商业计划书模板英文BusinessPlan

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1、Company NameBusiness PlandateTable of ContentsCover Page1Introduction2Table of Contents3Executive Summary4 The Company 6Products & Services7The Market8Marketing Plan9Management10Competitive Analysis11Financial Assumptions12Financial Statements13AddendumThe vFinance Business Planning staff specialize

2、s in writing, editing and reviewing highly effective . We know how to present and position your business model in the most favorable light. The opening paragraphs should introduce what you do and where. There should briefly describe your market, the amount of funding that you hope to secure and how

3、it will be used. While there is no firm rule for the length of Executive Summaries, three to four pages is considered idea.Reference credible sources and include the name of your source(s) of information along with the date.This section is very often overlooked and yet it is one of the most importan

4、t points you need to bring out in your business plan.SummaryThe Executive Summary should clearly and concisely address each of the following subjects: Overview of the company Recap of the opportunity Brief summary of the market Differentiation (what makes you different) Description of products / ser

5、vices Management bios Nature and use of proceeds (table) Key financials (table) Sample Opening ParagraphYour name (the “Company”) has designed, created and installed custom entertainment systems for the worlds finest homes, yachts and aircraft for over a decade. The Company has developed an internat

6、ional reputation for being on the leading edge of systems design and integration. This technology focus and expertise has enabled the Company to take full advantage of the new generation of home entertainment and automation systems that combine large high resolution screens with professional quality

7、 audio, Internet access, security, lighting and environmental systems all controlled from a simple and easy to use touch screen using the Companys proprietary software. The Company is at the forefront of this new generation of technology and has established a strong market position in (your location

8、) and a rapidly growing presence in the international market. Equity funding of $000 is being sought to more fully develop domestic opportunities and to expand the Companys reach in Europe and South America through planned joint venture agreements.The OpportunityDescribe and quantify the opportunity

9、 and where you fit. Explain why youre in business along with the reasons why youll be able to take advantage of this opportunity. The MarketHow large is the market and stage of development (early growth versus mature). What are the key drivers, trends and influences in the market?According to a rece

10、nt Frost and Sullivan report (World Contract Research Organizations Market, August 1999), spending on pharmaceutical research and development presently exceeds $17 billion annually, and it is expected to exceed $35 billion by the year 2004. With pressures to develop new drugs intensifying, R&D costs

11、 steadily increasing and development times lengthening, Big Pharma desperately needs a better way to handle the most expensiveDifferentiation (what makes you different)What is it that separates you from the rest of the pack? Is your product proprietary, patented, copyrighted? Is your service better,

12、 faster, cheaper and if so why. Is your advantage a temporary “window” and are there steps you can take to protect your position. Are there barriers to entry that will support your financial projections? This section should be brief and concise. This is also a good opportunity to use bullet points.I

13、nvestors are typically very leery of using their funds to pay large salaries or previous obligations (debts, loans or personal investments). This section is normally presented in a table.While investors are interested primarily in the first three years of operation, you should also have projections

14、for years 4 and 5.Description of products / servicesThis should include a very brief overview and description of your products and services.ManagementThe adage is that investors invest in people not products. Historically, a companys management team is one of the best predictors of success and inves

15、tors will look very closely at the individuals who will be managing the company. The ideal scenario is that senior managers have previously started and successfully managed companies in the same business. Short of this, you want to emphasize the previous relevant experience of the management team. M

16、ention the names of companies and positions held and milestones achieved. Sample John Q. Doe, Chief Executive Officer, and Director since February 1988 and President since January 1990. Mr. Doe was the founder and Chief Executive Officer of the original operating company known as Random Excess, Inc.

17、 He has had experience in the widget field with his own firm, John Doe Co., of Oshkosh (Wisconsin), from 1980 to 1987. This firm was sold to FatCat Widgets, Inc. in 1987. Mr. Doe has held a sales position with U S West Inc. since then. Mr. Doe graduated from the University of Colorado in 1981 with a

18、 bachelors degree in philosophy. Nature and use of proceeds (table)How much and what type of funding are you looking for (equity capital, loans). Keep in mind that one of the most common causes of new business failures is under-capitalization. You should have a very clear idea of how much money you

19、will need to operate your business for the first full year. An investor or loan officer will also want to know how the funds will be used.CategoryAmountPercentageSales & MarketingCapital ExpendituresG & A ExpensesOtherTotalKey financials This table should include a recap of your income statement. Ye

20、ar 1Year 2Year 3RevenueCost of SalesGross Profit% of RevenueS, G&A ExpensesEBITThis should be a short one or two page summary of how the business evolved. Your intent here is to create a comfort level for investors allowing them to see and understand the backdrop and underpinnings of your company. I

21、nvestors and loan officers are favorably influenced if you - personally have invested in your business - the more the better. If there was no monetary investment on your part, equate it to hours, time, or personal sacrifice. .The CompanyThe section of your plan should include a brief history of how

22、you got to where you are. What is the genesis of your business? How did the management team evolve? How have you been funded up to this point? Have you invested your own money in the business and how much. How is the company structured legally? Who are the current investors and what is their share o

23、f the ownership? Current and future facilities? What are the likely exit strategies?Sample Clinicom was incorporated in 1997 and a licensing agreement was signed with the University of Florida. Recognizing the potential of the Internet to fundamentally change how clinical trials are conducted, the m

24、anagement team began development of a new Web-based system in 1995. Being first to market was not an overriding objective considering the complexity of this undertaking and the adoption profile of Big Pharma. Drs. Ronald Geisen and Michael Margulies have been actively involved in the pharmaceutical

25、industry, clinical trials, and new drug development process for over 20 years. In addition, Dr. Margulies has led university efforts to consistently remain at the forefront of internal development and deployment of contemporary electronic data capture solutions. As a result of their close contact wi

26、th the pharmaceutical industry, they were the first to fully appreciate the implications of using the Internet to manage, direct and control the clinical trial process. Both individuals are internationally recognized experts in their respective fields and have participated in numerous seminars and s

27、ymposiums on the subject of clinical trials over the past 15 years. They have also worked very closely with large CROs and pharmaceutical companies to improve clinical trial processes and procedures. Details are important but be careful not to overwhelm the reader with technical jargon that they may

28、 not know or understand. This is your opportunity to draw a clear contrast between you and your competition. Assume the reader is not familiar with your market ort your products. Explain why a customer would use these products or services versus alternatives. . Summarize features using bullet points

29、 in short and succinct statements.Products & ServicesDescribe your products, services and technology. Discuss pricing, service, support, warranty, production, etc. What are the advantages of your products or services and how do they compare to the competition. What is the timetable for introducing t

30、hese products and what steps need to be taken to assure that this timeline is met? Are there other vendors involved and if so who and where do they fit. Have your product been tested / evaluated and if so, where, when and what were the results. Are there plans for future or next generation products

31、and is so what and when. Are these new products included in your revenue and cost projections?SampleThe Companys co-location services will include rack space in an environmentally controlled, locked facility with a very secure and highly reliable network connections and flexible hardware options. A

32、trained staff will be available 24 hours a day, 365 days a year to make sure that assets are safe and secure, and to provide a timely response in case of problems. The server can be connected directly to the Companys high-speed backbone without the cost and headache of running a fast connection to t

33、heir own location.The Company will be the first and only carrier neutral co-location facility in the region. This is a strong advantage because co-location customers are long-term tenants (5+ years) due to the switching cost associated with moving to another facility. The typical co-location custome

34、r pays an average monthly fee of $1200 and as much as 10x or 20x that amount in installation fees charged by the carriers. Therefore, paying new installation fees in the near future to move to another facility with less expensive rack rates is not a reasonable solution Carrier neutral so customers m

35、ay choose among competitive offerings rather than being restricted to any one carrier. An appealing alternative to co-locating directly with restrictive access policies or exclusive usage arrangements. Telco-grade infrastructure provides customers the highest level of operative reliability and secur

36、ity. Shared infrastructure spreads the high costs associated with the equipment required to operate a Telco space among all co-location customers, reducing capital expenditures while outsourcing functions that are not mission critical. Flexible space arrangement allows customers to rent only the spa

37、ce needed. No longer are single rack users forced to rent thousands of square feet for their equipment, yet later expansion remains simple and economical. Nationwide footprint for customers to quickly enter new regional markets under one agreement. Since facilities are pre-built, the time from lease

38、 to operations are reduced to weeks rather than months. Other Features-24x7x365 network and web site availability monitoring -24x7x365 video monitoring of facility -24x7x365 secure card and key access -24x7x365 on-site security guards -Connectivity to 2 Data Center Switches for redundancy -AC and/or

39、 DC power included - AC power up to 2.4 KVA/rackThe MarketThis section doesnt need to be a 20-page market research report but it should demonstrate that you know and understand the market. An ideal scenario is one where you are developing a product or service for a new and growing segment within an

40、existing market. A less desirable scenario is where youre developing a new product or service for a new market. Read High Risk. Dont ignore the negatives. A better approach to address each one and discuss how you will work with each issue. Be sure to identify or footnote your sources.This section of

41、 your plan should include the market size, growth rate, and relative stage of development. It is important to describe the overall market as well as the segment that are you targeting. In the sample below, for example, the overall market is corporate training but the focus of the business is eLearni

42、ng, a new and rapidly growing segment of a relatively mature market. You should discuss any significant changes that are occurring in the market, short term and long terms trends, impact of technology, government regulation and the economy. U.S. organizations spent more than $62 billion last year on

43、 formal training, a figure that was almost 25% higher than just six years earlier. IDC estimates that approximately $19.3 billion was spent on outsourced services, content and technology for training, a figure which is predicted to grow to over $33 billion by 2004. Today, the vast majority of these

44、expenditures are made on traditional training products and services such as printed materials, simulation and instructor-led classes, while spending on eLearning totaled less than $500 million. By 2003, however, IDC has forecasted that eLearning expenditures will reach more than $11 billion. Clearly

45、, a shift is taking place in the way companies are delivering learning opportunities to their employees, partners, and customers. The average U.S. company is training more of its employees than ever before. More dollars are going to technical skills training than any other type of training, and eLea

46、rning gains momentum among large companies. While the average company is training record levels of employees (78.6 percent) the top 10 percent of companies surveyed train 98.4 percent of employees in their organizations. The top 10 percent of companies spent an average of $1,665 on training per elig

47、ible employee, compared to $677 for the average survey respondent. Training Investment Leaders have made learning a central focus of organization-wide efforts to stay competitive and deliver results in the New Economy. The largest share of spending on training went to training in technical processes

48、 and procedures (13 percent), with professional skills following close behind (11 percent). Interpersonal communication, new employee orientation, and IT skills followed at 9 percent each Outsourcing expenditures are down as firms bring more of the training function in house with the aim of reducing

49、 costs while providing more individualized and specialized learning. The reports findings provide strong evidence of this trend, as firms spent a decreasing percentage on payments to outside companies (19.9 percent in 1999 versus 24.4 percent in 1998).Source / The 2001 ASTD State of the Industry Rep

50、ort.Marketing PlanAvoid ambiguity. Rather than saying your target audience is schools, say your target customers include (among others) the K-8 School System for the State of Kentucky. Discuss meetings that have already taken place (e. g., a high level meeting with Mr. Jones, the Superintendent of K

51、entucky Schools on February 21st), tests that have been conducted and commitments that have been made. Marketing expenses are typically a large percentage of the operating expenses and will be looked at very closely. You need to be able to explain and defend your choices of promotional efforts, dist

52、ribution channels, etc.Will you have a website and do you plan to promote your product over the Internet. Include a table showing your marketing budget by expense category. Distribution Channels Direct field sales Manufacturers reps Distributors Wholesalers Agents Catalogs Direct marketing eCommerce

53、Know the difference and have a defendable strategy Describe the planned users of your products and services. Who are they, where are they and how many of them are there? Is this number growing or declining and why. Are there geographic concentrations? Is your target audience only the domestic market

54、 or could it include international opportunities? How will you reach your market? How will customers become aware of your company, brand, image, and products? Who will be handling the sales and marketing responsibilities and what is their background. The marketing section of your should cover the fo

55、llowing topics: Sales / distribution strategy Pricing strategy Product positioning Brand image awareness Collateral materials Product / market exposure strategy-Advertising and promotional efforts-Public relations-Media advertising -Direct marketing-Trade shows Website strategies / plans Strategic a

56、lliances / partnerships Marketing budget (table)SampleThe Companys initial sales and marketing efforts will focus on the promotion of the Clinicom System among key business executives within the pharmaceutical, biotech, medical device and CRO industry with the initial and primary emphasis on large p

57、harmaceutical organizations. Many of these contacts have already been established and will set the stage for the full and anticipated release of the Clinicom System in the third quarter 2002. Clinicoms target market is highly concentrated among a relatively small number of potential users. The top 2

58、0 pharmaceutical companies represent the greatest potential and Drs. Geisen and Margulies are very well known within this targeted segment. Considering the risk averse nature of this industry and the implications of clinical trials on the future of these targeted companies, the credibility of techno

59、logy providers is of paramount importance. Clinicom has the advantage of actual trial experience as well as the exposure and credibility that Drs. Margulies and Geisen bring to this market. The objective of the Companys marketing efforts is to capitalize on these two key differentiating points.Strat

60、egic Alliances / PartnershipsInvestors are evaluating risk when they read your business plan. When youve developed strategic alliances and other partnerships, the implication is that youve been able to convince others that your business model is viable to the point where they are will to participate

61、. This helps to mitigate perceived investor risk. List possible alliance / partnership candidates and any initial discussions. ManagementA certain amount of repetition isnt necessarily bad. If you have key management personnel who are widely recognized as experts, this can be a critical strength tha

62、t you want to emphasize. Do the individual members of the management team have to be full time employees? -No, but this can be tricky. Investors understand that someone may not be willing to leave a responsible position until they know that the new company will be funded.You should, however, have a firm commitment that will assure the investor that your team will be there when they are needed. These individuals should also be active in the new