairstyle change on the front page of the website searching.∙TestimonialsUse social media to give a recommendation there. It is verifiable and believable. Eg Use Facebook and build out a fan page.∙Advertising Through Social Media –Facebook/YouTube/Twitter etc Social media has been recognized as an influential marketing means plays important role on a variety of marketing application especially in advertising.The fast information transferring ability will be helpful in developing our brand and product‟s awarene ss.4.4 Service and Warranty Policies∙Provide real, applicable information∙Quick connection with the new fashion trend, keep updating regularly and quickly∙Maintain of the website at a good condition, in particular, the speed of uploading a picture could not be no more than 5 seconds, the picture format should be compatible with each format when users uploading their own facepicture online; the internal search function should be efficient in match with different requirements;∙Maintain the actuate information and location about the linked hairdressers to our product users4.5 Advertising and promotion∙Introduction and promotion via Social media: use Facebook/Chinese Weibo/Twitter/popular forums to promote our website product introduction for our target users and customer.∙Promotion flyers: Choose several demonstrated big shopping center to deliver our promotion flyers. In addition, University will also be a good place for promotion as young university students are more likely to try those online new web and smartphone application products.∙Advertising Cooperation with hairdressers, we help the hairdressers to attract more customers, and they help us promoting the awareness of our web.∙Online video/YouTube Video creates a stickiness factor you can‟t get with almost any other web tool. People prefer to watch and learn. Since YouTube is the second largest search engine, we will create an online video todemonstrate how to use our website applications effectively.∙Authority Voice promotion:We are also considering to invite some fashion people such as popular Hair stylist to share their secrets on how to choose and design a good hairstyle for you( target user) on our website.SECTION 5 Design and Development Plan5.1 Development status and tasksIn Australia, Stylers are the first website which can provide several services to the end users to easily find most favorite hairstyle and a professor hairdresser. At the first stage, end users are only able to search different hairstyle picture, location and price on our website. Once you choose your desired hairstyle, it will direct you to the hair salon where you could obtain the service with the best hairdresser for that specific style.The more useful functions will be upgrade when we have sufficient suppliers (the large number of hair salon). Customers could chat with hairdressers on the website and get information from them; they also can make comments for the service on the website, and other people could choose prefer hair salon depend on the comments. Another function we will add is “automatic define your hairstyle”, customer can upload their photo, the system will automatic pick several different hairstyle which is most suitable for them. Customer could then choose one they like the most.For our website, the most attractive thing is the amount of information. Therefore, increase the amount of information is the most important task we need to improve. In the beginning, our team will add the information by our self through doing research or survey. In the later stage, we will add chatting room or comments function, in this way, customer could suggest the hair salon by themselves, and the information willincrease sharply. Second is customer trial experience, our website will be built very clearly and easy to use. We are encouraging end user and the owners of hair salon improve our website, they can add the information to improve the web database. On the other hand, the website could as a bridge connect the customer and hair salon, customer can contact with hairdressers any time if both of them are available. In this way, customers are willing to spend more time on their hairstyle and hair salon could earn more profit.The first step should be cost about 3 month to make our website have enough information before it operation.Second step should be take 1-2 years to make the website more formal, when the network traffic is increase, we are predict that there are over 10,000 person search hair information on our website per day after 2 years.5.2 Difficulties and risksFor our website, the biggest risk is the loss of popularity, the amount of network traffic has directly effect on the data information and updates, and ultimately decide the influence of the site. As hair salon accreditation agencies, our website also faces test of authoritative evaluation results. In order to maintain our website with a high level quality, keep the review data accurate and true, with a reference value, rather than recruit people to scrawl reviews. On the other hand, we need to build a system to filter the data, which is from real users and which is fake one.Another risk is competitors, because we are the new product in the market. For the big company such as Groupon, if they add this function in their website, loyalty people may choose to use their website. Good news is Groupon are still haven‟t touch this area, they only provide the product information without comments and chats with the suppliers.To defend these two big risks, we are planning to spend money to recruit IT people, improve our website more professional and hard to imitate. Also need to keep check the comments and data, we need to do everything to satisfy what customer desired. 5.3 Product improvement and new productsThe Internet is going to Web 2.0 generation which is more focus on social activity on internet. Therefore, we will pay more attention to improve our social part; Stylers provide a virtual social networking platform for the user, and allocate different subject into different tribal, user can join prefer tribal and communicate by way of posting or comments. On the other hand, we are planning to connect our website with Facebook, Twitter, and some other social platform; people can easily use their Facebook account log in to our website and share with other.At the first stage, our service only provide on website. After that, the ongoing development will be conducted; the application on smartphone is first alternative tool. We are planning to transfer our website information and function into app and people can easily use it on their smartphone (Both iPhone and android).Comprehensive community-based enhancement of public comme nt network user‟s viscous, and increase the user online time. Many factors to measure the value of a site, user‟s average online time usually be consider. Before community-based, Stylers as an information platform for users and the staying online time is shorter, they oftenexit the website when find a satisfy answer. The situation can be comprehensive improved when upgrade community part.5.4 CostsBuilt and maintain website:$15000 Marketing budget:$2500Recruit team to maintain the website: $4500 per monthApplication on smartphone: $50005.5 Proprietary issuesAs mention before, the accurate information is most important thing for our website. However, it is very easy to copy the information by other website. Therefore, protect the information is very significant.Example: Apple got rid of "plagiarism", on apple store, to prevent the “rubbish app”, apple clear the app, which is copy other‟s idea.SECTION 6 Manufacturing AND Operations Plan6.1 Operating cycleFirst step: establish that review hairstyle as Stylers main theme, this directly related to the future expansion direction.Second step: build public participation website architecture and an independent image, which lay the foundation for low-cost operation of the site. Encourage public participation and use comments as the main source of information to the user. To maintain independence, Stylers does not publish any text or image ads; non hair salon own account or boast, once discovered, seal ID; and advocate user make comments in true post-consumer refused to imagine reviews.Third step: promotion, increasing popularity and attract more users make comment to get constantly enrich information. Experience has shown that for the interactive site, only 20% of users prefer and desire to make comments, and the remaining 80% of users are only for trial, but the quality and quantity of 20% of the user reviews affect 80% of the users use experiences. Therefore, cultivating 20% of the core user is essential.Fourth step: Fabric User Reviews, relying on word-of-mouth power by changing the mode of consumption and marketing, to cultivate the ability and affect consumers; and improve the competition for the good reputation hair salon. Large number of loyalty core user which have great beneficial to the build invisible barriers for competition to formed the core competitiveness.Fifth step: make profit from both upstream and downstream. On one hand, Stylers will aggregate and filter the information to become a constantly database, which could affect consumer behavior. Therefore more hair salon would like to join to our website. On the other hand, Stylers can imitate “Michelin Restaurant Guide”, publish fashion hairstyle guide regularly in paper or electronic form. At the same time, Stylers can release the report, which analyses the overall hairstyle trend, thereby greatly enhancing the influence of the evaluation.6.2 Geographical locationStylers are planning to occupy NSW from the beginning, and then expand to all Australia. As analysis in the beginning of this business plan, NSW large number of population and the percentage of access internet is very high. Sydney is most fashionand modern in Australia. All of above condition provide opportunity to access this market.There is high reputation in NSW universities, making it easier to recruit staff with a high level of education. For a long-term perspective, high tech background person is very important for Stylers.6.3 Facilities and improvementsWe are planning to use 6 months to make Stylers have some fundamental information, and then we operate the website to customer. Workplaces with 5 computers are required to start the business at the beginning stage.6 months later, we may recruit IT person help us improve and maintain website, then need to buy more equipment.After 2-3 years, when the business is on track, we planning to expand to other city like Perth and Melbourne, then we need to find suitable place and personnel. We also need to improve the facility and equipment again, like computers.6.4 Strategy and plansAdvantage:1. Website technology is more mature, high operating efficiency, regardless of speed or features and function are strong;2. Web2.0 technology decrease operating costs (very important to content, marketing);3. Stylers as a third-party platform connect the hair salon and consumers. Start earlier than others, which could become the leader in the field of site4. User scale growth depends on the reputation, clarity of purpose and strong stickiness.Disadvantages:1. Did not establish an effective, continuous, guaranteed profit model;2. The features are limited, most kinds of data analysis, user interaction features weak;3. Cannot handle booking business, there is no effective means of achieving the merchants and user interaction;4. Lower cost mode this is easy to imitate;5. No market maintenance, poor accuracy of business informationThrough analysis the dis/advantages, the solutions we come up with are:1. Community management mechanism, rules;2. Humane design;3. Clear site structure optimization;4. A variety of information access;Profit Strategy: For the future business strategy, we have come up with several methods to increase profit. First: added value of the content, including book publishing, SMS query, and GPS direction; second: hair salon, website and end user reach a win-win-winFor the traditional website profit model, ads and pop-up ads are the major way to earn money; however, we decide get advertisement away from our website, because we want to emphasis on the user experience. The measurement to judge a website indicate: how much user, how much content (quality and quantity), branding. Therefore, at the beginning, what we need to focus is built a good foundation rather than make money.。
Business Plan Template1
BUSINESS PLAN SAMPLE 1What is a Business Plan?You do not have to use the fill-in-the-blanks format; you are free to use any format you wish. However, be sure that your plan covers the areas outlined in this package.Table of ContentsSection 1 - Executive Summary 2 Section 2 - Vision 3 Business BackgroundYour Products or ServicesYour CustomersThe IndustryThe CompetitionThe Marketing PlanThe Management TeamBusiness StructureOperating PlanNot-So Minor DetailsSection 3 - Financial Projections 19 Start-Up Costs & Capital (Fund Use & Source)Personal RequirementsSales ProjectionsProjected Cash FlowSection 4 - Conclusions & Summary 31 Section 5 - Business Financing 32 Section 6 - Supporting Documentation 33 Section 7 - Arranging Financing 34SECTION 1Executive SummaryAlthough this is the first page of the Business Plan it is the last page to be completed.It should not exceed 2 pages. It should include: a paragraph that describes your business or business idea; the highlights of the business plan, including a short summary of the financial projections; and a summary of how it is to be financed.CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)SECTION 2Your VisionThis section is a description of your business. It covers areas such as the products you are selling your customers, how you will make your customers want to buy from you, who your competition is, etc. This is where you explain your plans for today, and areas of expansion for tomorrow.BUSINESS BACKGROUNDPlease explain where the idea for this business came from, and why you have decided to pursue it. If this is an existing business, write a short history of your business.CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)Your Products or ServicesYour Products or ServicesCLICK THE BOXES BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE) Product #1Product #2Product #3Product #4Your CustomersYour Market AreaWhere do your customers live? Are you appealing to people in your community? Focus on your main market areas.CLICK THE BOXES BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE) The IndustryCLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)The CompetitionCLICK THE BOXES BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)What are the weaknesses of your business and your products, compared with your competitors? How will you overcome the weaknesses of your business and your products? What are your plans to improve your weak areas? This is a crucial area, and one that should be looked at very closely. It may be linked to your marketing plan, it may involve changes in your product or service, or it may involve changes to how you are operating your business.The Marketing PlanHow will you tell your customers about your products and convince them to buy from you? Marketing is more than just advertising. It also includes pricing strategies, and how your product or service will be distributed to the ultimate consumer.Promotion StrategyYour promotion strategy is where you promote your products and your firm, trying to create a perception of value among your customers. This could include areas such as customer service, discounts, special sales, charities/causes your business may support, and advertising.Keep in mind the timing of your promotions. (An advertising and promotion checklist follows on the next page.) What are the messages you will be sending to your customers? What are you trying to accomplish? Are you creating awareness of your business, are you trying to create an image for your product or service, or are you trying to create sales? What are the costs? Include the strategies you will use (selling methods, the advertising planned, discounts, coupons, etc.)? Include any print advertisements and flyers that are already made up in an appendix.Advertising & Promotion ChecklistPriceHow do you determine your prices? How do your prices compare with those of your competitors?Location & DistributionLocation can be a vital part of your success. It can be crucial for retail sales and consumer services, along with some business-oriented services. Location is not crucial for all firms – a wide range of firms are run from home. Where location is less critical, how the product orservice is delivered or distributed to customers often plays a more important role. DistributionThe Management TeamOutline the roles your management team will play in your business. Discuss their skills and experience in the following areas (remember to include key individuals like your accountant even though they may not be employees or management in the strictest sense):Business StructureBusiness StructureStatusType of BusinessManufacturing Retail ServiceOperating PlanFacility and Equipment RequiredDelivery of Products / SuppliesStaffing RequirementsTechnological Innovations in Your FieldAre you in a field where technology is rapidly changing? If so, what are the changes, and how can they affect you? If your products or equipment can become outdated quickly, you need tobe aware of this and make plans accordingly.Age of Your EquipmentIf you need equipment to make your goods or to provide your service, how old is it? Is it reliable? If it broke down, could it be repaired or replaced quickly? Could changing technology turn your equipment obsolete? Does it look like new regulations might force you to change your equipment, or give advantages to competitors with different machinery? Can your equipment adjust to meet these changes?Not So Minor DetailsLicenses and PermitsName Search/Registration– Unless your business is a sole proprietorship operating under your own name you must register the business name. Have you done a name search & registeredAdministrationSECTION 3Your Financial NeedsStart-up Costs & Capital (Fund Use and Source)Use of FundsSource of FundsStart-Up Costs (Use and Source of Funds)Total Source of Funds:Less Total Use of Funds:Starting Cash Balance for Month 1: (Can not be negative) Personal RequirementsOwner’s DrawingsSales Projections Sales AssumptionsUnit Sales Projections by Product and MonthSales Dollars projected by Product and MonthProjected Cash Inflows By MonthExpense AssumptionsMaterial Cost:Labour: (How many employees, what are the wage rates and contract terms): Administrative & Financial Expenses: (Does your interest reflect the proposed debt? Do your bank charges and accounting fees reflect expectations?):Other:month. In month one it is cash left from the business in the preceding month (provide a forecast in the appendices) in the case of an existing business.SECTION 4Conclusions and SummaryInclude the following points in your discussion: the approach in starting the new organization, the capital required and any safety factors used, what levels of profit are expected and what is the time schedule for starting this operation. If you have any general comments, add them into this section too.SECTION 5Business FinancingWhat are you and your partners or shareholders contributing to this venture in cash?How much money do you wish to borrow?Please make an itemized list of what the money to be borrowed is to be used for.SECTION 6Supporting DocumentationThe following provides a list of the supporting documentation that is required (as applicable) to support your Business Plan and/or your request for funding: ∙Resumes of key people∙Data supporting ability to meet sales goals∙Price schedule for product line or service∙Market survey data∙Drawings∙Agreements∙Articles/publicity/previous advertisements∙Letters of Support∙Letters of Intent∙Past financial statements (if available)∙Journeyman tickets or other certificates of importance∙ A copy of your loan proposal∙Offers to purchase∙Quotes∙Tax assessments and/or appraisals for property∙Any other items of importance to your businessSECTION 7Arranging Financing。
商业计划书Business-Plan
商业计划书（Business Plan）什么是商业计划书商业计划书，英文名称为Business Plan，是公司、企业或项目单位为了达到招商融资和其它发展目标，在经过前期对项目科学地调研、分析、搜集与整理有关资料的基础上，根据一定的格式和内容的具体要求而编辑整理的一个向投资者全面展示公司和项目目前状况、未来发展潜力的书面材料。
商业计划书是以书面的形式全面描述企业所从事的业务。
它详尽地介绍了一个公司的产品服务、生产工艺、市场和客户、营销策略、人力资源、组织架构、对基础设施和供给的需求、融资需求，以及资源和资金的利用。
编写商业计划书的直接目的是为了寻找战略合作伙伴或者风险投资资金，其内容应珍视科学的反应项目的投资价值。
一般而言，项目规模越庞大，商业计划书的篇幅也就越长；如果企业的业务单一，则可简洁一些。
一份好的商业计划书的特点是：关注产品、敢于竞争、充分市场调研，有力资料说明、表明行动的方针、展示优秀团队、良好的财务预计、出色的计划概要等几点。
在申请融资时，商业计划书是至关重要的一环，无论申请对象是风险投资机构或其他任何投资或信贷来源。
因此，商业计划书应该做到内容完整、意愿真诚、基于事实、结构清晰、通俗易懂。
商业计划书的内容商业计划书应能反映经营者对项目的认识及取得成功的把握，它应突出经营者的核心竞争力；最低限度反映经营者如何创造自己的竞争优势，如何在市场中脱颖而出，如何争取较大的市场份额，如何发展和扩张。
种种“如何”是构成商业计划书的说服力。
若只有远景目标、期望而忽略“如何”，则商业计划书便成为“宣传口号”而已。
商业计划书包含的范围很广，但一般离不开以下题目：经营者的理念、市场、客户、比较优势、管理团队、财务预测、风险因素等等。
对市场的分析应由大入小，从宏观到微观，以数据为基础，深刻的描述公司/ 项目在市场中将争取的定位。
对比较优势，应在非常清楚本身强弱情况及竞争对手的战略而作分析。
至于管理团队，应从各人的背景及经验分析其对公司/ 项目中不同岗位的作用。
business-plan-商业策划书英文
High partyI.Introduction:Name: Heaven of CarnivalLocation: Hong KongMission statement:●to provide plans to all kinds of parties, such as wedding,birthday, proposal & marriage ceremony, graduation,Annual Dinner and other festivals●to design personalized ideas and services for people inneedPurpose:For amusementTo prepare devices or services for customers to organize a partyTo enlarge peopl e's social circleTo introduce or promote a companyII. Market analysis●Party is a kind of western way of socializing; it meanspeople gathering for entertainment and celebration. The most common parties such as birthday party, celebrity party, football party, Christmas party, the Frat Party,house party, or dorm room party and so on. With theincreasing growth of Chinese social activities, all kinds of parties are beginning to across the nation.●On the other hand, as the increase of people's pressurefrom school or working, more and more people need time and place to relax and make friends.●Based on this condition, people who are good atorganizing a party has been active, and become aprofessional party planner.III. Our service offered:Activities●KTV●amusement park●Self-help kitchen●Table games（Chess & Cards）Foods●drinks/beverage/coffee●dinners: seafood/meats/soup/bread●fruits/salad●Sweet snacks●BarbecueD evices●guests' show●video camera/microphone/stereo/lamplight●red-carpet show●Instrumental Performance●invitation letterSpecial things●flowers/birthday cakes●rings●other surprisesIV.Co-workers & competitorsCooperation●Having cooperation with tourism●Working With the Media●Cleaning companies●shopping mall●beauty salonCompetition●We might compete with local travel agency or bars.V. Staff requirementsProfessional Background:❖Having advertising and public Relations Company work experience, or had the film and television creativeexperience, familiar with the requirements of Partyplanning and patterns.Characters:❖cheerful, tolerant, humorous❖Having the ability of organization, coordination andmacro control for rand om strain.Fashion hunter:❖a basic und erstanding of a certain artistic accomplishment and the western culture❖a keen fashion antennabe able to capture the city of fashion information, and wrap it as a Party's leading role or theme.Wid espread circle❖Communication is widespread, and keeps a goodrelationship with fashion circle, film circl e, art circle andmedia circle.Knowledgeable:❖Working carefully, master the knowledge of many sided, best can speak many languages, familiar with all kinds ofmannersFamiliar with procedures:❖To know all kinds of procedures for the annual inspection,and familiar with all kinds of fiel ds, and this is thenecessary condition to guarantee Party smoothly. pany strategy●B to C----Business to Customers●B to B-----Business to BusinessBusiness-to-consumer: two schemes1. To help customers planning perform activities:Customers can go to our website, which have all kinds of schemes can mix and match. We can even directly express what you want to party, if the customer be frightened by this troubl e, we also have set some schemes, such as birthday party, wedding party, business party, etc., if the customer satisfaction, can be directly choose this solution.2. Host sponsor theme parties. Customers can participate, and there is no limit to the admission candidate.When a customer wants to take part in this PARTY, can sign up on the Internet, fill in your personal information, there will be someone to contact the customer to confirm information, also can go to the agreed time to PARTY. After the customer can choose to sign up directly with the e-currency payment entrance fee, also can choose to pay againB to B-----Business to Business◆We will be geared to the needs of enterprises and groups, thiswill test our ability. staff association, company annual meetingand the association of certain groups of activities will be our main business .Also have another brand sponsorship, as some well-known brand, and they will be linked to the PARTY, in particular, would hold a special sponsorship we PARTY. This is also another BTOB model.VII. Financial supportsS ervice support: For enterprises and individuals to provid eprofessional entertainment planning services, at the same time, in order to ensure the quality of service and the personalizedneeds of customers, we launched special support to meetcustomer demand, customer satisfactory, the main businessincluding "service spirit" and "props for rent", "scene layout,decoration", "party DJ, MC, Dancer ", and so on!A dvertising revenue:Each big mall, enterprise, websitesand so on all can put an advertisement on our companywebsite, different types of advertising costs are also different,the standard decided by the firm. Of course, we will providepartner with a certain discount.S ponsorship tickets agent: in ad dition to planning PARTY, ourcompany also sell all kinds of stage productions, concerts, tickets for the large-scale performances. Customers can be on ourcompany website or call our reservation, then fill out your real information, we will have staff and customers to verify information and adopt the strategy of Taobao payment in cash on delivery.Brand sponsor: Some well-known brand, will be linked to the PARTY, in particular, would be helpful to hol d a special theme PARTY. This is also another BTOB model and will popularize their brand advantage.。
商业计划书 Sample Business Plan
Sample Business PlanThe following business plans are examples of what a completed business plan might look like. Use the instructions and information included in The Business Plan for Independent Inventor s to fill out your own business plan.Sample Business Plan for American Management Technology (AMT)1.0 Executive SummaryBy focusing on its strengths, its key customers, and the underlying values they need, American Management Technology will increase sales to more than $10 million in three years, while also improving the gross margin on sales and cash management and working capital.This business plan leads the way. It renews our vision and strategic focus: adding value to our target market segments, the small business and high-end home office users, in our local market. It also provides the step-by-step plan for improving our sales, gross margin, and profitability.This plan includes this summary, and chapters on the company, products and services, market focus, action plans and forecasts, management team, and financial plan.1.1 Objectives1. Sales increasing to more than $10 million by the third year.2. Bring gross margin back up to above 25%, and maintain that level.3. Sell $2 million of service, support, and training by 1998.4. Improve inventory turnover to 6 turns next year, 7 in 1996, and 8 in 1997.1.2 MissionAMT is built on the assumption that the management of information technology for business is like legal advice, accounting, graphic arts, and other bodies of knowledge, in that it is not inherently a do-it-yourself prospect. Smart business people who aren't computer hobbyists need to find quality vendors of reliable hardware, software, service, and support. They need to use these quality vendors as they use their other professional service suppliers, as trusted allies.AMT is such a vendor. It serves its clients as a trusted ally, providing them with the loyalty of a business partner and the economics of an outside vendor. We make sure that our clients have what they need to run their businesses as well as possible, with maximum efficiency and reliability.Many of our information applications are mission critical, so we give our clients the assurance that we will be there when they need us.1.3 Keys to Success1. Differentiate from box-pushing, price-oriented businesses by offering and delivering service and support -- and charging for it.2. Increase gross margin to more than 25%.3. Increase our non-hardware sales to 20% of the total sales by the third year.2.0 Company SummaryAMT is a 10-year-old computer reseller with sales of $7 million per year, declining margins, and market pressure. It has a good reputation, excellent people, and a steady position in the local market, but has been having trouble maintaining healthy financials.2.1 Company OwnershipAMT is a privately-held C corporation owned in majority by its founder and president, Ralph Jones. There are six part owners, including four investors and two past employees. The largest of these (in percent of ownership) are Frank Dudley, our attorney, and Paul Karots, our public relations consultant. Neither owns more than 15%, but both are active participants in management decisions.2.2 Company HistoryAMT has been caught in the vise grip of margin squeezes that have affected computer resellers worldwide. Although the chart titled Past Financial Performance shows that we have had healthy growth in sales it also shows declining gross margin and declining profits.The more detailed numbers in Table 2.2 include other indicators of some concernThe gross margin % has been declining steadily, as we see in the chart.Inventory turnover is getting steadily worse.All of these concerns are part of the general trend affecting computer resellers. The margin squeeze is happening throughout the computer industry worldwide.Balance Sheet: 1996Short-term AssetsCash $55,432Accounts receivable $395,107 Inventory $651,012Other Short-term Assets $25,000Total Short-term Assets $1,126,551 Long-term AssetsCapital Assets $350,000Accumulated Depreciation $50,000 Total Long-term Assets$300,000Total Assets $1,426,551Debt and EquityAccounts Payable $223,897Short-term Notes $90,000Other ST Liabilities $15,000Subtotal Short-term Liabilities $328,897 Long-term Liabilities $284,862Total Liabilities $613,759Paid in Capital $500,000Retained Earnings $238,140Earnings $437,411 $366,761 $74,652Total Equity $812,792Total Debt and Equity $1,426,551Other Inputs: 1996Payment days 30Sales on credit $3,445,688Receivables turnover 8.722.4 Company Locations and FacilitiesWe have one location-- a 7,000 square foot store in a suburban shopping center located conveniently close to the downtown area. It includes a training area, service department, offices, and showroom area.3.0 Products and ServicesAMT sells personal computer technology for small business including personal computer hardware, peripherals, networks, software, support, service, and training.Ultimately, we are really selling information technology. We sell reliability, and confidence. We sell the assurance to small business people to know that their business will not suffer an information technology disaster.AMT serves its clients as a trusted ally, providing them with the loyalty of a business partner and the economics of an outside vendor. We make sure that our clients have what they need to run their business as well as possible, with maximum efficiency and reliability. Since many of our information applications are mission critical, we give our clients the confidence that we will be there when they need us.3.1 Product and Service DescriptionIn personal computers, we support three main lines:The Super Home is our smallest and least expensive, initially positioned by its manufacturer as a home computer. We use it mainly as a cheap workstation for small business installations. Its specifications include ....The Power User is our main up-scale line. It is our most important system for high-end home and small business main workstations, because of .... Its key strengths are .... Its specifications include ....The Business Special is an intermediate system, used to fill the gap in the positioning. Its specifications include ...In peripherals, accessories and other hardware, we carry a complete line of necessary items from cables to forms to mousepads ...In service and support, we offer a range of walk-in or depot service, maintenance contracts and on-site guarantees. We have not had much success selling service contracts. Our networking capabilities ...In software, we sell a complete line of ...In training, we offer ...3.2 Competitive ComparisonThe only way we can hope to differentiate well is to define the vision of the company to be an information technology ally to our clients. We will not be able to compete in any effective way with the chains using boxes or products as appliances. We need to offer a real alliance.The benefits we sell include many intangibles: confidence, reliability, knowing that somebody will be there to answer questions and help at the important times.These are complex products, products that require serious knowledge and experience to use, and our competitors sell only the products themselves.Unfortunately, we cannot sell the products at a higher price just because we offer services; the market has shown that it will not support that concept. We have to also sell the service and charge for it separately.3.3 Sales LiteratureCopies of our brochure and advertisements are attached as appendices. Of course one of our first tasks will be to change the message of our literature to make sure we are selling the company, rather than the product.3.4 SourcingOur costs are part of the margin squeeze. As competition on price increases, the squeeze between manufacturer's price into channels and end-users ultimate buying price continues.With the hardware lines, our margins are declining steadily. We generally buy at ... Our margins are thus being squeezed from the 25% of five years ago to more like 13-15% at present. In the main-line peripherals a similar trend shows, with prices for printers and monitors declining steadily. We are also starting to see that same trend with software ....In order to hold costs down as much as possible, we concentrate our purchasing with Hauser, which offers 30-day net terms and overnight shipping from the warehouse in Dayton. We need to concentrate on making sure our volume gives us negotiating strength.In accessories and add-ons we can still get decent margins, 25% to 40%.For software, margins are ...3.5 TechnologyWe have for years supported both Windows and Macintosh technology for CPUs, although we've switched vendors many times for the Windows (and previously DOS) lines. We are also supporting Novell, Banyon, and Microsoft networking, Xbase database software, and Claris application products.3.6 Future Products and ServicesWe must remain on top of the new technologies, because this is our bread and butter. For networking, we need to provide better knowledge of cross platform technologies. Also, we are under pressure to improve our understanding of direct-connect internet and related communications. Finally, although we have a good command of desktop publishing, we are concerned about getting better at the integration of technologies that creates fax, copier, printer, and voice mail as part of the computer system.4.0 Market Analysis SummaryAMT focuses on local markets, small business and home office, with special focus on the high-end home office and the 5-20 unit small business office.4.1 Market SegmentationThe segmentation allows some room for estimates and nonspecific definitions. We focus on a small-medium level of small business, and it is hard to find information to make an exact classification. Our target companies are large enough to need the high-quality informationtechnology management we offer, but too small to have a separate computer management staff such as an MIS department. We say that our target market has 10-50 employees, and needs 5-20 workstations tied together in a local area network; the definition is flexible.Defining the high-end home office is even more difficult. We generally know the characteristics of our target market, but we can't find easy classifications that fit into available demographics. The high-end home office business is a business, not a hobby. It generates enough money to merit the owner's paying real attention to the quality of information technology management, meaning that there is both budget and concerns that warrant working with our level of quality service and support. We can assume that we aren't talking about home offices used only part-time by people who work elsewhere during the day, and that our target market home office wants to have powerful technology and a lot of links between computing, telecommunications, and video.4.2 Industry AnalysisWe are part of the computer reselling business, which includes several kinds of businesses:1. Computer dealers: storefront computer resellers, usually less than 5,000 square feet, often focused on a few main brands of hardware, usually offering only a minimum of software, and variable amounts of service and support. These are usually old-fashioned (1980s-style) computer stores and they usually offer relatively few reasons for buyers to shop with them. Their service and support is not usually very good and their prices are usually higher than the larger stores.2. Chain stores and computer superstores: these include major chains such as CompUSA, Computer City, Future Shop, etc. They are almost always more than 10,000 square feet of space, usually offer decent walk-in service, and are often warehouse-like locations where people go to find products in boxes with very aggressive pricing, and little support.3. Mail order: the market is served increasingly by mail order businesses that offer aggressive pricing of boxed product. For the purely price-driven buyer, who buys boxes and expects no service, these are very good options.4. Others: there are many other channels through which people buy their computers, usually variations of the main three types above.4.2.1 Industry Participants1. The national chains are a growing presence: CompUSA, Computer City, Incredible Universe, Babbages, Egghead, and others. They benefit from national advertising, economies of scale, volume buying, and a general trend toward name-brand loyalty for buying in the channels as well as for products.2. Local computer stores are threatened. These tend to be small businesses, owned by peoplewho started them because they liked computers. They are under-capitalized and under-managed. Margins are squeezed as they compete against the chains, in a competition based on price more than on service and support.4.2.2 Distribution PatternsSmall business buyers are accustomed to buying from vendors who visit their offices. They expect the copy machine vendors, office products vendors, and office furniture vendors, as well as the local graphic artists, freelance writers, or whomever, to visit their office to make their sales.There is usually a lot of leakage in ad-hoc purchasing through local chain stores and mail order. Often the administrators try to discourage this, but are only partially successful.Unfortunately our home office target buyers may not expect to buy from us. Many of them turn immediately to the superstores (office equipment, office supplies, and electronics) and mail order to look for the best price, without realizing that there is a better option for them at only a little bit more.4.2.3 Competition and Buying PatternsThe small business buyers understand the concept of service and support, and are much more likely to pay for it when the offering is clearly stated.There is no doubt that we compete much more against all the box pushers than against other service providers. We need to effectively compete against the idea that businesses should buy computers as plug-in appliances that don't need ongoing service, support, and training.Our focus group sessions indicated that our target Home Offices think about price but would buy based on quality service if the offering were properly presented. They think about price because that's all they ever see. We have very good indications that many would rather pay 10-20% more for a relationship with a long-term vendor providing back-up and quality service and support; they end up in the box-pusher channels because they aren't aware of the alternatives.Availability is also very important. The home office buyers tend to want immediate, local solutions to problems.4.2.4 Main CompetitorsChain stores:We have Store 1 and Store 2 already within the valley, and Store 3 is expected by the end of next year. If our strategy works, we will have differentiated ourselves sufficiently to not have to compete against these stores.Strengths: national image, high volume, aggressive pricing, economies of scale.Weaknesses: lack of product, service and support knowledge, lack of personal attention.Other local computer stores:Store 4 and Store 5 are both in the downtown area. They are both competing against the chains in an attempt to match prices. When asked, the owners will complain that margins are squeezed by the chains and customers buy on price only. They say they tried offering services and that buyers didn't care, instead preferring lower prices. We think the problem is also that they didn't really offer good service, and also that they didn't differentiate from the chains.4.3 Market AnalysisThe home offices in Tintown are an important growing market segment. Nationally, there are approximately 30 million home offices, and the number is growing at 10% per year. Our estimate in this plan for the home offices in our market service area is based on an analysis published four months ago in the local newspaper.Home offices include several types. The most important, for our plan's focus, are the home offices that are the only offices of real businesses, from which people make their primary living. These are likely to be professional services such as graphic artists, writers, and consultants, some accountants and the occasional lawyer, doctor, or dentist. There are also part-time home offices with people who are employed during the day but work at home at night, people who work at home to provide themselves with a part-time income, or people who maintain home offices relating to their hobbies; we will not be focusing on this segment.Small business within our market includes virtually any business with a retail, office, professional, or industrial location outside of someone's home, and fewer than 30 employees. We estimate 45,000 such businesses in our market area.The 30-employee cutoff is arbitrary. We find that the larger companies turn to other vendors, but we can sell to departments of larger companies, and we shouldn't be giving up leads when we get them.Market Analysis . . . (numbers and percentages)5.0 Strategy and Implementation Summary1. Emphasize service and support.We must differentiate ourselves from the box pushers. We need to establish our business offering as a clear and viable alternative for our target market, to the price-only kind of buying.2. Build a relationship-oriented business.Build long-term relationships with clients, not single-transaction deals with customers. Become their computer department, not just a vendor. Make them understand the value of the relationship.3. Focus on target markets.We need to focus our offerings on small business as the key market segment we should own. This means the 5-20 unit system, tied together in a local area network, in a company with 5-50 employees. Our values -- training, installation, service, support, knowledge -- are more cleanly differentiated in this segment.As a corollary, the high end of the home office market is also appropriate. We do not want to compete for the buyers who go to the chain stores or mail order, but we definitely want to be able to sell individual systems to the smart home office buyers who want a reliable, full-service vendor.4. Differentiate and fulfill the promise.We can't just market and sell service and support, we must actually deliver as well. We need to make sure we have the knowledge-intensive business and service-intensive business we claim to have.5.1 Marketing StrategyThe marketing strategy is the core of the main strategy:1. Emphasize service and support2. Build a relationship business3. Focus on small business and high-end home office as key target markets5.1.2 Pricing StrategyWe must charge appropriately for the high-end, high-quality service and support we offer. Our revenue structure has to match our cost structure, so the salaries we pay to assure good service and support must be balanced by the revenue we charge.We cannot build the service and support revenue into the price of products. The market can't bear the higher prices and the buyer feels ill-used when they see the same product priced lower at the chains. Despite the logic behind this, the market doesn't support this concept.Therefore, we must make sure that we deliver and charge for service and support. Training, service, installation, networking support-- all of this must be readily available and priced to selland deliver revenue.5.1.3 Promotion StrategyWe depend on newspaper advertising as our main way to reach new buyers. As we change strategies, however, we need to change the way we promote ourselves:1. AdvertisingWe'll be developing our core positioning message: "24 Hour On-Site Service - 365 Days a Year With No Extra Charges" to differentiate our service from the competition. We will be using local newspaper advertising, radio and cable TV to launch the initial campaign.2. Sales BrochureOur collaterals have to sell the store, and visiting the store, not the specific book or discount pricing.3. We must radically improve our direct mail efforts, reaching our established customers with training, support services, upgrades, and seminars.4. It's time to work more closely with the local media. We could offer the local radio a regular talk show on technology for small business, as one example.5.2 Sales Strategy1. We need to sell the company, not the product. We sell AMT, not Apple, IBM, Hewlett-Packard, or Compaq, or any of our software brand names.2. We have to sell our service and support. The hardware is like the razor, and the support, service, software services, training, and seminars are the razor blades. We need to serve our customers with what they really need.The Yearly Total Sales chart summarizes our ambitious sales forecast. We expect sales to increase from $5.3 million last year to more than $7 million next year and to more than $10 million in the last year of this plan.5.2.1 Sales ForecastThe important elements of the sales forecast are shown in the Total Sales by Month in Year 1 table. The non-hardware sales increase to about $2 million total in the third year.Sales Forecast . . . (numbers and percentages)2.2 Startup Summary93% of startup costs will go to assets.The building will be purchased with a down payment of $8,000 on a 20-year mortgage. The espresso machine will cost $4,500 (straight-line depreciation, three years).Startup costs will be financed through a combination of owner investment, short-term loans, and long-term borrowing. The startup chart shows the distribution of financing.Other miscellaneous expenses include:*Marketing/advertising consultancy fees of $1,000 for our company logo and assistance in designing our grand-opening ads and brochures.*Legal fees for corporate organization filings ($300).*Retail merchandising/designing consultancy fees of $3,500 for store layout and fixture purchasing.。
Business Plan Sample
Executive SummaryIntroductionGolden Valley Real Estate, LLC (GVRE) is a start-up company in the Tucson area. It is the mission of GVRE to provide real estate services in the newly established Golden Valley Retirement Community, located to the Northwest of scenic Tucson, Arizona. GVRE is a full service real estate, mortgage, and title company.The CompanyGVRE will be a limited liability partnership registered in the state of Delaware for tax purposes. Its founder is Mrs. Susan Egan, a former agent for RE/MAX real estate company, where she worked for 23 years.The company plans to be leveraged through private investment and a limited number of loans. The company expects to begin offering its services in June.The company's main clients will be retirement age couples looking for a community that can offer significant services for their age group and income levels. Since Mrs. Egan is within this demographic group and knows and understands this market's needs, she believes that she can appeal to such clients far more than most other competitors.The ServicesGVRE offers comprehensive real estate, mortgage and title services to our diverse clients. With Quadrant Homes, Inc. as our sponsor in the newly finished Golden Valley Retirement Community, we will have a premier position as the dominant seller of these new homes, condos, and retirement apartments. In addition we will offer a full range of services to facilitate the purchasing and selling of real estate including the following:∙Home search database.∙Moving consulting, quotes, planning, etc.∙Mortgage consulting and loan preapproval.∙Community information.∙Title transfer.∙Obtaining a comparative market analysis for potential sellers.∙Appraising.∙Property preparation.The MarketThe retirement industry has been steadily growing over the past twenty years. The percentage of the U.S. population over the age of 55 is at an all time high of 21% and is growing at an average rate of 3% each year. In certain parts of the country like the American Southwest, which has a high concentration of retirement communities, the growth rate is about 8%. This percentage is also expected to grow as the first of the "baby boomer" generation begins to reach retirement age in the next decade. It is estimated by the U.S. Census Bureau that the retirement industry, that includes homes, medical facilities, specialty equipment, retirement entertainment services, etc., accounts for 4.8 billion dollars each year. Financial ConsiderationsStart-up expenses and funding required are modest. They include expenses and the rest in cash needed to support operations until revenues reach an acceptable level. Most of the company's liabilities will come from outside private investors and management investment, however, we have current borrowing from Bank of America Commercial Investments, the principal to be paid off in two years. A long-term loan through Valley National Bank will be paid off in ten years.The company expects to reach profitability in the first year and does not anticipate any serious cash flow problems. We conservatively believe that during the first three years, average profitability per month per segment will be adequate. We expect that about one sale per month will guarantee a break-even point.1.1 MissionIt is the mission of GVRE to provide real estate services in the newly established Golden Valley retirement community, located to the Northwest of scenic Tucson, Arizona. GVRE is a full service real estate, mortgage, and title company.1.2 Keys to SuccessGVRE's keys to long-term survivability and profitability are as follows:∙Establish and maintain close contacts with residential real estate listing services, and all other service organizations that GVRE uses, such as Artco mortgage service company.∙Keeping close contact with clients and establishing a well functioning long-term relationship with them to generate repeat business and obtain a top notch reputation.∙Establish a comprehensive service experience for our clients that includes consultation, appraisal, sale preparation, community information, moving consultation, etc.1.3 ObjectivesThe three year goals for Golden Valley Real Estate (GVRE) are the following:∙Achieve break-even by year two.∙Finalize and then expand our contract with Quadrant Homes, Inc. to broker real estate property in the Golden Valley area.∙Establish minimum 95% customer satisfaction rate to establish long-term relationships with our clients and create word-of-mouth marketing.Company SummaryGVRE will be a limited liability partnership registered in the state of Delaware for tax purposes. Its founder is Mrs. Susan Egan, a former agent for RE/MAX real estate company, where she worked for 23 years.The company plans to be leveraged through private investment and a limited number of loans. Mrs. Egan is establishing this firm as a "lifestyle" oriented endeavor in order to supplement her retirement. The company has its main offices in Tucson, AZ. The facilities include a conference room and office spaces. The company expects to begin offering its services in June of 2003.The company's main clients will be retirement age couples looking for a community that can offer significant services for their age group and income levels. Since Mrs. Egan is within this demographic group and knows and understands this market's needs, she believes that she can appeal to such clients far more than most other competitors.2.1 Company OwnershipThe company will be jointly owned by Mrs. Susan Egan and her husband Daniel, who will be putting up equal amounts of equity. All other financing will come from loans.2.2 Start-up SummaryStart-up expenses and funding required are shown in the table below. This includes expenses and the rest in cash needed to support operations until revenues reach an acceptable level. Most of the company's liabilities will come from outside private investors and management investment, however, we have obtained current borrowing from Bank of America Commercial Investments, the principal to be paid off in two years. A long-term loan through Valley National Bank will be paid off in ten years.Legal $800utilities $200Accounting and bookkeeping fees $2,000Advertising $6,500Other Current Assets $3,500Start-up Expenses to Fund $30,000Cash Requirements from Start-up $44,500Cash Balance on Starting Date $44,500LiabilitiesLong-term Liabilities $45,000Other Current Liabilities (interest-free) $0Mrs Susan Egan $10,000Additional Investment Requirement $0ServicesGVRE offers comprehensive real estate, mortgage, and title services to our diverse clients. With Quadrant Homes, Inc. as our sponsor in the newly finished Golden Valley Retirement Community, we will have a premier position as the dominant seller of these new homes, condos, and retirement apartments. In addition we will offer a full range of services to facilitate the purchasing and selling of real estate including the following:∙Home search database.∙Moving consulting, quotes, planning, etc.∙Mortgage consulting and loan preapproval.∙Community information.∙Title transfer.∙Obtaining a comparative market analysis for potential sellers.∙Appraising.∙Property preparation.Much of the company's services will be outsourced. This includes title transfer, loan approval, appraising and market analysis services. Title transfer will be handled by TNT Legal Services, loan approval by GMC Credit Co. and appraising and market analysis by Templar Real Estate Services. Each of these companies encourage independent agents to use their services and all have a proven track record in terms of affordability and service. These companies have also been selected because they charge a flat monthly rate. Management includes this rate in the profit and loss statement under other expenses.Our first priority is to help the seller set a realistic price on their property. But like most of us who have invested untold hours of time and energy into our property it may be difficult to remain objective when it's time to price it and put it up for resale. There's a good reason for this. Usually property owners have much more than dollars and cents tied up in a home - an individual commitment that makes it a highly valued personal statement. But value becomes a reflection of the buyer's perspective as well when that property is put up for sale...and pride of ownership may not translate to market value.When house hunting, the buyer will shop the market, compare available homes, and try to find the very best value. Consequently, when the seller is ready to list their home, they need to step back and sharpen their focus. Look at the home objectively and price it competitively. This is where a real estate broker such as Golden Valley Real Estate can help.Listing property at 5% above current market value gives it a sales advantage that is ten times greater than if priced at 15-20% above. That's a statistic that can't be overlooked. An overpriced home will suffer from lack of exposure, and the longer it remains on the market the more difficult it will be to sell. And it will remain so, even after price reductions are taken to attract buyers.That is why it is very important to determine an accurate and objective market value for your property. We'll work with the buyers and sellers closely to achieve that, and to maximize their opportunities to sell their home at the best possible price within acceptable time frames.Market Analysis SummaryGVRE will be concentrating on only one market segment. This will be the retirement market consisting of those individuals and couples seeking to retire to the Tucson area. As a retiree, herself, Mrs. Egan deals with the very issues that her clients do, thus providing insight and opportunities to better assist her clients.The retirement industry has been steadily growing over the past twenty years. The percentage of the U.S. population over the age of 55 is at an all time high of 21% and is growing at an average rate of 3% each year. It is estimated by the U.S. Census Bureau that the retirement industry, that includes homes, medical facilities, specialty equipment, retirement entertainment services, etc., accounts for 4.8 billion dollars each year.The retirement home industry consists of thousands of small housing communities. These communities range from those owned by major name-brand firms to tens of thousands of small, one-location firms.GVRE believes that the greatest threat at the moment is in new entrants to the market who will want to capitalize on this high growth industry. The most likely entrants will be new, small real estate companies with fewer than ten employees. However, the one major advantage GVRE has is its exclusive rights to act as the agent for Golden Valley Retirement Community. However, due to the high number of competitors and the overall low profitability of each firm, competition is quite intense.Our most serious competitors are Bowditch Realty and RE/MAX. These companies effect us most because of their higher capitalization or geographical proximity.4.1 Market SegmentationGVRE will be concentrating exclusively on the retirement market segment. This means the company will be focused on buying and selling real estate to those seeking to retire in the Tucson area. This market segment has special needs and is almost always looking to find homes in specially constructed communities that serve those special needs such as medical, dining, entertainment, shopping, and other such facilities. Being the dominant broker for the new Quadrant Homes retirement community of Golden Valley will allow GVRE to fulfill those needs.The market analysis table and graph which follows shows the number of potential retirees that move into the Tucson area each year. We have also included a small number of other clients that may wish to use our services despite our strong market segment focus.Potential retirees relocating to8% 24,000 25,920 27,994 30,234 32,653 8.00% Tucson area4.2 Service Business AnalysisThe retirement industry has been steadily growing over the past twenty years. The percentage of the U.S. population over the age of 55 is at an all time high of 21% and is growing at an average rate of 3% each year. In certain parts of the country like the American Southwest, which has a high concentration of retirement communities, the growth rate is about 8%. This percentage is also expected to grow as the first of the "baby boomer" generation begins to reach retirement age in the next decade. It is estimated by the U.S. Census Bureau that the retirement industry, which includes homes, medical facilities, specialty equipment, retirement entertainment services, etc., accounts for 4.8 billion dollars each year.The retirement home industry consists of thousands of small housing communities. These communities range from those owned by major name-brand firms to tens of thousands of small, one-location firms.GVRE believes that the greatest threat at the moment is in new entrants to the market who will want to capitalize on this high growth industry. The most likely entrants will be new, small real estate companies with fewer than ten employees. However, the one major advantage GVRE has is its exclusive rights to act as the agent for Golden Valley Retirement Community. However, due to the high number of competitors and the overall low profitability of each firm, competition is quite intense.The power of potential clients is very great in this industry because most clients are very concentrated in our geographical area. Furthermore, clients tend to "shop around" for the best package of services and cost.4.2.1 Competition and Buying PatternsCompetitionThe real estate industry is highly fragmented, with a large number of potential rivals. Our most serious competitors are Bowditch Realty and RE/MAX. Bowditch is an established company that has been in operation for the past ten years, with a fine track record of quality service. It currently employees twelve agents and has long-term contracts with various home building companies. This company is slightly larger than GVRE in size and market capitalization.RE/MAX is one of the largest and best known real estate firms in the country. It has hundreds of agents and very deep pockets that can be used to counter any sort of competitive move.Buying patterns and needsClients usually deal with real estate companies based on their reputation of professionalism and quality of services rendered in the past. This reputation is difficult to obtain by new firms unless its personnel bring it with them from previous companies, such as ours. Price and scope are also important reasons for acceptance, especially if the company is small.Strategy and Implementation SummaryOur firm's business strategy is to enter into a limited geographical area where it can leverage its staffs' existing reputation into long-term contracts centered on excellent service and cost effectiveness. We believe that we can service this limited market better than larger firms and we have better service packages at a more reasonable cost than existing competitors of equal size.5.1 Sales StrategyGVRE's management will be focusing on leveraging its extensive contacts with the various construction companies such as Quadrant Homes, Inc. to generate sales. Furthermore, we will be offering promotions of various free services such as initial appraisals and information packets to generate sales once our ad campaign starts.5.1.1 Sales ForecastSales are based on the various clients we anticipate acquiring. Revenues are based on an average commission rate of 10% per sale based on closing costs. The company does not have any significant direct costs of sales.Retired couples relocating to Tucson $109,800 $150,000 $185,000Other $0 $0 $05.2 Marketing StrategyGVRE will be utilizing radio, newspaper, and phone directory advertising, and a small business referral group to generate sales and establish a presence in the Tucson area. In addition, Quadrant Homes, Inc. will be doing their own advertising, and all interested clients in the Golden Valley Retirement Community will be referred to GVRE.Management SummaryThe company will have only one full-time employee, Mrs. Susan Egan. The company's office will be in an office suite with four other businesses that will share the costs of a receptionist.6.1 PersonnelMrs. Susan Egan is a graduate of the University of Stony Brook where she obtained her BA in English in 1967. Since then, Mrs. Egan has had extensive experience in the real estate business, first working for Weston Realty in San Francisco, CA and then later for RE/MAX, where she became head of west coast operations. Mrs. Egan has recently retired from RE/MAX and desires to continue in the real estate business at a more "relaxed pace."Part-time receptionist $10,500 $13,000 $13,000Financial PlanSince the firm has concluded our contract with Quadrant Homes, Inc., it is management's opinion that initial profitability will be fairly high for a start-up company. Our financial plan anticipates that we will achieve positive net income by the end of the first year. We have budgeted enough investment to cover any potential losses and have an additional personal financial resources available for equity investment if sales do not match predictions.7.1 Important AssumptionsWe are assuming approximately 15% sales on credit and average interest rates of 10%. These are considered to be conservative in case our predictions are erroneous.Current Interest Rate 10.00% 10.00% 10.00%Tax Rate 30.00% 30.00% 30.00%7.2 Break-even AnalysisOur break-even analysis is based on the assumption that our gross margin is 100%. In other words, we will have insignificant direct cost of sales. It is conservatively believed that during the first three years, average profitability per month per unit will be about an average 10% commission rate. Management expects that about one home sold per month will guarantee a break-even point.Average Percent Variable Cost 0%7.3 Projected Profit and LossThe following table itemizes our revenues and associated costs. We expect to be paying higher costs in marketing and advertising than other companies as we attempt to build sales volume. As the reader can see in the accompanying charts, we expect consistent monthly profits to begin in May 2004.Direct Cost of Sales $0 $0 $0Gross Margin $117,800 $160,000 $195,000Sales and Marketing and Other Expenses $6,000 $6,000 $8,000Rent $18,000 $18,000 $20,000Insurance $1,100 $2,000 $2,000Travel $2,000 $3,000 $5,000EBITDA $19,425 $55,050 $72,300Taxes Incurred $4,086 $14,238 $19,7587.4 Projected Cash FlowThe following is our cash flow table and chart. We do not expect to have any short-term cash flow problems. Our short-term loan will be repaidin two equal payments in 2004-2005. Our long-term loan will be paid off in less than ten years.Cash Sales $100,130 $136,000 $165,750Additional Cash ReceivedNew Current Borrowing $0 $2,000 $2,000New Long-term Liabilities $0 $0 $0Sales of Long-term Assets $0 $0 $0Expenditures from OperationsBill Payments $60,318 $73,539 $87,320Sales Tax, VAT, HST/GST Paid Out $0 $0 $0Other Liabilities Principal Repayment $0 $0 $0Purchase Other Current Assets $5,000 $0 $0Dividends $1,000 $2,000 $6,0007.5 Projected Balance SheetThe following is the snapshot of our assets, liabilities, and equity.Cash $38,611 $59,080 $86,937Other Current Assets $8,500 $8,500 $8,500Long-term Assets $12,500 $17,500 $22,500Accounts Payable $4,448 $6,187 $7,266Other Current Liabilities $0 $2,000 $4,000Paid-in Capital $23,000 $23,000 $23,000Earnings $9,534 $33,222 $46,1027.6 Business RatiosOur current Standard Industrial Classification (SIC) code is 6531.0105 -- Real estate agent, residential. We have included industry standard ratios from the residential real estate agent industry to compare with ours. These ratios are as closely matched to our industry as management could find, however there are some significant differences, especially in sales growth, financing ratios, long-term asset investments and net worth. Most of these differences are because GVRE has a strong amount of personal equity to back up the company, which leads to lower debt leverage. Also we expect higher sales growth percentages in our initial years as we ramp up our sales. However, our projections indicate a healthy company thatwill be able to obtain and retain long-term profitability.Accounts Receivable 4.44% 4.36% 3.90% 7.77%Total Current Assets 79.96% 82.63% 85.11% 65.03%Current Liabilities 31.18% 19.91% 12.99% 14.92%Total Liabilities 97.54% 62.06% 38.01% 41.47%Sales 100.00% 100.00% 100.00% 100.00%Selling, General & Administrative Expenses 91.91% 79.24% 76.36% 61.47%Profit Before Interest and Taxes 16.49% 32.84% 35.79% 9.09%Quick 2.56 4.15 6.55 1.10Pre-tax Return on Net Worth 887.87% 144.89% 90.40% 55.36%Net Profit Margin 8.09% 20.76% 23.64% n.aAccounts Receivable Turnover 6.38 6.38 6.38 n.aAccounts Payable Turnover 13.89 12.17 12.17 n.aTotal Asset Turnover 1.89 1.85 1.66 n.aCurrent Liab. to Liab. 0.32 0.32 0.34 n.aInterest Coverage 3.35 10.32 17.72 n.aCurrent Debt/Total Assets 31% 20% 13% n.aSales/Net Worth 76.79 4.88 2.68 n.aRetired couples relocating to Tucson 0% $5,000 $10,000 $5,000 $12,000 $7,000 $12,000 $5,000 $15,000 $12,000 $10,000 $7,800 $9,000Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Part-time receptionist 0% $0 $0 $0 $0 $0 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500Current Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%Tax Rate 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00%Direct Cost of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Gross Margin $5,000 $10,000 $5,000 $12,000 $7,000 $12,000 $8,000 $15,000 $15,000 $10,000 $9,800 $9,000Sales and Marketing and Other$500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 ExpensesRent $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500Insurance $0 $0 $0 $0 $0 $1,100 $0 $0 $0 $0 $0 $0Travel 15% $0 $0 $0 $1,000 $0 $0 $0 $1,000 $0 $0 $0 $0EBITDA ($1,750) $3,050 ($1,950) $4,050 $50 $2,225 ($675) $5,325 $6,325 $1,325 $1,125 $325Taxes Incurred ($674) $767 ($733) $1,068 ($131) $522 ($347) $1,454 $1,754 $255 $196 ($44)Cash Sales $4,250 $8,500 $4,250 $10,200 $5,950 $10,200 $6,800 $12,750 $12,750 $8,500 $8,330 $7,650Additional Cash ReceivedNew Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Expenditures from OperationsBill Payments $3,119 $3,628 $5,161 $3,803 $6,435 $4,372 $6,216 $4,404 $7,085 $6,357 $4,903 $4,835Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Purchase Other Current Assets $0 $0 $0 $2,000 $0 $1,000 $0 $2,000 $0 $0 $0 $0Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000Cash $44,500 $42,331 $42,428 $38,992 $39,564 $36,564 $36,367 $34,726 $37,552 $39,652 $39,245 $40,097 $38,611Other Current Assets $3,500 $3,500 $3,500 $3,500 $5,500 $5,500 $6,500 $6,500 $8,500 $8,500 $8,500 $8,500 $8,500Long-term Assets $5,000 $5,000 $6,500 $6,500 $8,500 $8,500 $10,500 $10,500 $12,500 $12,500 $12,500 $12,500 $12,500Accounts Payable $3,000 $3,454 $5,038 $3,586 $6,291 $4,163 $6,073 $4,167 $6,872 $6,193 $4,741 $4,682 $4,448Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Paid-in Capital $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $21,500 $23,000 $23,000 $23,000 $23,000 $23,000Earnings $0 ($1,573) $215 ($1,495) $998 $691 $1,909 $1,099 $4,491 $8,584 $9,179 $9,636 $9,534。
英文商业计划写作模板(business plan)
SWOT and critical success factors
(Enter your text here)
Outline briefly your marketing strengths, weaknesses, opportunities and threats.
What are therefore the critical success factors for your business?
What target market(s) has your market research (and trading experience) established.
Explain how intimately you understand these markets (how close you keep to your customers) and how this feeds back into your business (improvements, product/service changes, etc).
Some sugested headings:
Brief summary and description of the Business.
Anticipated Start Date.
Owners and Partners
Trading Structure: IE Sole Trader/ Partnership / Ltd Company/ Social Enterprise/ LLP
Expected first year Sales/Turnover.
Expected First year Pre Tax Profit or Loss.
business plan sample
l Developing a Bed & Breakfast BusinessPlanlNorth Central Regional ExtensionPublication 273Developing a Bed & Breakfast Business PlanRobert D. EspesethCoordinator, Illinois-Indiana Sea Grant Program Recreation Specialist University of Illinois Cooperative Extension ServiceRobert D. BuchananExtension Specialist, Restaurant,Hotel and Institutional ManagementPurdue University1..................................................................Introduction 5..................................................................Step One Consult Professionals with Expertise Related to the Bed and Breakfast Business 7..................................................................Step Two Analyze Yourself and Your Family 10................................................................Step Three Develop the B&B Concept 12................................................................Step Four Determine and Research Your Market 15................................................................Step Five Forecast Sales Revenue 17................................................................Step Six Choose a Location and a Building 19................................................................Step Seven Develop a Marketing Plan 27................................................................Step Eight Furnishing Your B&B 29................................................................Step Nine Develop an Organizational and Operational Plan 32................................................................Step Ten Develop a Plan to Meet Laws and Regulations 35................................................................Step Eleven Develop an Insurance Plan 38................................................................Step Twelve Develop a Financial Plan 44................................................................Step Thirteen Complete the Business Plan47................................................................Appendix A Bed and Breakfast Business References 60................................................................Appendix B List of Important Sources of Information for Prospective Bed and Breakfast Hosts 62................................................................Appendix C A Guide: When a B&B Is Not a B&B 64................................................................Appendix D Determining Personal Goals 66................................................................Appendix E Housing and Family Responsibilities Associated with Owning a Bed and Breakfast Business 67................................................................Appendix F A Sample Bed and Breakfast Concept 69................................................................Appendix G Types of Visitor Attractions 70................................................................Appendix H Marketing Worksheet 74................................................................Appendix I Amenities Checklist 76................................................................Appendix J Bed and Breakfast Guest Studies 78................................................................Appendix K Questions to Answer When Choosing a Location and a Building 80................................................................Appendix L Ideas for Continental Breakfasts 82................................................................Appendix M Which Form of Business Organization Is Best for Me?84................................................................Appendix N Planning for a Tax Audit 86................................................................Appendix O Example of a Projected Profit and Loss Statement 88................................................................Appendix P B&B Start-Up Costs 90................................................................Appendix Q Sample Chart of Accounts 92................................................................Appendix R Examples of B&B-Related Zoning OrdinancesContentsIn1Country Inn: A commercially licensed establishment primarily known for its cuisine that is removed from planned, commercial areas and generally accessible for patronage only by automobile. Overnight accommodations are available and a full-service restaurant provides breakfast and dinner to overnight guests and/or the public. The number of guest rooms usually ranges from a minimum of four to a maximum of 20, although a number of Country Inns have more than 20 guest rooms. The business is salable to a new owner, and is subject to all local, state, and federal regulations.Small or historic hotels are also recognized as a part of Bed and Breakfast accom-modations. They are frequently thought of as establishments with twenty or more rooms that provide the service and privacy of a hotel in the setting of an inn with some individual attention from a host. The State of Michigan defines their historic hotels as "at least fifty years old and associated with events or persons of significance in contrib-uting to the broad patterns of history. Many embody the distinctive characteristics of a type, period, or method of construction in architecture. Most are located in historic districts and all have twenty-one or more rentable rooms. If breakfast is not includedin the room price, it cannot be a true Bed and Breakfast.Although all prospective B&B hosts should find much of the information in this book useful, it is designed primarily for someone planning to operate a B&B inn as a full-time business for profit. Whether you generate a reasonable profit will depend on many variables. The primary variable will be your monthly overhead and debt payments and annual number of room nights sold. Other variables will include number of rooms, occupancy rate, seasonality of your location, start-up and improve-ment costs, advertising expenses, owner/host wage level, and your own profit goals. A five-room B&B inn completely free of debt with no hourly wage taken out by the owner, may generate a profit with 20 percent occupancy, while an eight-room operation with high monthly debt payments may not turn a profit at 65 percent occupancy. A 1988 study by The Professional Association of International Innkeepers3 indicated that most B&B inns needed at least five to six rooms to reach the break-even point before debt service and at least six to seven guest rooms to reach the break-even point after debt service. The study also revealed that average B&B owners devoted more than 74 hours a week to the daily running of a five- to ten-room inn.The B&B Business PlanThe Business Plan is a comprehensive analysis of the details surrounding the creation or expansion of a Bed and Breakfast business. It transforms ideas and concepts into a working operation. It requires you to decide what to do, how to do it, when to do it, the resources needed to do it and how to obtain them, how and when financial requirements will be met, and what to expect. By completing a business plan, you can take an objective look at your proposed B&B to identify areas of strength, weakness, and opportunity early; pinpoint needs and problems you might otherwise overlook; and plan how best to achieve your business goals.The Business Plan will help you determine your goals and organize a strategy to meet them. The plan will help you evaluate and decide whether or not to open a Bed and Breakfast. The plan will:x Determine if the B&B is worth your time and money.x Improve the probability of success by avoiding a business venture doomed to fail.x Provide carefully thought-out steps to achieve goals for opening the business.(People who succeed are the ones who know the most about what they are doing.) x Help you consider alternatives and reduce or eliminate difficulties and mistakes before they occur.2x Provide an efficient, effective tool to use in communicating with your attorney, accountant, insurance agent, banker, zoning board, partner, and others.x Serve as a management tool for continuous evaluation and monthly and yearly refinement.The planning process presented in this book is in a series of 13 steps that enable you to carefully analyze the prospects for success on paper before investing time and money in a B&B. The suggested outline is flexible so you can tailor it to your own needs. Use the flow chart (Figure 1.) to help guide you through the development of the Business Plan. As you can see, some steps should be carried out simultaneously.The Business Plan is a fluid, working document and an evolving process. Informa-tion gathered during later steps may alter the thinking and conclusions developed during the early planning stages. A change in one step or segment because of new data, information, contacts, resources, valued opinions, etc., may interrelate with several other steps and must be integrated into these segments.When developing a business plan, it is important to keep complete notes with each step, documenting all facts, backing all assumptions, and giving authority for all opinions.34l Step OD Consult Related t56l Step TAnalyzeE7Hillestad (see Appendix C) adds these factors:x Excessive optimism x Inadequate planning x Misuse of time x Poor marketingx Confusion of business and personal relationship x Burn outxDownplaying the need for experienceDetermine How the B&B Will Affect Your FamilyAnother important consideration is how the B&B will fit into your family life. You should carefully consider the feelings and attitudes as well as ages and work styles of each familymember and try to anticipate family tension and personal impact that the business may cause. You and your family should discuss how your time will be divided between the business,the family, community functions, and leisure activities. It will be important to establish areas of the house for family only, and to define rules for using the kitchen and the telephone,both of which will be important to the business.Also, if family members plan to help with the business, you will need to assign responsibilities (see “Hous-ing and Family Responsibilities Associated with Owning a Bed and Breakfast Business,” Appendix E),decide how much each member will interact with guests, and determine how definite the distinction will be between family and business relation-ships. By addressing these types of concerns before you open, you will be able to avoid tensions, resentment,and misunderstandings among family members later. Also, assess the effect of support or disenchantment of friends and neighbors on yourself,spouse, and children (loss of play-mates, etc.). Remember that friends and neighbors can cause conflict.Next, evaluate your inventory of skills and interests. Sort out your own skills and the skills of your partner(s).Determine how you and your partner(s)will overcome any deficiencies you may have in skills that are necessary tooperate a B&B. Decide how important these factors are to the success of the business. Keep in mind that an abun-dance of skills in one category will not necessarily make up for a deficiency in another. Success is most probable when you (and/or your partner) rate high in each of the categories.The successful entrepreneur is often an overachiever—healthy, energetic,confident, open to reasonable risk,industrious, goal-oriented, accountable,innovative, and technically competent.Being your own boss means meeting customer demands, working long hours,providing necessary government reports,and coping with uncontrollable economic conditions.Discussions between groups of small business owners revealed 10common challenges they faced.11.Knowing your business2.Knowing the basics of businessmanagement3.Having the proper attitude4.Having adequate capital5.Managing finances effectively6.Managing time efficiently7.Managing people8.Satisfying customers by providinghigh quality9.Knowing how to compete 10. Coping with regulations andpaperwork In the hospitality industry youmust show your desire to accommodate.Your primary job will be to satisfy your guests’ needs. Simply providing a clean room and a good breakfast will not be enough to make your guest feel that your B&B is special. Only through a genuine interest in customers and a commitment to making their lodging experience unique, can you create theatmosphere that your B&B will need to develop a regular clientele and to secure bookings from favorable referrals. To help you decide whether to enter the B&B business, you may want to consult the U.S. Small Business Adminis-tration’s Checklist for Going Into Business , (see Appendix A).Essentials for survival in small businesses include (1) capitalizing on strengths and compensating forweaknesses, (2) recognizing problems and limitations, and (3) building on natural strengths.The proper frame of mind, realistic expectations, and strong personal commitment to your B&B are at least as important to success as industry knowledge (accounting and bookkeep-ing, food preparation and sanitation,financial management, marketing,hosting, housekeeping, etc.) Finding something that you love, that has the potential of being successful, something that you passionately enjoy doing, will contribute much to your success. The love of doing it is necessary to with-stand the long hours and pressures of starting and managing your B&B. Long hours and a variety of tasks require good time management skills. Referring back to the business plan will help you set priorities and ensure that you spend time most efficiently. The ability to adjust to many variables is paramount to increase revenue, reduce costs, and effectively serve guests.Research by Dun and Bradstreet clearly indicates that business failures result primarily from incompetence.Following are the reasons for business failure (in decreasing order) that apply to B&Bs: 1.Inadequate salespetitive weakness3.Heavy operating expenses4.Poor location5.Excessive fixed costs and debt6.Other problems indicating poor judgmentEstablishing areas of the house and grounds for family only and those available for guest use is an important consideration when contemplating opening a B&B.Goals of Step T wo:1.Determine your strengths (whatyou like to do passionately) and how you will capitalize on these items.2.Determine your weaknesses,limitations, what you absolutely do not like to do, and how you will overcome these factors.3.Determine how to gain an in-depth knowledge of the B&B industry.4.Determine how to learn the basicsof managing a B&B, such as the principles of accounting, hosting,financial management, marketing,housekeeping, food preparation,and planning for the future. 5.Examine your frame of mind,expectations, and personal commitment.6.Determine your short-term andlong-term goals (see Appendices D and E)• personal goals • family goals• family B&B responsibilities • goals for friends and neighbors 7.Determine how you will set timepriorities.11989 Dun & Bradstreet.l Step TDevelop Tof check-in and check-out,breakfast hours, etc.• Describe what you learned from other B&B operators that you will put into practice.• Define policies that affect the B&B image and customer preference, such as smoking,alcohol, children, and pets.• Describe the price structure and how it relates to the competi tion, perceived price to value ratio, and to the image of the B&B.• Relate the name of the B&B to the logo, theme, image of the business, and the community or area.• Tell what amenities might be provided in the future and how they will contribute to the success of the B&B.Hillestad (Appendix C) thinks of the concept as a four-legged stool with one leg being the architecture, decor,and amenities, another being service and hospitality, the third being food,and the fourth being location. His point is that if one leg is weak, the other three better be very strong. The stool cannot stand if two or more of the legs are weak.Determine whether the compo-nent parts fit together and complement each other. Is each part compatible with the overall concept? Is the conceptxAssistance and hospitality:• Explain how thinking begins and ends with the customer—how staff attitudes, manner of serving guests, and personaliza-tion of service will make guests feel like welcome VIPs. Explain how the staff and service will sell and promote the B&B. Describe the staff dress and grooming and how it relates to the theme and image of the B&B. Describe how the telephone will be used as a goodwill ambassador.• Tell what amenities or physical items or articles will be given to guests such as special soaps, food trays or baskets, flowers,departing gifts, etc.• List the unique services or objects that the host and staff will provide for the benefit of the guest such as a tour of the house and grounds, afternoon tea, use of the telephone, tour arrangements, bed turn-down service, laundry service, credit card acceptance, and 24-hour message-taking service. Also describe the assistance provided to the guest on local activities,menus, maps, etc.• Describe activities that will be offered, including inside enter-tainment such as games, TV,books, and hosts’ hobbies;activities on the grounds such as outdoor cooking, horseshoes, or badminton; and nearbyattractions such as restaurants,shops, and recreation and entertainment centers.xConsider the unique support features of your location and neighborhood like nearby tourist attractions and demand generators.xBusiness aspects :• Describe your experience or related experience in the hospitality industry.• Decide on your B&B’s opening date, degree of seasonality, hourscompatible with the market segment you are trying to attract? At this point, you should evaluate how your concept fits your strengths and customer interest in staying at your B&B. Be sure your concept answers these questions about your proposed B&B: Why will customers want to stay in my B&B rather than the competition’s? What is unique or different about my B&B? What will my B&B provide for my customers?How will I generate satisfied custom-ers? Why will customers feel they obtained more than expected? Why will my concept succeed?Goals of Step Three:1.Tell who your customers are,what your B&B’s major features and attractions are, where your business will be located, how you will operate the business, and why you are in this business. 2.State exactly what you are selling. 3.Describe the strong points ofyour B&B.4.Describe anticipated customerexpectations and how to meet them.As part of your B&B concept, you should decide on what type of dining atmosphere you would like to present.l Step FoDetermi TMany state tourism and develop-ment offices have considerable informa-tion about travelers, such as their income, age, location, education level, etc. Some states have departments, bureaus, or university divisions that collect and chart demographic data by the state and county. The Small Business Administration (SBA) consulting arm called “SCORE”(consisting of retired executives) might also be able to help in your market research project.The Department of Commerce oversees the research and distribution of economic information. Their Survey of Current Business and census bureau reports population statistics and other changes in the nation’s economy. Don’t overlook the Superintendent of Documents, U.S. Printing Office,Washington D.C. 20402, which offers books, reports, and government documents on a variety of subjects.The marketing worksheet in Appendix H will help you identify and research your market. Fill in the worksheet as you analyze aspects of your B&B. The result of your analysis, recorded on the worksheet, will form the basis of the marketing plan that you will develop in Step Seven. Consider the following points as you complete the marketing worksheet:x Determine what you are selling, taking into account the type ofB&B and area. For example,decide whether you are marketinga unique experience, a personalservice, a friendly atmosphere, agood location, an opportunity tomeet new people, or an area ofscenic beauty.x Evaluate your community. Assess the quality and availability ofresources (facilities, services, staff,and image). Consider how thetourist attractions in the area mightaffect your market potential andhow your B&B might betterattract overnight guests. Take into When considering your bedroom de´cor, it is helpful to have a profile of your prospective customers in mind.account the following types of attrac-tions:• Natural features such as lakes,beaches, streams, forests,wildflowers, foliage, scenicvalleys, rugged terrain areas,caves, nature preserves, andstate parks.• Historic sites such as historichomes, old mills, round barns,Indian burial grounds, monu-ments, memorials, birthplaces offamous people, and exhibitions ofold-fashioned lifestyles.• Annual or seasonal events suchas flea markets, craft fairs,festivals, pageants, outdoor artshows, community theaterproductions, and sportingevents.• Recreational areas such as zoos,parks, amusement parks,museums, and botanicalgardens.• Recreational facilities such ashealth spas, racquetball courts,golf courses, tennis courts,swimming pools, bicycling andhiking trails, and skiing areas.• Restaurants and shopping areas.• Nighttime entertainment suchas theaters, comedy houses,nightclubs, and concert halls.x Evaluate the advantages anddisadvantages of your B&B. Takeinto account the following aspectsof your B&B and determinewhether they would be consideredadvantages or disadvantages byyour target market:• Determine the uniqueness ofyour B&B. Consider unusualfeatures such as a collection ofpaintings, antiques, a library, oran exceptional view. Alsoconsider services and amenitiessuch as brushing snow off cars,providing coffee and a news-paper with personal wake-upcalls, placing flowers in the roomor chocolates on the bed pillows,and 24-hour answering and faxservice. (For a more completelisting of amenities see Appen-dix I.)l Step FiForecast Aincrease to about 25 percent thesecond year and perhaps byanother 5 to 10 percent the third year. x Annual revenue is projected bymultiplying the number of rooms bythe room rate times the number ofdays open, times the occupancy rateplus additional sales. (See Table 5-1). x Additional Sales• services, such as:- transportation- guided tours- child care- laundry- mending- meeting/banquet rental space• retail sales, such as:- catering extra meals, luncheons,or off-premise (if in a licensedkitchen)- baked goods- crafts- antiques- booksThe sales revenue is based on room rate, occupancy, and the number ofdays open. It is a key estimate because it serves as the basis for almost all other estimates you make. It is vital, therefore, that occupancy and income be pro-jected in a realistic way—not just picked out of the air. Revenue projections must be based on facts and well-thought-out assumptions. It is critical that youknow the anticipated time betweenstart-up and the time you reach occupancy break-even. You may need to refer to a book about break-even analysis, a hospitality accounting book, or an accountant.Goals of Step Five:1.Apply your knowledge fromresearching the market; and makerealistic assumptions, taking intoaccount the travel volume to yourarea and your competitor’soccupancy percentage. Make goalsfor:• first year - weekly• second year - monthly• third year - quarterly2.Make assumptions based oneverything going right.3.Determine how much lowerrevenue would go if everythingwent wrong.4.Determine how sales could beincreased, and by how much:• promotion and advertising• personal selling• word-of-mouth• quality services• retail sales• other5.Project the time between start-upand reaching break-even occu-pancy.l Step SiChoose a Asuggests that you include several contingencies in any contract such as availability of financing, approval from all government entities, and condition of house such as mechanical systems and structural components. It would be worthwhile to pay someone and get a written report to make sure everything is in working condition and that you have adequate utilities. Other items to check for are back taxes, title, and a property survey.Be sure to research the site’s zoning classification and those of the surround-ing properties. If zoning laws do not permit accommodation facilities, find out whether a variance or a change in zoning can be obtained.Estimate the chances for objection-able future development such as noise producers, and examine factors that could limit expansion. Also find out about expected road and highway development. Review restrictions on the placement and size of signs. Also be sure to check the asking price and tax burden because these costs will ultimately be reflected in the room rates. Analyze the deed to see if there are site easements or other restrictions.Goals of Step Six:1.Realistically evaluate yourlocation.2.Evaluate the location as a placefor you and your family.3.Determine, if appropriate, thefactors to research and verify inbuying your B&B property.4.Determine, if purchasingproperty, the specific contingen-cies to include in your contract.5.Integrate the location, building,and concept.1Even if you have already selected a locationand building, this step can help you evaluateyour choice.2Published by the Old-House Journal, 69ASeventh Avenue, Brooklyn, New York 11217.Some things to consider when choosing alocation and a building include availabil-ity of parking, attractiveness of outdoorlandscape and surrounding neighborhood,and proximity to restaurants andhighways.18Y l Step Se Develop19for different target markets. You need to develop ways to enhance the quality of the overall trip experience including (1) trip planning and anticipation, (2) travel to the B&B area, (3) the experi-ence at the B&B, (4) travel back home, and (5) recollection. Focus attention on the experience desired by the guests and also the facilities, lodging, food services, and events that will produce these experiences.Guidelines to External Pro-motionFollow these guidelines to receive the best promotion for your money:x Promote only to the marketsegments that are most likely tofind your B&B attractive andsatisfying.x Become a member of the Chamber of Commerce, the Better BusinessBureau, and the nearest Conven-tion and Visitors Bureau. Find outif you can advertise in their annualor seasonal mailings. Volunteer togive presentations on the B&Bbusiness at local clubs andcommunity gatherings. Becomeactive in civic and communitygroups and offer your home as ameeting place to build rapport andcooperation. Provide rooms forcharity auctions. Invite thecommunity to an open house.Consider purchasing advertisingspace in local Chamber ofCommerce brochures and specialtypublications on local activities suchas skiing and hunting. Whenbuying ad space, compare pricesbased on cost per thousands(CPM) of readers reached.Become the local touristpromoter and expert. Develop areputation as an involved memberof the community who providesquality, personal service at a fairprice. Help develop promotionalliterature on the history, seasonalevents, and unique features of yourcommunity. Through membershipin a national, state, and regionalB&B organization you may havethe opportunity for joint publicityand advertising.x State and regional directoriespublished by your State Depart-ment of Tourism and Bed andBreakfast Association are veryeffective.x An attractive brochure is animportant marketing tool.Relatively inexpensive brochuresneed to be developed to provideinformation about your type ofexperience, unique features,location, bathroom arrangements,getaway aspects, rules, nearbyrestaurants and recreationalactivities, and sightseeing ideas.Make sure the brochure fits into abusiness envelope, is rack size(approximately 4 inches wide by 9inches long), and has good rackvisibility. Be very careful to selectimages and words that willrepresent your B&B in an accurateand inviting manner. Unless youare a talented writer and artist, youwill need to hire professionals towrite the copy and create theartwork for the brochure. You willalso need to select a typesetter anda printer. Secure bids from severalprinters to get the best value foryour money. However, be carefulnot to sacrifice quality.Keep in mind that you will haveto review the brochure carefully ateach stage of development. Makesure important information such asroom rates and policies on depositsand credit card usage are clearlystated. The brochure can bedistributed to potential customers;other B&Bs; lobby areas ofrestaurants, hotels/motels, andhealth care facilities; travel/customer locations; appropriatepublic events, fairs, and festivals;recreation and sporting shows;local and regional retail servicebusiness firms and organizations;local funeral homes, upper-levelschools, and antique dealers.Estimate your distribution numberbased on a six-month supply. Thenobtain a printing cost for thatamount, as well as estimates foradditional quantities or reprints.x Aggressively pursue opportunitiesfor stories in newspapers2 andmagazines. Media coverage is veryimportant for new B&Bs. Sendregular news releases to national,state, and local newspapers andradio and television stations. GuestTV and radio appearancesdescribing the uniqueness of yourB&B can be extremely effective.Consider contracting with afreelance writer to develop articles To objectively evaluate your property and its architecture, imagine that you are a travelerdriving by looking for a nice place to spend an evening.20。
BUSINESS PLAN商业计划书
商业计划书XX科技股份有限公司本商业计划书属商业机密，所有权属于XX科技股份有限公司。
其所涉及的内容只限于已签署投资意向的投资者使用。
收到本计划书后，收件人应即刻确认，并遵守以下的规定：1）若收件人不希望涉足本计划书所述项目，请按上述地址尽快将本计划书完整退回；2）在没有取得XX科技股份有限公司的书面同意前，收件人不得将本计划全部或部分地予以复制、泄漏、散布；3）应该用与对待贵公司的机密文件一样的态度对待本计划书所提供的所有机密资料。
本计划书不可作为销售报价使用，也不可作为购买时的报价使用。
目录x x x公司基本情况........................................................................................................................ x xx xxx.xxxXX科技股份有限公司简介.................................................................................... x xx xxx.2 公司理念.. (6)xxx.3 治理结构 (6)xxx.4 文化建设 (6)2公司管理层 (7)2.xxx公司的组织结构 (7)2.2管理与经营 (7)2.2xxx人员编制........................................................................................................... x xx 3产品/服务............................................................................................................................ x xxxxx3.xxx核心产品一.......................................................................................................... x xxxxx3.xxxxxx服务范围................................................................................................. x xxxxx3.xxx2合作伙伴..................................................................................................... x xxxxx3.xxx3 德安永汇团队资质........................................................................................ x xx33.xxx4部分客户清单................................................................................................. x xx33.xxxxxx未来业务展望............................................................................................. x xx43.xxx6 德安永汇团队价值.................................................................................... x xxxxx3.2核心产品二系统集成、网络安全集成.............................................................. x xx63.2xxx成都德安服务范围......................................................................................... x xx63.3核心产品三教育产业网络服务平台.................................................................. x xxxxx3.3xxx发展目标及发展空间................................................................................. x xxxxx3.32教育产业网络化发展现状................................................................................. x xx93.33赢利模式............................................................................................................. x xx93.34经营竞争优势 (2xxx)3.3xxx未来发展战略 (2xxx)4研究与开发 (22)4.xxx 成立IT研发中心 (22)4.2 教育产业网络服务平台 (22)x x x行业及市场情况 (23)xxx.xxx ERP咨询实施以及商务智能决策支持系统（BI）的实施与开发服务 (23)xxx.xxxxxx业务展望 (23)xxx.xxx2行业展望 (23)xxx.xxx3行业竞争 (23)xxx.xxx4产品优势 (23)xxx.xxxxxx德安永汇团队的市场机遇 (24)xxx.2系统集成、网络安全集成 (2xxx)xxx.22业务展望 (2xxx)xxx.23行业展望与机遇 (2xxx)xxx.2xxx产品优势 (2xxx)xxx.3教育产业网络服务平台 (2xxx)xxx.3xxx行业展望及市场机遇 (2xxx)xxx.32行业竞争 (26)xxx.33产品优势 (26)6营销策略 (2xxx)6.xxx ERP咨询实施以及（BI）的实施与开发服务营销策略 (2xxx)6.2系统集成、网络安全集成营销策略 (2xxx)6.3教育产业网络服务平台营销策略 (2xxx)7项目融资说明 (29)7.xxx上市进程 (29)7.xxxxxx企业重组 (29)7.xxx2上市进程 (29)7.2 项目投资规模 (29)7.3 项目融资规模 (29)x x x财务计划 (3xxx)●盈利预测编制基础 (3xxx)●盈利预测基本假设 (3xxx)●主要预测编制说明 (32)9风险控制 (33)9.xxx经营风险 (33)9.2技术风险 (33)9.3市场风险 (33)9.4财务风险对策 (33)x x x x x x投资退出 (34)xxxxxx.xxx公司上市 (34)xxxxxx.2转售、并购 (34)xxxxxx.3回购 (34)x x x x x x结论 (3xxx)x x x公司基本情况xxx.xxxXX科技股份有限公司简介公司名称：XX科技股份有限公司（XXScience and Technology Co. Ltd.）经营范围：建筑智能系统集成、通信工程、自动化控制系统设计、施工；电子产品、计算机软硬件研制、销售；通讯器材销售及安装、调试、维修服务；实业投资；ERP软件实施和推广；电子设备销售、租赁等IT高科技领域。
Business Plan Sample
Business PlanPart 1 Executive Summary 經營綜合報告1.Objective 目標2.Mission 任務3.Key to success 成功關鍵要素Part 2 An introduction of BIZ 業務介紹1.History 歷史2.Target Group 目標群3.Marketing position 市場定位 today 今日商務狀況Service 服務Part 3 Service Description 服務介紹Product analyses產品分析Strength 強項Weakness 弊端Opportunities 機遇Threat 威脅Part 4 Market Analysis Summary 市場分析報告總結Market Segmentation 市場分割Distributing a Service 服務分配Competition and Buying Patterns 競爭與購買節奏Main Competitors 主要競爭者Part 5 Strategy & Implementation Summary 戰略及貫徹總結Market background 市場概況Market Segmentation 市場分割Market Opportunities 市場機遇（Based on the contribution rate to profit, considering potential clients preferences from survey, we focus on developing our life protection & plan or packages）Positioning Statement 市場定位描述Pricing Strategy 價格戰略/產品定價策略Promotion Strategy 推廣戰略/促銷策略Part 6 Management summary 管理綜述/管理摘要anizational structure 組織架構2.Structure analysis 架構分析3.Other solution 其他解決方案Part 7 Attachment 附件/view/2c16384d767f5acfa1c7cd06.html28 July 2011 Last updated at 00:03 ETShare this page∙Facebook∙Twitter∙Email∙PrintShare this pageRising prices have hurt EastAsia's growth, says reportRising food and fuel costs have become a hot political issue in many Asian economiesContinue reading the main storyRelated Stories∙China sees further inflation rise∙India pushes interest rates to 8%∙S Korea in surprise rate increaseRising consumer prices have hurt growth in emerging East Asian economies, the Asian Development Bank (ADB) has said.Annual growth in the region's ten largest economies moderated to 8.1%, in the first quarter of 2011, down from 8.4% in the previous three months.Consumer prices in the region have been rising due to higher food and fuel costs.East Asia is home to some the world's fastest-growing economies, including China."Inflation in many economies has risen above 10-year averages, either breaching or remaining near the upper end of central bank targets," the ADB said.As the region's economies continue to expand, domestic demand has been growing.While that has been good for growth, it also has created issues for the governments by putting pressure on inflation rates.WarningContinue reading the main story“Start Quoteexacerbate price pressures”End Quote Asian Development BankTo make matters worse for the economies, higher commodity prices have driven up the cost of essential goods across the region.The bank warned that if price growth does not slow, it could make things more difficult for the region's economies."Elevated food and commodity prices and robust domestic demand could push inflation higher yet," the bank said.Rising prices have seen many economies in the region raise interest rates in a bid to curb price growth.Tighter monetary policies have resulted in a slowdown in growth.Earlier this month, China said its economy grew by 9.5% in the three months to the end of June compared with a year earlier, down from 9.7% in the previous quarter.However, the bank said the economies will continue to take measures to tackle inflation."Authorities are expected to keep tightening monetary policy and rolling back fiscal stimulus to counter rising inflation and economic overheating," the bank said.Policy dilemmaWhile higher interest rates have been used as an effective tool by the central banks in the region to fight higher prices, they have also created a dilemma, not least because of the robust expansion.While economies in the region have been witnessing rapid growth, developed countries such as the US and in Europe are going through tough times.The central banks in these economies have cut interest rates to historic lows in an attempt to boost growth.The bank said this "two-paced" global economy had resulted in investors flocking to the region's economies looking for better returns, putting further pressure on inflation.exacerbate price pressures," it said.The bank said that not only is the inflow of funds creating problems with consumer prices, it poses a serious threat to the overall economic growth."Large capital flows could also destabilize the real economy," it said.Investors have been wary of entering the developed markets in recent times, given the uncertainty surrounding the debt issues in various countries.However, the bank warned that as the situation in those economiesimproves, investors may pull out of the region, thus hurting growth."Changes in risk sentiment could bring sudden capital flow reversals,damaging the region's growth prospects," it warned.27 July 2011 Last updated at 16:46 ETShare this page∙Facebook∙Twitter∙Email∙PrintShare this pageUS economic growth slows,says Federal ReserveExcluding orders for transportation equipment, durable goods orders increased slightlyContinue reading the main storyUS Economy∙Q&A: US debt deadline∙Geithner confident of debt deal∙Republican cuts plan voted down∙Used home sales fall in JuneUS economic growth has slowed in recent weeks due to ongoing troubles in the housing and labour markets, a report from the Federal Reserve suggests."Economic activity continued to grow; however, the pace has moderated in many districts," the Fed said in its influential Beige Book.Earlier, figures showed new orders for US big manufactured goods fell in June.Together with ongoing concerns about the US debt ceiling, the figures helped push US markets sharply lower.The main Dow Jones index fell 199 points, or 1.6%, to 12,303, dragging European markets down with it.US lawmakers are currently at a stand-off in negotiations to raise the government debt ceiling.Consumer spendingThe Fed said residential property activity was "little changed and remained weak", while employment conditions "remained soft".Severe flooding and droughts had also hit the agriculture sector, it said.However, the Fed did say that consumer spending and manufacturing activity had increased overall.The Beige Book, compiled eight times a year and used to help set interest rates, is based on a survey of business views from around the US.Orders slumpEarlier, figures showed that new orders for US manufactured goods fell in June due to a sharp drop in transport equipment and, in particular, civil aircraft.Orders for so-called durable goods fell by $4bn (£2.4bn) or 2.1% to $192bn in the month, the Commerce Department said.An 8.5% or $4.2bn fall in transport goods orders accounted for the drop.Orders for commercial aircraft and parts slumped by almost 30%, while those for defence planes and parts fell 20%.Excluding transport, new orders rose by 1%.June is the second month in the past three months that durable goods orders have fallen, with analysts pointing to the disruption in supply chains caused by March's earthquake and tsunami in Japan as one cause.Uncertainty over the outlook for the US economy is another, they say."We're getting confirmation that this is more than just a soft patch in the first part of the year, that it's a more fundamental slowdown triggered in part by the political environment and jittery markets," said Michelle Meyer at Bank of America Merrill Lynch.Le Mans: Ultimate test for Swiss hybridBy Theo Leggett Business reporter, BBC NewsHope Racing will be using its car to show off new hybrid technologyAs two of the biggest names in motoring prepare to do battle at the Le Mans 24-hour race this weekend, what chance does a hybrid car stand in the race? One small manufacturer will be finding out.The 24 Hours of Le Mans has a fearsome reputation.Forbiddingly dangerous and uniquely punishing to both man and machine, it is a motor race like no other.First held on the outskirts of the French town in 1923, it was designed as a test of endurance, giving manufacturers a stage on which to show off the speed and reliability of their latest designs.Today the race is big business. A quarter of a million people attend each year to watch cars compete at speeds of up to 200mph.Le Mans still attracts major manufacturers, who are willing to spend tens of millions of dollars in pursuit of the sporting cachet that victory can bring. This year the race is likely to boil down to a straight fight between Audi and Peugeot. Both have won the race before - in Audi's case nine times - and the competition between them is ruthless.Hybrid hopePeugeot sees Audi as its main rival this yearBut for some teams at Le Mans, winning isn't everything. Indeed, it is such a remote prospect that it barely merits a mention. Yet they still have sound commercial reasons for taking part.One such team is Hope Racing, a tiny operation based in the Swiss town of Gruyere - a region rather more famous for its cheese than its engineering. It has just 12 full-time employees and a relatively paltry budget of $6.5m (£4m).But it is about to do something the big manufacturer teams have never done. When the race starts on Saturday it will become the first team to compete at Le Mans using a hybrid car.Hybridisation is an area into which car manufacturers are ploughing huge amounts of research and development money, as they attempt to comply with ever stricter fuel efficiency and emissions laws.Hybrids come in many forms, but the central aim is constant: to reduce fuel consumption by harvesting energy that would normally be wasted - for example under braking - and using it later to power the car.For Hope Racing's directors, engineer Benoit Morand and financierJean-Marie Brulhart, the opportunity to become the first team to use a hybrid at Le Mans was not to be missed."We wanted to do something different", says Mr Morand."For a small team like ours, getting funding, getting sponsorship for a normal car is difficult, especially in Switzerland."Commercial appealBy using a hybrid, the team hopes to attract backers who want to show off their environmental credentials. But it has other plans as well."We all know that if motorsport is to survive it needs to do more to save fuel and protect the environment," says Mr Morand.Continue reading the main story“Start QuoteMotorsport is a very dynamic environment, things happen v ery quickly”End Quote Jon Hilton Flybrid Systems"So we have set up a company, SwissHytech, to build the engines which go with the hybrid system, and our goal is to make money by selling those engines to other motorsport teams."The hybrid technology which Hope Racing is using is supplied by Flybrid Systems, a British company based at the Silverstone Grand Prix circuit.It has developed a Kinetic Energy Recovery System, or Kers, which uses a lightweight flywheel to store energy under braking, before releasing it to boost the power of the engine under acceleration.The mechanism was designed for Formula One but it is being adapted for use on the road. The goal is to provide a boost in performance while significantly reducing fuel consumption.The company already has contracts with a number of car manufacturers, including Jaguar and Volvo, while other versions are being prepared for use in buses, trucks and mechanical diggers.According to managing partner Jon Hilton, the company can learn a great deal from taking the system back to the track."Motorsport is a very dynamic environment, things happen very quickly," he says. "It's a great way of developing new technology before we bring it through to road cars.New technology"The system we are using at Le Mans contains new technology that hasn't been run before anywhere else."Le Mans will be a test for this new technologyYou might think that systems developed on the race track would be destined only for the most sporty, high performance vehicles. But in fact that is not the case."We think the technology we're trying at Le Mans will end up being the lower cost, mass production solution for small road cars," says Mr Hilton. "That's a segment of the market which has been relatively untapped so far. Most hybrids are quite big, expensive cars - so we see a big opportunity there."It might seem strange to test technology destined for everyday shopping cars on a 200mph racing rocketship. But according to Flybrid, the two have more in common than you might think."The parallels are really very close," says Jon Hilton, "at least in terms of the total amount of energy you store. The specifications are very similar".So like its partner, Hope Racing, Flybrid has solid business reasons for taking part in the Le Mans 24 Hours, which go well beyond a simple love of racing. And if the technology works, then it may not be long before the driver of even the most humble run-around can claim his car has competition DNA, developed in the most gruelling motor race of them all..。
Business-plan-template 全英商业计划书模板
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 not 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 finished 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 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 is why you’re 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 assumptions. 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 presented 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 needed 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 Financial 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 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 personnel?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 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 summary (6)2.Introduction to the Company and its Management (7)2.1Company Overview (7)2.2Organisational Structure (7)2.3The Management Team (7)2.4Advisory Board (7)2.5Proposed Management Compensation (7)2.6Headcount Forecast (7)3.Products and Services Description (8)3.1Products and Technologies Introduction (8)3.2Detailed Development Plan (8)3.2.1Product Roadmaps (8)3.2.2Development Stages (8)3.3Future Applications (8)4.Marketing Analysis (9)4.1Market Trend (9)4.2Market Segmentation (10)4.3Market Gap (Unique Selling Point) (10)4.4Competitive Analysis (10)5.Business Model (12)5.1Core Competence (12)5.2SWOT Analysis (12)5.3Marketing Plan (12)5.4Sales Forecast (14)5.4.1Realistic Scenario (15)5.4.2Optimistic Scenario (15)5.4.3Pessimistic Scenario (15)6.Risk Analysis and Management (16)6.1Technical Risk (16)6.1.1Technology Safety (16)6.1.2Product Quality (16)6.1.3Delay (16)6.2Competition Risk (16)6.3Management of Growth (17)6.4Market Risk (17)7.Financial Plan (18)7.1Summary of Assumptions (18)7.1.1Revenue (18)7.1.2Direct Variable Costs (18)7.1.3Fixed Asset Investment (18)7.1.4Human Resources (18)7.1.5Services Rendered by 3rd Party (18)7.1.6Infrastructure and Operational Costs (18)7.1.7Marketing (18)7.1.8Tax (18)7.2Break-Even Position (18)7.3Projected profits (19)7.4Investment and Return (19)7.5Financial Statements (19)8.Business Feasibility and Impact in the UK and China (20)9.References (21)10.Appendices (22)Executive summaryWrite this section 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 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 can be used if they identify the purpose of each paragraph. (example below)Company and Management (Team)Product/Service DescriptionMarket AnalysisCompany StrategyRisk AnalysisFinancial PlanInvestment PropositionIntroduction to the Company and its Management2.1 Company OverviewWhat business will 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 StructureIf you’ll 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 TeamWho 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 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)Products and Services Description3.1 Products and Technologies IntroductionDescribe 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 quality or unique or proprietary features.What are the cost, fee or commission structures of your products or services?Don’t 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 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 ApplicationsList and describe potential applications.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. 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 published 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.Primary 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 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 industry. 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 think you will be a major factor in the market.)Current demand in target market.Trends in target market—growth trends, trends in consumer preferences, and trends inproduct development.4.2 Market SegmentationShow the understanding of the market segments (sizes, volume growth, revenue growth)4.3 Market 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 companies 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 different 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, you 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 here. 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 firm's strong and weak 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 analysisNow, write a short paragraph stating your competitive advantages and disadvantages.Business ModelHow will you develop your company, 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, skills, and strengths do you personally bring to this new venture?5.2 SWOT AnalysisStrength: Cost, size, energy saving, eco-friendly, robustness, future development…Weakness: Immature, suppliers…Opportunities: Political Opportunities, market opportunities, co-operation opportunities.Threats: Competitors, 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 very 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 will 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 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 method 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 competitive analysis?Compare your prices with those of the competition. Are they higher, lower, the same? Why?How important is price as a competitive factor? Do your intended customers really make their purchase decisions mostly on price?What will be your customer service and credit policies?PromotionHow will you get the word out to customers?Advertising: What media, why, and how often? Why this mix and not some other?Have you identified low-cost methods to get the most out of your promotional budget?Will you use methods other than paid advertising, such as trade shows, catalogs, dealer incentives, word of mouth (how will you stimulate it?), and network of friends or professionals?What image do you want to project? How do you want customers to see you?In addition to advertising, what plans do you have for graphic image support? This includes things like logo design, cards and letterhead, brochures, signage, and interior design (if customers come to your place of business).Should you have a system to identify repeat customers and then systematically contact them?Promotional BudgetHow much will you spend on the items listed above?Before startup? (These numbers will go into your startup budget.)Ongoing? (These numbers will go into your operating plan budget.)Proposed Location/PlaceProbably you do not have a precise location picked out yet. This is the time to think about what you want and need in a location. Many startups run successfully from home for a while.You will describe your physical needs later, in the Operational Plan section. Here, analyze your location criteria as they will affect your customers.Is your location important to your customers? If yes, how?If customers come to your place of business:Is it convenient? Parking? Interior spaces? Not out of the way?Is it consistent with your image?Is it what customers want and expect?Where is the competition located? Is it better for you to be near them (like car dealers or fast-food restaurants) or distant (like convenience-food stores)?Distribution ChannelsHow do you sell your products or services?Retail, Direct (mail order, Web, catalog), Wholesale, Your own sales force, Agents, Independent representatives, Bid on contracts5.4 Sales ForecastNow that you have described your products, services, customers, markets, and marketing plans in detail, it’s time to attach some numbers to your plan. Use a sales forecast spreadsheet to prepare a quarter-by-quarter projection. The forecast should be based on your historical sales, the marketing strategies that you have just described, your market research, and industry data, if available.You may want to do two forecasts: 1) a "best guess", which is what you really expect, and 2) a "worst case" low estimate that you are confident you can reach no matter what happens.Remember to keep notes on your research and your assumptions as you build this sales forecast and all subsequent spreadsheets in the plan. This is critical if you are going to present it to funding sources.5.4.1 Realistic Scenario5.4.2 Optimistic Scenario5.4.3 Pessimistic ScenarioRisk Analysis and Management6.1 Technical Risk6.1.1 Technology SafetySafety issue involved in the technology used and proposed solutions.6.1.2 Product QualityWhat are the quality issues proposed solutions6.1.3 DelayWhat delays are likely to happen at which stage and proposed solutions.6.2 Competition RiskWhat are the competition risks from existing and new comers and proposed solutions, such as IP protection, development of new technologies.What barriers to entry do you face in entering this market with your new company? Some typical barriers are:High capital costsHigh production costsHigh marketing costsConsumer acceptance and brand recognitionTraining and skillsUnique technology and patentsUnionsShipping costsTariff barriers and quotasAnd of course, how will you overcome the barriers?How could the following affect your company?Change in technologyChange in government regulationsChange in the economyChange in your industry6.3 Management of GrowthHow will the company manage its own growth and problems resulted.6.4 Market RiskMarket risks (such as cost fluctuation) and proposed solutions.Financial PlanYour financial will come from a sales forecast in which you forecast sales, cost of goods sold, expenses, and profit month-by-month for one year.Profit projections should be accompanied by a narrative explaining the major assumptions used to estimate company income and expenses.Research Notes: Keep careful notes on your research and assumptions, so that you can explain them later if necessary, and also so that you can go back to your sources when it’s time to revise your plan.Tables and figures are encouraged.7.1 Summary of AssumptionsList assumptions made for financial projection. (break-even calculation)Below are the costs, revenue and investments for the cash flow.7.1.1 Revenue7.1.2 Direct Variable Costs7.1.3 Fixed Asset Investment7.1.4 Human Resources7.1.5 Services Rendered by 3rd Party7.1.6 Infrastructure and Operational Costs7.1.7 Marketing7.1.8 Tax7.2 Break-Even PositionA break-even analysis predicts the sales volume, at a given price, required to recover total costs. In other words, it’s the sales level that is the dividing line between operating at a loss and operating at a profit.Expressed as a formula, break-even is:Breakeven Sales = Fixed Costs1- Variable Costs(%)(Where fixed costs are expressed in dollars, but variable costs are expressed as a percent of total sales.)7.3 Projected profitsMany hi-tech business owners think of the 5 year profit and loss projection as the centerpiece of their plan. This is where you put it all together in numbers and get an idea of what it will take to make a profit and be successful.7.4 Investment and ReturnExplain how the company will be financed, three rounds for example. Describe the targeted investors, how much is needed, how much share the company is willing to exchange (with conditions), and how the investment will be spent. (A table is normally used to summarize the proposal.)7.5 Financial StatementsA balance sheet is one of the fundamental financial reports that any business needs for reporting and financial management. A balance sheet shows what items of value are held by the company (assets), and what its debts are (liabilities). When liabilities are subtracted from assets, the remainder is o wners’ equity.Use a startup expenses and capitalization spreadsheet as a guide to preparing a balance sheet at the end of each year for 5 years. Then detail how you calculated the account balances on your opening day balance sheet.Business Feasibility and Impact in the UK and ChinaYour ability to identify the viability of your business both in the UK and China are crucial to the success of your business.How can your business best leverage both the resources of the UK and China? Why would your business benefit from the current business climate in China and UK?What are the culture specific considerations of your technology/service?How will the technology/services benefit the UK and the Chinese society as a whole?China and the UK both have their own concerns and strengths. How the company is going to use Chin a and UK’s strengths, not the weaknesses.China’s Demands (Government policy)China’s Strength (Manufacturing capability and market size)UK Demands (Government policy, concern on spending cuts etc.)UK Strengths (Research Ability, good IP protection, European market)ReferencesAppendicesInclude details and studies used in your business plan. For example: Brochures and advertising materialsIndustry studiesBlueprints and plansMaps and photos of locationMagazine or other articlesDetailed lists of equipment owned or to be purchasedCopies of leases and contractsLetters of support from future customersAny other materials needed to support the assumptions in this plan Market research studiesList of assets available as collateral for a loan。
businessplan商务英语范文(汇总6篇)
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Sample Business Plan
New Essence Sunglasses shop(online)Business planCOURSE:…………..STUDENT:…………CFS E-mail:………STUDENT NO.:……DA TE:…………Table of Contents1BusinessDescription (2)1.1Companydescription (2)1.2Goals and Objectives (2)2. Products and Services (2)2.1Product/Service Description (2)2.2 Unique Features or Proprietary Aspects of Product/Service............ (3)3. The Market (4)3.1 Market Analysis (4)4.Operations (4)4.1 operations of Strategy (4)4.2 Location (5)4.3 Personnel (5)4.4 suppliers (5)5. Financial and Funding Request5.1start-up Funds (5)5.2Capital Requirements (6)5.4 Projected Profit and Loss (7)Reference (8)New Essence sunglasses online shop was established in 2009. Only one owner run a new online shop in united kingdom. The shop has multiple design, sourcing and supply chain experience across a wide range of brands1 背景和原因导致选择即商机. We supply various kinds of optical frames, sunglasses, which are made of stainless steel, monel, memory metal, aluminum, titanium and so on商品可以提供什么.(1) What‟s more, we focused on brand integrity, design excellence and product quality给产品的定位是给什么档次的人和本残品致力于什么. On the foundation of getting the ISO 9001:2000 quality management certificate, we will do our best to make the prefect products for you需要什么照. We always make a effort to satisfy our customers and hope we build long term relationship through trust and honesty.起誓发愿Our aim is offer a wide range of stylish, fashionable glasses at affordable prices for customers. We supply the same goods which are all cheaper than that the market in the local. We wanted the company own a huge power of national company that meant people can buy more affordable products from our company.We service more than 1000 styles of sunglasses on line, from our 10 pound range to the new designer brands. All the glasses come with professional treatment and through the second single vision text. You can view them online and if you buy more than 3pair, we will get you 5% discount .we want you to be happy to choose your glasses in New Essence. We will guarantee your statutory rights are not affects. If you have any questions, you can ask by the e-mail or make a call. We will try our best to contrast you as soon as possible (within 3 days).We promise that you buy one of the New Essence sunglasses which only have 99 pair (3 colors)in the world that make you seen more unique. We have copyright that means Majority of products are designed by our shop special designers who have more than 3 years experiences.In the United Kingdom eyewear market, the demand of glasses is increasing. The UK sunglasses market is so difficult to quantify and the size of the market is quiet disputed through the business trade. Majority of optical goods were supplied as spectacles‟ or prescription sunglasses which is non-brand and own-label in disorder market. And the worldwide Sunglasses market is usually focus on major segment, price and function and the two main segments is premium and value. The premium is increasing very quickly than the value. What …s more, the UK sunglasses market was worth ￡225 million in 2007, a rise in value of 2% since Mintel examined the market.(2) sunglasses have two opportunity segments: one is wearing sunglasses can protects your eyes from the risk of the sun and the johns Hopkins Wilmer eye institute was said that “we are only just beginning to realize that the risks from ultraviolet B radiation may be greater than we ever thought”(3) so ,people would like to buy a sunglasses to protect their eyes. Other is let you seen more fashion and unique for your own style .Our products will fits general public, because we own unique design and affordable price in the UK market.Our business will be easy to operate, because we just need few computers and stuffs to run the business. We will make delivery of goods from manufactory directly.4.2New Essence sunglasses shop locates on Ebay in UK .Ebay was established in 1995 which has become the world …s largest e-place to buy and to sell. We would sale sunglasses by mail in UK.4.3PersonnelSalesperson: Alex and BalletAccountancy: DanaDeliver man :DavidWeb updates: HelenServices :AishaEssence manufactory was established in 1990s ,the one of the professional eyewear manufactory , is the main suppliers to our online shop .they would supply more than 1000 styles and fashion sunglasses to us every seasons.New Essence sunglasses shop…s financi al will come from two part:(1)own money is 30,000.00 (2)bank loans which the total amount requires $ 32,000.00Table: Start- upStart-upStart-up Expenses （per year ）1 office rent ￡300 * 12=￡36002 laborage ￡80000*15%=12000 （the percent of laborage of profit in China in general is 15%）3 office equipments (advanced) ￡2000 ~￡2500 Total Start-up Expenses ￡17850Start-up AssetsCash Required ￡60000 Start-up Inventory 45*￡500 =￡22500（we need 30 ~50 computers ,per computer is 500pounds）Other Current Assets ￡80000 （including to pay fixed frees ,along with taxes ）Total Assets￡162500Total Requirements ￡180350 ~ ￡2000005.2Capital RequirementsTotal capital requirement : ￡180350 ~ ￡200000Bank loan : nillOwn capital: ￡120000Per friend（total 3）：￡200005.4 Projected Profit and LossNew Essence sunglasses online shop will increase their sales by nearly 28% year by year. We maybe face the potential problem which too much goods need to send and no enough stuffs to support that.Table: Profit and LossPro Foma Profit and LossFY2009 FY 2010 FY2011 Sales $63,000 $71,000 $65,000Direct Cost of Sales $10,000 $8,000 $7,000 Other Costs of Sales $5,000 $ 3,000 $1,000Total Costs of Sales $15,000 $11,000 $8,000Gross Margin $48,000 $58,000 $57,000 Gross Margin % 76.19% 81% 87.69%ExpensesPayroll $5,000 $2,000 $3,000 Expense2 $1,000 $8,00 $7,00 Depreciation $2,00 $200 $200 Rent $2,800 $2,800 $2,800 Utilities $8,000 $8,000 $8,000 Insurance $3,000 $4,000 $5,000 Payroll Taxes $2,000 $3,000 $2,000 Other $19,000 $ 23,000 $24,000Total Operating Expenses $44,000 $43,800 $45700Profit Before Interest and Taxes $4,000 $14,200 $11,300 EBITDAInterest Expense $5,00 $700 $850 Taxes Incurred $630 $710 $721Net Profit $5,870 $12,790 $9,729Net Profit/Sales $5,870 $12,790 $9,729References:1.Shenzhen essence eyewear M.F.Y ,introduction/en/aboutus.aspx [accessed on .......]2.[report]UK sunglasses market research, trends, analysis ,December 2008 ,published by mintel international group ltd./study/mt78465-sunglasses-uk.html [accessed on .....] 3.why sunglasses aren‟t just for posing,2009/health/article-49097/Why-sunglasses-arent-just-posing.ht ml [accessed on .......]4.Eyewear picture/show/1/12/b7f2ee05df910312.html [accessed on ......]5.the eyewear company,2007.au/page.php?pid=1[accessed on ……]6.specsaver history/about/history/[accessed on …….]7.specsaver .2009/ [accessed on …….]8.research and markets: global eyewear market report with focus on contact lenses and sunglasses,/Research+and+Markets:+Global+Eyewear+Market+R eport+With+Focus+on...-a0189813314 [accessed on …….]9.market size and trends/sunglasses-information/Market-Size-and-Trends.as p [accessed on ..........]。
商业计划工具包(英文版)(ppt 43页)
• What is most unique about your business idea ?
◇ Feasibility and Profitability
– Consider feasibility (legal constraints, time/resource limits, etc)
– Calculate overall profitability (simple cash flow, etc)
• How is your business system innovative ?
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Clear customer Market of
value
adequate size
Feasibility and profitability
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Sufficient degree of innovation
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What is a business plan
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What is a business plan
¶Role of a business plan in new business development process
A business plan can be defined as the intermediary stage before a business idea can actually be
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What is a business plan
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What is a Business Plan?
What Should Your Business Plan Include?
An Introduction to Your Plan
Who You Are and What Your Business Does
Industry, Competitors and Business Strategy
Financials – Past, Present and Future
Other Supporting Documents
Checklist for Application of New Banking Facilities
The 5Cs of Credit
1. Character
2. Capital
3. Capacity
4. Conditions
5. Collateral
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Not Overdue In Other Loan /
Financing Repayments
No Bankruptcy Issues
No Bounced Cheques
Up-To-Date Audited Accounts
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next
A Written Plan Outlining :
1.
2. Your Vision / Objectives
How The Business Is To Be Managed
To Achieve These Objectives
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prev.
An Introduction to Your Plan
Who You Are and What Your Business Does
Industry, Competitors and Business Strategy
Financials – Past, Present and Future
Other Supporting Documents
1.2.3.4.5.next
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1. An Introduction to Your Plan
Financing Request
Reasons for Future Success
Contact Details
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prev.Type
Amount
Purpose
Repayment
2. Who You Are & What Your Business Does
Background & History
Business & Product
A description of your product(s), pictures / samples
Directors & Management Profile
Organisation Chart, Track Record
Business Cycle
Your buyers and sellers
The terms of your business dealings
Production Process
The processes involved in producing your Product(s), Production
Capacity, Volume, etc.
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3. Industry, Competitors & Business Strategy
Industry Overview
Describe the industry you operate in and how your business fits in this industry Who Your Competitors Are
The Factors That Will Ensure Your Success
What Is Your Business Strategy
Briefly describe your unique value proposition. For example, lower cost hence better value for money, your focus on niche markets allows your expertise to flourish, etc.
Sales & Marketing Strategies
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prev.Strengths
Opportunities Weaknesses Threats
4. Financials – Past, Present & Future
3 Years’ Historical Audited Accounts
Latest Management Accounts
Future Projections – At Least 1 Year
Bank Statements & Loan Statements
Repayment Record
Cashflow Management
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5. Other Supporting Documents
Memorandum & Articles (M&A) or Business Registration (Form A & D), Business License & Partnership Agreement
Registrar of Companies (ROC) Forms Creditors’ & Debtors’ Details & Ageing Completed Contracts, Contracts In Hand The Collateral Offered
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prev.Form 9
Form 24
Form 49
Annual Return
Table of Contents
prev.end。