The plan summary is listed in front of the business plan, which is the essence of the condensed business plan. The plan summary covers the main points of the plan, so that it can be seen at a glance, allowing readers to review the plan and make judgments in the shortest time.
The outline of the plan generally includes the following contents: company introduction; Main products and business scope; Market overview; Marketing strategy; Sales plan; Production management plan; Managers and their organizations; Financial plan; Capital demand, etc.
When introducing an enterprise, we should first explain the idea of starting a new enterprise, the formation process of new ideas, the goal and development strategy of the enterprise. Secondly, it is necessary to explain the present situation, past background and business scope of the enterprise. In this part, we should objectively comment on the past situation of the enterprise, and avoid the heavy and light. A pertinent analysis can often win trust and make people easily agree with the business plan of the enterprise. Finally, we should introduce the background, experience, experience and specialty of venture entrepreneurs. The quality of entrepreneurs often plays a key role in the achievements of enterprises. Here, entrepreneurs should try to highlight their own advantages and show a strong enterprising spirit in order to leave a good impression on investors.
Try to be concise and vivid, especially explain in detail the differences of your own enterprises and the market factors of their success. If an entrepreneur knows what he is doing, the abstract only needs two pages. If an entrepreneur doesn't know what he is doing, the abstract may take more than 20 pages. Therefore, some investors "pick out wheat" according to the length of the abstract.
2. Product (service) introduction
When evaluating investment projects, investors are most concerned about whether and to what extent the products, technologies or services of venture enterprises can solve real-life problems, or whether the products (services) of venture enterprises can help customers save money and increase income. Therefore, product introduction is an indispensable part of business plan. Generally, the product introduction should include the following contents: the concept, performance and characteristics of the product; Introduction of main products; Market competitiveness of products; Product development process; Plan and cost analysis of developing new products; Market prospect forecast of products; Brand and patent of products.
In the product (service) introduction part, entrepreneurs should make a detailed description of the product (service), which should be accurate and easy to understand, so that non-professional investors can understand it. In general, product introduction should be accompanied by product prototype, photos or other introductions.
(1) What problems do customers want the products of the enterprise to solve and what benefits can customers get from the products of the enterprise?
(2) What are the advantages and disadvantages of the enterprise's products compared with those of competitors? Why do customers choose their own products?
(3) What protection measures have the enterprise taken for its products, what patents and licenses the enterprise has, or what agreements have been reached with the manufacturers applying for patents?
(4) Why can the pricing of enterprise products make enterprises generate enough profits, and why do users buy enterprise products in large quantities?
(5) What methods do enterprises adopt to improve the quality and performance of products, and what plans do enterprises have for developing new products, etc.
The content of product (service) introduction is more specific, so it is easier to write. Although it needs praise to promote your products, it should be noted that every promise of an enterprise is a "debt" and should be honored with efforts. It should be remembered that entrepreneurs and investors have established a long-term partnership. Empty promises can only be complacent for a while. If an enterprise fails to honor its promises and repay its debts, its reputation will inevitably be lost.
3. Personnel and organizational structure
With products, the second step for entrepreneurs is to form a management team with fighting capacity. The quality of enterprise management directly determines the size of business risk. High-quality managers and good organizational structure are important guarantees for managing enterprises. Therefore, venture capitalists will pay special attention to the evaluation of management team.
Managers of enterprises should complement each other and have team spirit. An enterprise must have professionals in charge of product design and development, marketing, production and operation management, enterprise financial management and so on. In the business plan, it is necessary to define the main managers, introduce their abilities, their duties and responsibilities in the enterprise, and their past detailed experiences and background. In addition, in this part of the business plan, we should make a brief introduction to the company structure. Functions and responsibilities of various departments; Heads of departments and main members; The company's salary system; List of shareholders of the company, including stock options, proportions and privileges; Board members of the company; Background information of directors.
4. Market forecast
When an enterprise wants to develop a new product or expand a new market, it must first make a market forecast. If the forecast results are not optimistic, or the reliability of the forecast is in doubt, then investors will have to take greater risks, which is unacceptable to most venture capitalists.
Market forecast must first predict the demand: is there any demand for this product in the market? Can the degree of demand bring the expected benefits to the enterprise? How big is the new market? What is the future trend of demand development and its state? What are the factors that affect demand? Secondly, the market forecast should also include the market competition? Analyze the competition pattern faced by enterprises: Who are the main competitors in the market? Is there a market gap that is beneficial to the products of this enterprise? What is the expected market share of this enterprise? How will our competitors react when we enter the market and what impact will these reactions have on the enterprise? And so on. In the business plan, the market forecast should include the following contents: a summary of the current market situation; Overview of competitors; Target customers and target markets; The market position of the products of this enterprise; Market area and characteristics, etc.
The market forecast of venture enterprises should be based on rigorous and scientific market research. The market faced by venture enterprises is inherently more changeable and elusive. Therefore, venture enterprises should strive to expand the scope of information collection, attach importance to environmental prediction, and adopt scientific prediction means and methods. Venture entrepreneurs should remember that market prediction is not imaginary, and the understanding of market errors is one of the most important reasons for the failure of enterprises.
5. Market strategy
Marketing is the most challenging link in enterprise management, and the main factors affecting marketing strategies are:
(1) consumer characteristics;
(2) the characteristics of the product;
(three) the enterprise itself;
(4) Factors of market environment. The factors that ultimately affect marketing strategy are marketing cost and marketing benefit.
In the business plan, the marketing strategy should include the following contents:
(1) Selection of market organization and marketing channels;
(2) Marketing team and management;
(3) Promotion plan and advertising strategy;
(4) Price decision.
For start-up enterprises, it is difficult to enter the stable sales channels of other enterprises because of the low visibility of products and enterprises. Therefore, enterprises have to temporarily adopt high-cost and inefficient marketing strategies, such as door-to-door sales, advertising, giving profits to wholesalers and retailers, or giving them to any enterprise willing to distribute. For developing enterprises, on the one hand, they can use the original sales channels, on the other hand, they can develop new sales channels to adapt to the development of enterprises.
6. Manufacturing plan
The manufacturing plan in the business plan should include the following contents: the current situation of product manufacturing and technical equipment; New product production plan; Requirements for technical upgrading and equipment updating; Quality control and quality improvement plan.
7. Financial planning
Financial planning needs to spend more energy to do specific analysis, including the preparation of cash flow statement, balance sheet and income statement. Liquidity is the lifeline of an enterprise, so when an enterprise starts or expands, it needs careful planning in advance and strict control in the process; The income statement reflects the profitability of the enterprise, which is the operating result of the enterprise after a period of operation; The balance sheet reflects the state of the enterprise at a certain moment, and investors can use the ratio index obtained from the data in the balance sheet to measure the operating status and possible return on investment of the enterprise.
Financial planning generally includes the following contents:
(1) Conditional assumptions of the business plan;
(2) Expected balance sheet; Estimated income statement; Analysis of cash receipts and payments; Source and use of funds.
The business plan outlines what venture entrepreneurs need to do in the process of raising funds, and financial planning is the support and explanation of the business plan. Therefore, a good financial plan is very important for evaluating the amount of funds needed by venture enterprises and improving the possibility of obtaining funds for venture enterprises. If the financial plan is not fully prepared, it will give investors the impression that enterprise managers are inexperienced, reduce the evaluation value of risky enterprises and increase their operational risks. So how to make a good financial plan? This first depends on the long-term planning of venture enterprises? Whether to create a new product for a new market or to enter an existing market with more financial information.
It is impossible for a startup enterprise that focuses on a new technology or innovative product to refer to the data, price and marketing methods of the existing market. Therefore, it should predict the growth rate and possible net profit of the market it enters, and sell its ideas, management team and financial model to investors. Venture enterprises that are ready to enter the existing market can easily explain the scale of the whole market and its improvement methods. On the basis of obtaining the target market information, we can plan the sales scale of the enterprise in the first year.
The financial planning of an enterprise should be consistent with the assumptions in the business plan. In fact, financial planning is inseparable from the production plan, human resources plan and marketing plan of the enterprise. To complete the financial planning, we must make clear the following questions:
(1) What is the product output in each period?
(2) When will the product line expansion start?
(3) What is the production cost of each product?
(4) What is the price of each product?
(5) What distribution channels are used, and what are the expected costs and profits? (6) What kind of people do you need to hire? (7) When to start employment and what is the salary budget?