Business-plan-template--全英商业计划书模板.doc

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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。
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.
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
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 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 plan

OWNERS
Your Business Name
Date
E—Mail
Webpage
Table of contents
1。 Executive summary 6
2. Introduction to the Company and its Management 7
2。1 Company Overview 7
2.2 Organisational Structure 7
2。3 The Management Team 7
2.4 Advisory Board 7
2.5 Proposed Management Compensation 7
2.6 Headcount Forecast 7
3. Products and Services Description 8
3。1 Products and Technologies Introduction 8
3.2 Detailed Development Plan 8
3.2。1 Product Roadmaps 8
3。2。2 Development Stages 8
3。3 Future Applications 8
4. Marketing Analysis 9
4.1 Market Trend 9
4。2 Market Segmentation 10
4。3 Market Gap (Unique Selling Point） 10
4.4 Competitive Analysis 10
5。 Business Model 12
5。1 Core Competence 12
5。2 SWOT Analysis 12
5.3 Marketing Plan 12
5。4 Sales Forecast 14
5。4.1 Realistic Scenario 15
5.4.2 Optimistic Scenario 15
5.4。3 Pessimistic Scenario 15
6. Risk Analysis and Management 16
6.1 Technical Risk 16
6.1。1 Technology Safety 16
6。1。2 Product Quality 16
6.1。3 Delay 16
6。2 Competition Risk 16
6。3 Management of Growth 17
6。4 Market Risk 17
7。 Financial Plan 18
7.1 Summary of Assumptions 18
7。1.1 Revenue 18
7。1.2 Direct Variable Costs 18
7。1。3 Fixed Asset Investment 18
7.1.4 Human Resources 18
7.1.5 Services Rendered by 3rd Party 18
7.1。6 Infrastructure and Operational Costs 18
7.1.7 Marketing 18
7.1。8 Tax 18
7.2 Break-Even Position 18
7。3 Projected profits 19
7。4 Investment and Return 19
7。5 Financial Statements 19
8。 Business Feasibility and Impact in the UK and China 20
9. References 21
10. Appendices 22
1. Executive summary
Write 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 Description
Market Analysis
Company Strategy
Risk Analysis
Financial Plan
Investment Proposition

2. Introduction to the Company and its Management
2.1 Company Overview
What 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 Structure
If 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 Team
Who 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 Board
List members of management advisory board and their short resume/CV.
2.5 Proposed Management Compensation
If the management team are willing to reduce their compensation in the first year of business
2.6 Headcount Forecast
Number of employees of each departments and the total in the next 5 years。 (tables preferred）
3. Products and Services Description
3.1 Products and Technologies Introduction
Describe in depth your products or services (technical specifications， drawings， photos， sales brochures and other bulky items belong in the Appendices）。
What factors will give you competitive advantages or disadvantages？ Examples include level of 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 Plan
3.2.1 Product Roadmaps
List 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 Stages
Write down the stages used to measure the stepping successes （deliverables， milestones) of the whole company according to the development plan.
3.3 Future Applications
List and describe potential applications.
4. Marketing Analysis
No 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 Trend
Describe 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 Segmentation
Show 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 Analysis
What 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 analysis
FACTOR
Me
Strength
Weakness
Competitor A
Competitor B
Importance to customer
Products

Price

Quality

Selection

Service

Reliability

Stability

Expertise

Company reputation

Location

Appearance

Sales method

Credit policies

Advertising

Image

Now, write a short paragraph stating your competitive advantages and disadvantages.
5. Business Model
How will you develop your company, through alliance and co—development or …?
List and explain them step by step。
5.1 Core Competence
Describe 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 Analysis
Strength: 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 Plan
Now 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 Strategy
List 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。
Pricing
Explain 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