Businessplantemplate全英商业计划书模板
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 (9)3.1Products and Technologies Introduction (9)3.2Detailed Development Plan (9)3.2.1Product Roadmaps (9)3.2.2Development Stages (9)3.3Future Applications (9)4.Marketing Analysis (10)4.1Market Trend (10)4.2Market Segmentation (11)4.3Market Gap (Unique Selling Point) (11)4.4Competitive Analysis (11)5.Business Model (13)5.1Core Competence (13)5.2SWOT Analysis (13)5.3Marketing Plan (13)5.4Sales Forecast (16)5.4.1Realistic Scenario (16)5.4.2Optimistic Scenario (16)5.4.3Pessimistic Scenario (16)6.Risk Analysis and Management (17)6.1Technical Risk (17)6.1.1Technology Safety (17)6.1.2Product Quality (17)6.1.3Delay (17)6.2Competition Risk (17)6.3Management of Growth (18)6.4Market Risk (18)7.Financial Plan (19)7.1Summary of Assumptions (19)7.1.1Revenue (19)7.1.2Direct Variable Costs (19)7.1.3Fixed Asset Investment (19)7.1.4Human Resources (19)7.1.5Services Rendered by 3rd Party (19)7.1.6Infrastructure and Operational Costs (19)7.1.7Marketing (19)7.1.8Tax (19)7.2Break-Even Position (19)7.3Projected profits (20)7.4Investment and Return (20)7.5Financial Statements (20)8.Business Feasibility and Impact in the UK and China (21)9.References (22)10.Appendices (23)1.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 Proposition2.Introduction to the Company and its Management2.1Company 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.2.2Organisational 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.2.3The 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?2.4Advisory BoardList members of management advisory board and their short resume/CV.2.5Proposed Management CompensationIf the management team are willing to reduce their compensation in the first year of business2.6Headcount ForecastNumber of employees of each departments and the total in the next 5 years. (tables preferred)3.Products and Services Description3.1Products 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.3.2Detailed Development Plan3.2.1Product 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)3.2.2Development StagesWrite down the stages used to measure the stepping successes (deliverables, milestones) of the whole company according to the development plan.3.3Future ApplicationsList and describe potential applications.4.Marketing AnalysisNo matter how good your products and services are, the venture cannot succeed without effective marketing. This begins with careful and systematic research. It is very dangerous to assume that you already know about your intended market. 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.4.1Market 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 bea major factor in the market.)Current demand in target market.Trends in target market—growth trends, trends in consumer preferences, and trends in product development.4.2Market SegmentationShow the understanding of the market segments (sizes, volume growth, revenue growth)4.3Market 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.4.4Competitive 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.5.Business ModelHow will you develop your company, through alliance and co-development or …?List and explain them step by step.5.1Core 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?5.2SWOT 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.5.3Marketing 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 thebenefits. 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 OperationalPlan 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 contracts5.4Sales 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.5.4.1Realistic Scenario5.4.2Optimistic Scenario5.4.3Pessimistic Scenario6.Risk Analysis and Management6.1Technical Risk6.1.1Technology SafetySafety issue involved in the technology used and proposed solutions.6.1.2Product QualityWhat are the quality issues proposed solutions6.1.3DelayWhat delays are likely to happen at which stage and proposed solutions.6.2Competition 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 industry6.3Management of GrowthHow will the company manage its own growth and problems resulted.6.4MarketRiskMarket risks (such as costfluctuation) and proposed solutions.7.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.7.1Summary of AssumptionsList assumptions made for financial projection.(break-even calculation)Below are the costs, revenue and investments for the cash flow.7.1.1Revenue7.1.2Direct Variable Costs7.1.3Fixed Asset Investment7.1.4Human Resources7.1.5Services Rendered by 3rd Party7.1.6Infrastructure and Operational Costs7.1.7Marketing7.1.8Tax7.2Break-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 di viding 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.)7.3Projected 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.7.4Investment 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.)7.5Financial 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 astartup 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.8.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 China and UK’s strengths, not the weaknesses.China’s Demands (Gove rnment 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)9.References10.AppendicesInclude 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 planMarket research studiesList of assets available as collateral for a loan我也始终相信，你每天的认真付出总会有回报，生命不息，努力不止，好运总会来！我不信命，因为我的命掌握在自己手中！。
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 atthe 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 particul ar 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 (9)3.1Products and Technologies Introduction (9)3.2Detailed Development Plan (9)3.2.1Product Roadmaps (9)3.2.2Development Stages (9)3.3Future Applications (9)4.Marketing Analysis (10)4.1Market Trend (10)4.2Market Segmentation (11)4.3Market Gap (Unique Selling Point) (11)4.4Competitive Analysis (11)5.Business Model (13)5.1Core Competence (13)5.2SWOT Analysis (13)5.3Marketing Plan (13)5.4Sales Forecast (16)5.4.1Realistic Scenario (16)5.4.2Optimistic Scenario (16)5.4.3Pessimistic Scenario (16)6.Risk Analysis and Management (17)6.1Technical Risk (17)6.1.1Technology Safety (17)6.1.2Product Quality (17)6.1.3Delay (17)6.2Competition Risk (17)6.3Management of Growth (18)6.4Market Risk (18)7.Financial Plan (19)7.1Summary of Assumptions (19)7.1.1Revenue (19)7.1.2Direct Variable Costs (19)7.1.3Fixed Asset Investment (19)7.1.4Human Resources (19)7.1.5Services Rendered by 3rd Party (19)7.1.6Infrastructure and Operational Costs (19)7.1.7Marketing (19)7.1.8Tax (19)7.2Break-Even Position (19)7.3Projected profits (20)7.4Investment and Return (20)7.5Financial Statements (20)8.Business Feasibility and Impact in the UK and China (21)9.References (22)10.Appendices (23)1. 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 Proposition2. Introduction 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)3. 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, feeor 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.4. Marketing AnalysisNo matter how good your products and services are, the venture cannot succeed without effective marketing. This begins with careful and systematic research. It is very dangerous to assume that you already know about your intended market. 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 in product 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.5. 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 thebenefits. 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 OperationalPlan 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 i n 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 Scenario6. Risk 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 MarketRiskMarket risks (such as costfluctuation) and proposed solutions.7. 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 astartup 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.8. 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 Ch ina 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)9. References10. AppendicesInclude 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。
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 contentsExecutive summary (7)2. .......................................................................................... Introduction to the Company and its Management 82.1C ompany Overview (8)2.2O rganisational Structure (8)2.3T he Management Team (8)2.4A dvisory Board (8)2.5P roposed Management Compensation (8)2.6H eadcount Forecast (8)3. ................................................................................................................. Products and Services Description 103.1P roducts and Technologies Introduction (10)3.2D etailed Development Plan (10)3.2.1 ..................................................................................................................................... Product Roadmaps103.2.2 ...................................................................................................................................Development Stages103.3F uture Applications (10)4. ..................................................................................................................................... Marketing Analysis 114.1M arket Trend (11)4.2M arket Segmentation (12)4.3M arket Gap (Unique Selling Point) (12)4.4C ompetitive Analysis (12)5. .......................................................................................................................................... Business Model 145.1C ore Competence (14)5.2S WOT Analysis (14)5.3M arketing Plan (14)5.4S ales Forecast (17)175.4.2 .................................................................................................................................... Optimistic Scenario175.4.3 ................................................................................................................................... Pessimistic Scenario176. ..................................................................................................................... R isk Analysis and Management 186.1T echnical Risk (18)6.1.1 ...................................................................................................................................... Technology Safety186.1.2 .......................................................................................................................................... P roduct Quality186.1.3 ......................................................................................................................................................... D elay186.2C ompetition Risk (18)6.3M anagement of Growth (19)6.4M arket Risk (19)7. ............................................................................................................................................. F inancial Plan 207.1S ummary of Assumptions (20)7.1.1 .................................................................................................................................................... Revenue207.1.2 .................................................................................................................................. Direct Variable Costs207.1.3 ............................................................................................................................... F ixed Asset Investment207.1.4 ...................................................................................................................................... Human Resources207.1.5 .................................................................................................................... Services Rendered by 3rd Party207.1.6 ........................................................................................................... Infrastructure and Operational Costs207.1.7 .................................................................................................................................................. M arketing20207.2B reak-Even Position (20)7.3P rojected profits (21)7.4I nvestment and Return (21)7.5F inancial Statements (21)8. ......................................................................................... B usiness Feasibility and Impact in the UK and China 229. ................................................................................................................................................ References 2310.A ppendices (24)1.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 Proposition2.Introduction to the Company and its Management2.1Company 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.2.2Organisational 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.2.3The 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?2.4Advisory BoardList members of management advisory board and their short resume/CV.2.5Proposed Management CompensationIf the management team are willing to reduce their compensation in the first year of business2.6Headcount ForecastNumber of employees of each departments and the total in the next 5 years. (tables preferred)3.Products and Services Description3.1Products 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.3.2Detailed Development Plan3.2.1Product 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)3.2.2Development StagesWrite down the stages used to measure the stepping successes (deliverables, milestones) of the whole company according to the development plan.3.3Future ApplicationsList and describe potential applications.4.Marketing AnalysisNo matter how good your products and services are, the venture cannot succeed without effective marketing. This begins with careful and systematic research. It is very dangerous to assume that you already know about your intended market. 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.4.1Market 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 in product development.4.2Market SegmentationShow the understanding of the market segments (sizes, volume growth, revenue growth)4.3Market 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.4.4Competitive 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.5.Business ModelHow will you develop your company, through alliance and co-development or …?List and explain them step by step.5.1Core 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?5.2SWOT 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.5.3Marketing 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 contracts5.4Sales ForecastNow that you have described your products, services, customers, markets, and marketing plans in det ail, 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.5.4.1Realistic Scenario5.4.2Optimistic Scenario5.4.3Pessimistic Scenario6.Risk Analysis and Management6.1Technical Risk6.1.1Technology SafetySafety issue involved in the technology used and proposed solutions.6.1.2Product QualityWhat are the quality issues proposed solutions6.1.3DelayWhat delays are likely to happen at which stage and proposed solutions.6.2Competition 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 industry6.3Management of GrowthHow will the company manage its own growth and problems resulted.6.4Market RiskMarket risks (such as cost fluctuation) and proposed solutions.7.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.7.1Summary of AssumptionsList assumptions made for financial projection. (break-even calculation)Below are the costs, revenue and investments for the cash flow.7.1.1Revenue7.1.2Direct Variable Costs7.1.3Fixed Asset Investment7.1.4Human Resources7.1.5Services Rendered by 3rd Party7.1.6Infrastructure and Operational Costs7.1.7Marketing7.1.8Tax7.2Break-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.)7.3Projected 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.7.4Investment 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.)7.5Financial 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.8.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 China and UK’s strengt hs, 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)Include 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 青山埋白骨，绿水吊忠魂。
Business-plan-template 全英商业计划书模板【范本模板】
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。
Business-plan-template-全英商业计划书模板
BusinessplanforanewbusinessThebusinessplanconsistsofanarrativeandseveralfinancialworksheets.Thenarrativetemplateisthek eytothebusinessplan.Itcontainsmorethan150questionsdividedintoseveralsections.Omitanyquesti onsthatdonotapplytoyourtypeofbusiness.Whenyouhavefinishedwritingyourfirstdraft,youwillhavea collectionofsmallessaysonthevariousaspectsofthebusinessplan.Thenextstageistoeditthemintoas mooth-flowingnarrative.Therealvalueofcreatingabusinessplanisnotinhavingthefinishedplaninyourhand;rather,thevaluelies intheprocessofresearchingandthinkingaboutyourbusinessinasystematicway.Theactofplanninghel psyoutothinkthingsthroughthoroughly,studyandresearchifyouarenotsureofthefacts,andlookatyour ideascritically.Ittakestimenow,butwillhelpavoidcostly,perhapsdisastrous,mistakeslater.Thisbusinessplanisaspecificmodelsuitableforhigh-techbusinesses.Beforeyoubegin,lookatthe1st section Tailoringtheplan.Ithastipsforfine-tuningyourplantomakeaneffectivepresentationtoinvestors.Ifthisiswhyyou’recreatingyourplan,payp articularattentiontoyourwritingstyle.Youwillbejudgedbythequalityandappearanceofyourworkaswel lasbyyourideas.Ittypicallytakesseveralweekstocompleteagoodplan.Mostofthattimeisspentinresearchingandrevisi ngyourideasandassumptions.Butthisisthevalueoftheprocess.Somaketimetodothejobproperly.Tho sewhodosoneverregrettheeffort.Andfinally,besuretokeepdetailednotesonyoursourcesofinformatio nandontheassumptionsunderlyingyourfinancialdata.TailoringtheplanThegenericbusinessplanpresentedshouldbemodifiedtosuityourspecifictypeofbusinessandtheaudi enceforwhichtheplaniswritten.ForraisingcapitalForinvestorsInvestorshaveadifferentperspective.Theyarelookingfordramaticgrowth,andtheyexpecttoshareinth erewards:o Fundsneededshort-termo Fundsneededintwotofiveyears’timeo Howthecompanywillusethefunds,andwhatthiswillaccomplishforgrowtho Estimatedreturnoninvestmento Exitstrategyforinvestors(buyback,saleorIPO)o Proportionofownershipthatyouwillgiveuptoinvestorso Milestonesorconditionsthatyouwillaccepto Financialreportingtobeprovidedo InvolvementofinvestorsontheboardorinmanagementFortypeofbusinessHigh-techcompaniesEconomicoutlookfortheindustry Willthecompanyhaveinformationsystemsinplacetomanagerapidlychangingprices,costsandmarket s?Willyoubeonthecuttingedgewithyourproductsandservices? Whatisthestatusofresearchanddevelopment?Andwhatisrequiredto:o Bringproduct/servicetomarket?o Keepthecompanycompetitive?Howdoesthecompany:o Protectintellectualproperty?o Avoidtechnologicalobsolescence?o Supplynecessarycapital?o Retainkeypersonnel?High-techcompaniessometimeshavetooperateforalongtimewithoutprofitsandsometimesevenwithoutsal es.Ifthisfitsyoursituation,abankerprobablywillnotwanttolendtoyou.Venturecapitalistsmayinvest,but yourcasemustbeverygood.Youmustdolonger-termfinancialforecaststoshowwhenprofittake-offisexpectedtooccur.Andyourassumptionsmustbewelldocumentedandwellargued.BusinessplanOWNERSYourBusinessNameDateE-MailWebpageTableofcontents1.Executivesummary (6)2.IntroductiontotheCompanyanditsManagement (7)2.1CompanyOverview (7)2.2OrganisationalStructure (7)2.3TheManagementTeam (7)2.4AdvisoryBoard (7)2.5ProposedManagementCompensation (7)2.6HeadcountForecast (7)3.ProductsandServicesDescription (8)3.1ProductsandTechnologiesIntroduction (8)3.2DetailedDevelopmentPlan (8)3.2.1ProductRoadmaps (8)3.2.2DevelopmentStages (8)3.3FutureApplications (8)4.MarketingAnalysis (9)4.1MarketTrend (9)4.2MarketSegmentation (10)4.3MarketGap(UniqueSellingPoint) (10)4.4CompetitiveAnalysis (10)5.BusinessModel (12)5.1CoreCompetence (12)5.2SWOTAnalysis (12)5.3MarketingPlan (12)5.4SalesForecast (14)5.4.1RealisticScenario (15)5.4.2OptimisticScenario (15)5.4.3PessimisticScenario (15)6.RiskAnalysisandManagement (16)6.1TechnicalRisk (16)6.1.1TechnologySafety (16)6.1.2ProductQuality (16)6.1.3Delay (16)6.2CompetitionRisk (16)6.3ManagementofGrowth (17)6.4MarketRisk (17)7.FinancialPlan (18)7.1SummaryofAssumptions (18)7.1.1Revenue (18)7.1.2DirectVariableCosts (18)7.1.3FixedAssetInvestment (18)7.1.4HumanResources (18)7.1.5ServicesRenderedby3rd Party (18)7.1.6InfrastructureandOperationalCosts (18)7.1.7Marketing (18)7.1.8Tax (18)7.2Break-EvenPosition (18)7.3Projectedprofits (19)7.4InvestmentandReturn (19)7.5FinancialStatements (19)8.BusinessFeasibilityandImpactintheUKandChina (20)9.References (21)10.Appendices (22)1. ExecutivesummaryWritethissectionlast.Wesuggestthatyoumakeitnomorethantwopageslong. Includeeverythingthatyouwouldcoverinafive-minuteinterview.Explainthefundamentalsoftheproposedbusiness:Whatwillyourproductbe?Whowillyourcustomersb e?Whoaretheowners?Whatdoyouthinkthefutureholdsforyourbusinessandyourindustry?Makeitenthusiastic,professional,completeandconcise.Ifproposingforaninvestment,stateclearlyhowmuchyouwant,preciselyhowyouaregoingtouseit,andh owthemoneywillmakeyourbusinessmoreprofitable,therebyensuringrepayment.Paragraphheadingscanbeusediftheyidentifythepurposeofeachparagraph.(examplebelow)CompanyandManagement(Team)Product/ServiceDescriptionMarketAnalysisCompanyStrategyRiskAnalysisFinancialPlanInvestmentProposition2. IntroductiontotheCompanyanditsManagement2.1 CompanyOverviewWhatbusinesswillyoubein?Whatwillyoudo?MissionStatement:Manycompanieshaveabriefmissionstatement,usuallyin30wordsorfewer,explai ningtheirreasonforbeingandtheirguidingprinciples.Ifyouwanttodraftamissionstatement,thisisagoo dplacetoputitintheplan.2.2 OrganisationalStructureIfyou’llhavemorethan10employees,createanorganizationalchartshowingthemanagementhierarch yandwhoisresponsibleforkeyfunctions.Includepositiondescriptionsforkeyemployees.Ifyouareseekingloansorinvestors,includeresumesof ownersandkeyemployees.2.3 TheManagementTeamWhowillmanagethebusinessonaday-to-daybasis?Whatexperiencedoesthatpersonbringtothebusiness?Whatspecialordistinctivecompete ncies?Isthereaplanforcontinuationofthebusinessifthispersonislostorincapacitated?2.4 AdvisoryBoardListmembersofmanagementadvisoryboardandtheirshortresume/CV.2.5 ProposedManagementCompensation Ifthemanagementteamarewillingtoreducetheircompensationinthefirstyearofbusiness2.6 HeadcountForecastNumberofemployeesofeachdepartmentsandthetotalinthenext5years.(tablespreferred)3. ProductsandServicesDescription3.1 ProductsandTechnologiesIntroductionDescribeindepthyourproductsorservices(technicalspecifications,drawings,photos,salesbrochures andotherbulkyitemsbelonginthe Appendices).Whatfactorswillgiveyoucompetitiveadvantagesordisadvantages?Examplesincludelevelofqualityor uniqueorproprietaryfeatures.Whatarethecost,feeorcommissionstructuresofyourproductsorservices?Don’tforgettoincludethecurrent PatentStatus.3.2 DetailedDevelopmentPlan3.2.1 ProductRoadmapsListanddescribeproducttypeandserviceofallcategories,whattheydo,whentheyareavailable,andthet imelineofdesign,prototype,samplepromotionetc.(tablesandfiguresareencouraged)3.2.2 DevelopmentStagesWritedownthestagesusedtomeasurethesteppingsuccesses(deliverables,milestones)ofthewholec ompanyaccordingtothedevelopmentplan.3.3 FutureApplicationsListanddescribepotentialapplications.4. MarketingAnalysisNomatterhowgoodyourproductsandservicesare,theventurecannotsucceedwithouteffectivemarket ing.Thisbeginswithcarefulandsystematicresearch.Itisverydangeroustoassumethatyoualreadykno ethebusi nessplanningprocessasyouropportunitytouncoverdataandtoquestionyourmarketingefforts.Yourti mewillbewellspent.Therearetwokindsofmarketresearch:primaryandsecondary.Secondaryresearchmeansusingpublishedinformationsuchasindustryprofiles,tradejournals,newsp apers,magazines,censusdata,anddemographicprofiles.Thistypeofinformationisavailableinpublicli braries,industryassociations,chambersofcommerce,fromvendorswhoselltoyourindustry,andfromg overnmentagencies.Primaryresearchmeansgatheringyourowndata.Forexample,youcoulddoyourowntrafficcountatapr oposedlocation,usetheyellowpagestoidentifycompetitors,anddosurveysorfocus-groupinterviewstolearnaboutconsumerpreferences.Professionalmarketresearchcanbeverycostly, buttherearemanybooksthatshowsmallbusinessownershowtodoeffectiveresearchthemselves.Inyourmarketingplan,beasspecificaspossible;givestatistics,numbers,andsources.Themarketingpl anwillbethebasis,lateron,oftheall-importantsalesprojection.4.1 MarketTrendDescribeyourindustry.Isitagrowthindustry?Whatchangesdoyouforeseeintheindustry,shortterman dlongterm?Howwillyourcompanybepoisedtotakeadvantageofthem?Factsaboutyourindustry:Whatisthetotalsizeofyourmarket?Whatpercentshareofthemarketwillyouhave?(Thisisimportantonlyifyouthinkyouwillbeamajorfac torinthemarket.)Currentdemandintargetmarket.Trendsintargetmarket—growthtrends,trendsinconsumerpreferences,andtrendsinproductdevelopment.4.2 MarketSegmentationShowtheunderstandingofthemarketsegments(sizes,volumegrowth,revenuegrowth)4.3 MarketGap(UniqueSellingPoint)Analyzethecurrentmarketandidentifyandexplainthattheremightbeagap,aweak/missingsegmentoft hemarketforyourparticularproduct.Anddescribegrowthpotentialandopportunityforabusinessofyour typeandsize.4.4 CompetitiveAnalysisWhatproductsandcompanieswillcompetewithyou?Listyourmajorcompetitors:Willtheycompetewithyouacrosstheboard,orjustforcertainproductsandcustomersorincertainlocatio ns?Willyouhaveimportantindirectcompetitors?(Forexample,videorentalstorescompetewithcinema s,althoughtheyaredifferenttypesofbusinesses.)Howwillyourproductsorservicescomparewiththecompetition?Youcanusethe Competitiveanalysis tablebelowtocompareyourcompanywithyourtwomostimporta ntcompetitors.Thefirstcolumnlistskeycompetitivefactors.Sincethesevaryfromoneindustrytoanothe r,youmaywanttocustomizethelistoffactors.Inthecolumnlabeled Me,statehonestlyhowyouthinkyouwillbeperceivedincustomers'minds.Thench eckwhetheryouthinkthisfactorwillbeastrengthoraweaknessforyou.Sometimesitishardtoanalyseour ownweaknesses.Trytobeveryclearhere.Betteryet,getsomebodyelsetoassessyou.Thiscanbeareal eye-opener.Andrememberthatyoucannotbeallthingstoallpeople.Infact,tryingtobecausesmanybusines sfailuresbecausetheireffortsbecomescatteredanddiluted.Youwantanhonestassessmentofyourfir m'sstrongandweakpoints.Nowanalyseeachmajorcompetitor.Inafewwords,statehowyouthinktheycomparewithyou.Inthefinal column,estimatetheimportanceofeachcompetitivefactortothecustomer.1=critical;5=notveryimport ant.Table1:CompetitiveanalysisNow,writeashortparagraphstatingyourcompetitiveadvantagesanddisadvantages.5. BusinessModelHowwillyoudevelopyourcompany,throughallianceandco-developmentor…? Listandexplainthemstepbystep.5.1 CoreCompetenceDescribeyourmostimportantcompanystrengthsandcorecompetencies.Whatfactorswillmaketheco mpanysucceed?Whatdoyouthinkyourmajorcompetitivestrengthswillbe?Whatbackgroundexperien ce,skills,andstrengthsdoyoupersonallybringtothisnewventure?5.2 SWOTAnalysisStrength:Cost,size,energysaving,eco-friendly,robustness,futuredevelopment…Weakness:Immature,suppliers…Opportunities:PoliticalOpportunities,marketopportunities,co-operationopportunities.Threats:Competitors,IntellectProperty,supplierchain.5.3 MarketingPlan Nowoutlineamarketingstrategythatisconsistentwithyourniche.Marketingstrategiesaccordingtothe4Ptheories,namely Product,Price,PromotionandPlace.(The 5th P–People isthewholereasonfortheservicesindustrytobedoingverywellORevenforimprovingtheservice experienceinaProductindustryisbecausetheyalltarget'People'.)ProductStrategyListallofyourmajorproductsorservices.Foreachproductorservice:Describethemostimportantfeatures.Whatisspecialaboutit?Describethebenefits.Thatis,whatwilltheproductdoforthecustomer?Notethedifferencebetweenfeaturesandbenefits,andthinkaboutthem.Forexample,ahousethatgives shelterandlastsalongtimeismadewithcertainmaterialsandtoacertaindesign;thoseareitsfeatures.Its benefitsincludeprideofownership,financialsecurity,providingforthefamily,andinclusioninaneighbor hood.Youbuildfeaturesintoyourproductsothatyoucansellthebenefits.Whatafter-saleserviceswillyougive?Someexamplesaredelivery,warranty,servicecontracts,support,follow-up,andrefundpolicy.PricingExplainyourmethodormethodsofsettingprices.Formostsmallbusinesses,havingthelowestpriceisno tagoodpolicy.Itrobsyouofneededprofitmargin;customersmaynotcareasmuchaboutpriceasyouthink ;uallyyouwilldobettertohaveaveragepricesandc ompeteonqualityandservice.Doesyourpricingstrategyfitwithwhatwasrevealedinyourcompetitiveanalysis? Compareyourpriceswiththoseofthecompetition.Aretheyhigher,lower,thesame?Why?Howimportantispriceasacompetitivefactor?Doyourintendedcustomersreallymaketheirpurchasede cisionsmostlyonprice?Whatwillbeyourcustomerserviceandcreditpolicies?PromotionHowwillyougetthewordouttocustomers?Advertising:Whatmedia,why,andhowoften?Whythismixandnotsomeother? Haveyouidentifiedlow-costmethodstogetthemostoutofyourpromotionalbudget?Willyouusemethodsotherthanpaidadvertising,suchastradeshows,catalogs,dealerincentives,word ofmouth(howwillyoustimulateit?),andnetworkoffriendsorprofessionals?Whatimagedoyouwanttoproject?Howdoyouwantcustomerstoseeyou?Inadditiontoadvertising,whatplansdoyouhaveforgraphicimagesupport?Thisincludesthingslikelogo design,cardsandletterhead,brochures,signage,andinteriordesign(ifcustomerscometoyourplaceof business).Shouldyouhaveasystemtoidentifyrepeatcustomersandthensystematicallycontactthem?PromotionalBudgetHowmuchwillyouspendontheitemslistedabove?Beforestartup?(Thesenumberswillgointoyourstartupbudget.)Ongoing?(Thesenumberswillgointoyouroperatingplanbudget.)ProposedLocation/PlaceProbablyyoudonothaveapreciselocationpickedoutyet.Thisisthetimetothinkaboutwhatyouwantand needinalocation.Manystartupsrunsuccessfullyfromhomeforawhile.Youwilldescribeyourphysicalneedslater,inthe OperationalPlan section.Here,analyzeyourlocationcriteriaa stheywillaffectyourcustomers.Isyourlocationimportanttoyourcustomers?Ifyes,how?Ifcustomerscometoyourplaceofbusiness:Isitconvenient?Parking?Interiorspaces?Notoutoftheway?Isitconsistentwithyourimage?Isitwhatcustomerswantandexpect?Whereisthecompetitionlocated?Isitbetterforyoutobenearthem(likecardealersorfast-foodrestaurants)ordistant(likeconvenience-foodstores)?DistributionChannelsHowdoyousellyourproductsorservices?Retail,Direct(mailorder,Web,catalog),Wholesale,Yourownsalesforce,Agents,Independentreprese ntatives,Bidoncontracts5.4 SalesForecastNowthatyouhavedescribedyourproducts,services,customers,markets,andmarketingplansindetail, it’easalesforecastspreadsheettoprepareaquarter-by-quarterprojection.Theforecastshouldbebasedonyourhistoricalsales,themarketingstrategiesthatyo uhavejustdescribed,yourmarketresearch,andindustrydata,ifavailable.Youmaywanttodotwoforecasts:1)a"bestguess",whichiswhatyoureallyexpect,and2)a"worstcase"lo westimatethatyouareconfidentyoucanreachnomatterwhathappens.Remembertokeepnotesonyourresearchandyourassumptionsasyoubuildthissalesforecastandallsu bsequentspreadsheetsintheplan.Thisiscriticalifyouaregoingtopresentittofundingsources.5.4.1 RealisticScenario5.4.2 OptimisticScenario5.4.3 PessimisticScenario6. RiskAnalysisandManagement6.1 TechnicalRisk6.1.1 TechnologySafetySafetyissueinvolvedinthetechnologyusedandproposedsolutions.6.1.2 ProductQualityWhatarethequalityissuesproposedsolutions6.1.3 DelayWhatdelaysarelikelytohappenatwhichstageandproposedsolutions.6.2 CompetitionRiskWhatarethecompetitionrisksfromexistingandnewcomersandproposedsolutions,suchasIPprotectio n,developmentofnewtechnologies.Whatbarrierstoentrydoyoufaceinenteringthismarketwithyournewcompany?Sometypicalbarriersar e:HighcapitalcostsHighproductioncostsHighmarketingcostsConsumeracceptanceandbrandrecognitionTrainingandskillsUniquetechnologyandpatentsUnionsShippingcostsTariffbarriersandquotasAndofcourse,howwillyouovercomethebarriers? Howcouldthefollowingaffectyourcompany?ChangeintechnologyChangeingovernmentregulationsChangeintheeconomyChangeinyourindustry6.3 ManagementofGrowth Howwillthecompanymanageitsowngrowthandproblemsresulted.6.4 MarketRiskMarketrisks(suchascostfluctuation)andproposedsolutions.7. FinancialPlanYourfinancialwillcomefromasalesforecastinwhichyouforecastsales,costofgoodssold,expenses,an dprofitmonth-by-monthforoneyear.Profitprojectionsshouldbeaccompaniedbyanarrativeexplainingthemajorassumptionsusedtoestim atecompanyincomeandexpenses.ResearchNotes:Keepcarefulnotesonyourresearchandassumptions,sothatyoucanexplainthemlate rifnecessary,andalsosotha tyoucangobacktoyoursourceswhenit’stimetoreviseyourplan.Tablesandfiguresareencouraged.7.1 SummaryofAssumptionsListassumptionsmadeforfinancialprojection.(break-evencalculation)Belowarethecosts,revenueandinvestmentsforthecashflow.7.1.1 Revenue7.1.2 DirectVariableCosts7.1.3 FixedAssetInvestment7.1.4 HumanResources7.1.5 ServicesRenderedby3rd Party7.1.6 InfrastructureandOperationalCosts7.1.7 Marketing7.1.8 Tax7.2 Break-EvenPositionAbreak-evenanalysispredictsthesalesvolume,atagivenprice,requiredtorecovertotalcosts.Inotherwords,it’s thesaleslevelthatisthedividinglinebetweenoperatingatalossandoperatingataprofit.Expressedasaformula,break-evenis:BreakevenSales= FixedCosts1-VariableCosts(%) (Wherefixedcostsareexpressedindollars,butvariablecostsareexpressedasapercentoftotalsales.)7.3 ProjectedprofitsManyhi-techbusinessownersthinkofthe5yearprofitandlossprojectionasthecenterpieceoftheirplan.Thisiswh ereyouputitalltogetherinnumbersandgetanideaofwhatitwilltaketomakeaprofitandbesuccessful.7.4 InvestmentandReturnExplainhowthecompanywillbefinanced,threeroundsforexample.Describethetargetedinvestors,ho wmuchisneeded,howmuchsharethecompanyiswillingtoexchange(withconditions),andhowtheinve stmentwillbespent.(Atableisnormallyusedtosummarizetheproposal.)7.5 FinancialStatementsAbalancesheetisoneofthefundamentalfinancialreportsthatanybusinessneedsforreportingandfinan cialmanagement.Abalancesheetshowswhatitemsofvalueareheldbythecompany(assets),andwhati tsdebtsare(liabilities).Whenliabilitiesaresubtractedfromassets,theremainderisowners’equity.Useastartupexpensesandcapitalizationspreadsheetasaguidetopreparingabalancesheetattheend ofeachyearfor5years.Thendetailhowyoucalculatedtheaccountbalancesonyouropeningdaybalanc esheet.8. BusinessFeasibilityandImpactintheUKandChinaYourabilitytoidentifytheviabilityofyourbusinessbothintheUKandChinaarecrucialtothesuccessofyou rbusiness.HowcanyourbusinessbestleverageboththeresourcesoftheUKandChina?Whywouldyourbusinessb enefitfromthecurrentbusinessclimateinChinaandUK?Whataretheculturespecificconsiderationsofyourtechnology/service?Howwillthetechnology/servicesbenefittheUKandtheChinesesocietyasawhole?ChinaandtheUKbothhavetheirownconcernsandstrengths.HowthecompanyisgoingtouseChinaand UK’sstrengths,nottheweaknesses.China’sDemands(Governmentpolicy)China’sStrength(Manufacturingcapabilityandmarketsize)UKDemands(Governmentpolicy,concernonspendingcutsetc.)UKStrengths(ResearchAbility,goodIPprotection,Europeanmarket)9. References10. Appendices Includedetailsandstudiesusedinyourbusinessplan.Forexample: BrochuresandadvertisingmaterialsIndustrystudiesBlueprintsandplansMapsandphotosoflocationMagazineorotherarticles Detailedlistsofequipmentownedortobepurchased Copiesofleasesandcontracts Lettersofsupportfromfuturecustomers Anyothermaterialsneededtosupporttheassumptionsinthisplan Marketresearchstudies Listofassetsavailableascollateralforaloan。
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 1 st 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 tooccur. And your assumptions must be well documented and well argued.BusinessplanOWNERSYour BusinessNameDateE-MailWebpageTable of contents1.Executive summary ................................................. 错误!未定义书签。
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 (7)2.Introduction to the Company and its Management (8)2.1Company Overview (8)2.2Organisational Structure (8)2.3The Management Team (8)2.4Advisory Board (8)2.5Proposed Management Compensation (8)2.6Headcount Forecast (9)3.Products and Services Description (10)3.1Products and Technologies Introduction (10)3.2Detailed Development Plan (10)3.2.1Product Roadmaps (10)3.2.2Development Stages (10)3.3Future Applications (10)4.Marketing Analysis (11)4.1Market Trend (11)4.2Market Segmentation (12)4.3Market Gap (Unique Selling Point) (12)4.4Competitive Analysis (12)5.Business Model (15)5.1Core Competence (15)5.2SWOT Analysis (15)5.3Marketing Plan (15)5.4Sales Forecast (18)5.4.1Realistic Scenario (18)5.4.2Optimistic Scenario (18)5.4.3Pessimistic Scenario (18)6.Risk Analysis and Management (19)6.1Technical Risk (19)6.1.1Technology Safety (19)6.1.2Product Quality (19)6.1.3Delay (19)6.2Competition Risk (19)6.3Management of Growth (20)6.4Market Risk (20)7.Financial Plan (21)7.1Summary of Assumptions (21)7.1.1Revenue (21)7.1.2Direct Variable Costs (21)7.1.3Fixed Asset Investment (21)7.1.4Human Resources (21)7.1.5Services Rendered by 3rd Party (21)7.1.6Infrastructure and Operational Costs (21)7.1.7Marketing (21)7.1.8Tax (21)7.2Break-Even Position (21)7.3Projected profits (22)7.4Investment and Return (22)7.5Financial Statements (22)8.Business Feasibility and Impact in the UK and China (24)9.References (25)10.Appendices (26)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 Management2.1Company 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.2.2Organisational 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.2.3The 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?2.4Advisory BoardList members of management advisory board and their short resume/CV.2.5Proposed Management CompensationIf the management team are willing to reduce their compensation in the first year of business2.6Headcount ForecastNumber of employees of each departments and the total in the next 5 years. (tables preferred)Products and Services Description3.1Products 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.3.2Detailed Development Plan3.2.1P roduct 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)3.2.2D evelopment StagesWrite down the stages used to measure the stepping successes (deliverables, milestones) of the whole company according to the development plan.3.3Future 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.4.1Market 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, andtrends in product development.4.2Market SegmentationShow the understanding of the market segments (sizes, volume growth, revenue growth) 4.3Market 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.4.4Competitive 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 aweakness 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.5.1Core 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?5.2SWOT AnalysisStrength: Cost, size, energy saving, eco-friendly, robustness, future development…Weakness: Immature, s uppliers…Opportunities: Political Opportunities, market opportunities, co-operation opportunities.Threats: Competitors, Intellect Property, supplier chain.5.3Marketing 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 contracts5.4Sales 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.5.4.1R ealistic Scenario5.4.2O ptimistic Scenario5.4.3P essimistic ScenarioRisk Analysis and Management6.1Technical Risk6.1.1T echnology SafetySafety issue involved in the technology used and proposed solutions.6.1.2P roduct QualityWhat are the quality issues proposed solutions6.1.3D elayWhat delays are likely to happen at which stage and proposed solutions.6.2Competition 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 industry6.3Management of GrowthHow will the company manage its own growth and problems resulted.6.4Market 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.7.1Summary of AssumptionsList assumptions made for financial projection. (break-even calculation)Below are the costs, revenue and investments for the cash flow.7.1.1R evenue7.1.2D irect Variable Costs7.1.3F ixed Asset Investment7.1.4H uman Resources7.1.5S ervices Rendered by 3rd Party7.1.6I nfrastructure and Operational Costs7.1.7M arketing7.1.8T ax7.2Break-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.)7.3Projected 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.7.4Investment 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.)7.5Financial 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 owners’ 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 China 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。
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)1. 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 Proposition2. Introduction 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)3. 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.4. Marketing AnalysisNo matter how good your products and services are, the venture cannot succeed without effective marketing. This begins with careful and systematic research. It is very dangerous to assume that you already know about your intended market. 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 in product 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.5. 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 pl an. 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 Scenario6. Risk 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.7. 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 ti me 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 owners’ 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.8. 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 China 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)Include 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。
Businessplantemplate 全英商业计划书模板.pptx
The generic business plan presented should be modified to suit your specific type of business and the audience for which the plan is written.
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.
For type of business
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.
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Businessplantempl ate全英商业计划
书模板
1
2020年4月19日
Business plan for a new business
The 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.
2
2020年4月19日
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 plan
The generic business plan presented should be modified to suit your specific type of business and the audience for which the plan is written.
3
2020年4月19日
For raising capital
For investors
Investors have a different perspective. They are looking for dramatic growth, and they expect to share in the rewards:
o Funds needed short-term
o Funds needed in two to five years’ time
o How the company will use the funds, and what this will accomplish for growth
o Estimated return on investment
o Exit strategy for investors (buyback, sale or IPO)
o Proportion of ownership that you will give up to investors
o Milestones or conditions that you will accept
o Financial reporting to be provided
o Involvement of investors on the board or in management
For type of business
4
2020年4月19日
High-tech companies
Economic outlook for the industry
Will 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
5
2020年4月19日。