1, Business Plan Summary
The summary of the plan is listed at the top of the business plan book, which is the essence of the business plan condensed. The summary covers the main points of the plan at a glance, so that the reader can review the plan and make a judgment in the shortest possible time.
The summary of the plan should generally include the following: company profile; main products and business scope; market overview; marketing strategy; sales plan; production management plan; managers and their organizations; financial plan; financial needs and so on.
When introducing the enterprise, the first thing to do is to explain the idea of founding a new enterprise, the process of forming new ideas and the enterprise's goals and development strategies. Secondly, it is necessary to give an account of the current state of the enterprise, its past background and the scope of the enterprise. In this section, it is important to make an objective comment on the past situation of the business without avoiding mistakes. A pertinent analysis tends to win more trust, thus making it easy to identify with the business plan of the company. Finally, there is also a description of the risk, the entrepreneur's own background, experience, experience and specialties. The quality of the entrepreneur often plays a key role in the performance of the business. Here, the entrepreneur should try to highlight his or her strengths and express his or her strong enterprising spirit in order to leave a good impression on investors.
In the summary of the plan, the enterprise must also answer the following questions:
(1) The industry in which the enterprise is located, and the nature and scope of the enterprise's operations;
(2) The content of the enterprise's main products;
(3) Where the enterprise's market is, who are the enterprise's customers, and what are their needs;
(4) The enterprise's partners, investors are;
(5) who are the competitors of the business and how do the competitors affect the growth of the business.
The summary should be as concise and vivid as possible. In particular, detail what makes your own business different and the market factors that have enabled it to gain success. If the entrepreneur understands what he is doing, a summary of only 2 pages will suffice. If the entrepreneur does not know what he is doing, the summary may take more than 20 pages. Therefore, some investors "pick the wheat from the chaff" according to the length of the summary
2, product (service) introduction
In the evaluation of investment projects, one of the most important concerns of the investor is the enterprise's products, technologies or services can and to what extent solve real-life problems, or, the venture's products, technologies or services can solve real-life problems, or, the venture's products, technologies or services can solve real-life problems. problems, or whether the products (services) of the venture can help customers save money and increase revenue. Therefore, the product description is an essential part of the business plan. Usually, the product introduction should include the following: product concept, performance and characteristics; the main product introduction; product market competitiveness; product research and development process; the development of new products and cost analysis of the plan; the product's market outlook prediction; product brands and patents.
In the product (service) introduction part, the entrepreneur should make a detailed description of the product (service), the description should be accurate, but also easy to understand, so that investors who are not professionals can understand. Generally, the product introduction should be accompanied by product prototypes, photos or other presentations.
Generally, the product introduction must answer the following questions:
(1) What problem does the customer want the company's product to solve, and what benefits will the customer get from the company's product?
(2) What are the advantages and disadvantages of the enterprise's products compared with those of its competitors, and why do customers choose the enterprise's products?
(3) What protective measures does the enterprise take for its products, and what patents or licenses does the enterprise own, or what agreements have it made with manufacturers who have applied for patents?
(4) Why does the firm's product pricing enable it to generate sufficient profits, and why do users buy the firm's products in large quantities?
(5) What methods does the firm use to improve the quality and performance of its products, what plans does the firm have for developing new products, etc.?
Product (service) presentations are more specific and therefore relatively easy to write. Although praising their own products is necessary to sell, but should be noted that every commitment made by the enterprise is "a debt", we must strive to fulfill. Keep in mind that entrepreneurs and investors are in a long-term partnership. Empty promises are only good for a while. If the enterprise can not fulfill the promise, can not repay the debt, the credibility of the enterprise is bound to suffer great damage, and therefore the real entrepreneurs do not care for.
3, personnel and organizational structure
After the product, the entrepreneur's second step to do is to form a fighting management team. Business management is good or bad, directly determines the size of the business risk. And high-quality management personnel and good organizational structure is an important guarantee of good management of the enterprise. Therefore, venture capitalists will pay special attention to the evaluation of the management team.
Managers should be complementary and have a team spirit. An enterprise must have specialized personnel responsible for product design and development, marketing, production operations management, and corporate finance. In the business plan proposal, it is important to spell out the key management personnel, describing the competencies they possess, their positions and responsibilities in the business, details of their past experience and background. In addition, in this part of the business plan book, should also be a brief introduction to the structure of the company, including: the company's organizational chart; the functions and responsibilities of each department; the head of each department and the main members; the company's compensation system; the company's shareholders list, including shareholdings, proportions and privileges; the company's board of directors; the directors of the background information.
4, market forecast
When a company wants to develop a new product or expand to a new market, the first thing it has to do is make a market forecast. If the results of the forecast are not optimistic, or the credibility of the forecast is doubtful, then the investor has to take greater risks, which is unacceptable to most venture capitalists.
Market forecasting begins with a demand forecast: is there a demand for the product? Is the level of demand such that it will bring the desired benefits to the business? What is the size of the new market? The future trend of demand development and its state how? What are the factors influencing demand. Secondly, the market forecast also includes the market competition situation? Enterprises face the competitive landscape to analyze: what are the main competitors in the market? Are there any market niches in favor of the company's products? What is the expected market share of the enterprise? The enterprise into the market will cause the competitors how to react, these reactions to the enterprise will have what effect? And so on. In the business plan, the market forecast should include the following: an overview of the current state of the market; an overview of competitive vendors; target customers and target markets; the market position of the enterprise's products; the market area and characteristics, and so on.
Enterprise market forecasts should be based on a rigorous, scientific market research. Enterprises face the market, there would have been more fickle, elusive characteristics. Therefore, enterprises should try to expand the scope of information collection, pay attention to the environment of the forecast and the use of scientific forecasting tools and methods. Entrepreneurs should keep in mind that the market forecast is not out of thin air, the wrong understanding of the market is one of the most important reasons for business failure.
5, marketing strategy
Marketing is the most challenging part of business operations, the main factors affecting the marketing strategy are:
(1) the characteristics of the consumer;
(2) the characteristics of the product;
(3) the state of the enterprise itself;
(4) the factors of the market environment. Ultimately, it is the marketing cost and marketing benefit factors that affect the marketing strategy.
In the business plan, the marketing strategy should include the following:
(1) selection of marketing organizations and marketing channels;
(2) marketing team and management;
(3) promotional plans and advertising strategies;
(4) pricing decisions.
For entrepreneurial firms, it is difficult to enter into the already stable sales channels of other firms due to the low visibility of their products and firms. Therefore, the enterprise has to temporarily adopt high-cost and low-efficiency marketing strategies, such as door-to-door sales, big advertisements of goods, concessions to wholesalers and retailers, or handing over sales to any enterprise willing to distribute. For a developing enterprise, it can utilize its original sales channels on the one hand, and develop new sales channels to accommodate its growth on the other.
6, manufacturing plan
Business plan for manufacturing plan should include the following: product manufacturing and technical equipment status; new product production plan; technology upgrades and equipment update requirements; quality control and quality improvement plan.
In the process of seeking capital, in order to increase the value of the enterprise in the pre-investment assessment, entrepreneurs should try to make the manufacturing plan more detailed and reliable. In general, the manufacturing plan should answer the following questions: the enterprise manufacturing plant and equipment needed for the situation; how to ensure the stability and reliability of the new product in the scale of production into the production; the introduction and installation of equipment, who is the supplier; the design of the production line and the assembly of the product is how; the supplier's lead time and the demand for resources; the development of the production cycle standards and the preparation of the production operation plan; the production cycle standards and the preparation of the production operation plan. Material Requirements Planning and its assurance measures; What are the methods of quality control; Related other issues.
7, financial planning
Financial planning requires more effort to do a specific analysis, including cash flow statement, balance sheet and income statement preparation. Liquidity is the lifeline of the enterprise, so the enterprise in the beginning or expansion, the liquidity needs to have a detailed plan in advance and in the process of strict control; profit and loss statement reflects the profitability of the enterprise, it is a period of time after the operation of the enterprise's operating results; balance sheet reflects the status of the enterprise at a certain point in time, the investor can be used to get the data in the balance sheet of the ratio index to measure the operating conditions and possible return on investment. The balance sheet reflects the condition of the enterprise at a certain point in time.
Financial planning generally includes the following:
(1) assumptions about the conditions of the business plan;
(2) projected balance sheet; projected profit and loss statement; cash flow analysis; sources and uses of funds.
A business plan outlines what the entrepreneur needs to do in the fundraising process, while a financial plan supports and illustrates the business plan. Therefore, a good financial plan is crucial in assessing the amount of capital needed for the business and increasing the likelihood of the business obtaining funding. If the financial planning is not well prepared, it will give investors the impression that the business managers are inexperienced and reduce the assessment value of the risky business, as well as increase the business risk of the enterprise, so how to develop a good financial planning? This first depends on the vision of the enterprise? Is to create a new product for a new market, or to enter an existing market with more financial information.
A start-up looking at a new technology or innovative product is unlikely to be able to refer to existing market data, prices and marketing methods. So it has to forecast the growth rate and likely net profitability of the market it enters and sell its vision, management team and financial model to investors. A firm preparing to enter an existing market, on the other hand, can easily illustrate the size of the market as a whole and how it can be improved. A business can plan for the size of its first year of sales based on the information it obtains about its target market.
The financial planning of a business should ensure that it is consistent with the assumptions made in the business plan. In fact, financial planning is inextricably linked to the production plan, human resource plan, and marketing plan of the business. To accomplish financial planning, the following questions must be clarified:
(1) How much of the product will be issued in each period?
(2) When will product line expansion begin?
(3) What is the production cost per product?
(4) What is the pricing of each product?
(5) What distribution channel will be used and what are the expected costs and profits?
(6) What types of people need to be employed?
(7) When will the hiring begin and what is the budget for salaries? etc.
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