A business plan, also called a business plan, has a simple purpose. It is a weapon in the hands of entrepreneurs. It is provided to investors and all those who are interested in entrepreneurial projects, showing them the potential and value of entrepreneurship and persuading them to invest and support projects. Therefore, a good business plan should make people very clear about the following issues after reading it: 1, business opportunities of the company; 2. The process of setting up a company and grasping this opportunity; 3. Resource requirements; 4. Risks and expected returns; 5. Suggestions for your actions; 6. Industry trend analysis. Business plan is not an academic paper, but it may face people with non-technical background who are interested in the plan, such as possible team members, possible investors and partners, suppliers, customers, policy institutions and so on. Therefore, a good business plan should be clearly written, avoid using too many professional words, and focus on specific strategies, goals, plans and actions. The length of the business plan should be appropriate, too short is easy to make people doubt the success of the project; If it is too long, it will be considered too verbose and unclear. The length is generally 20-40 pages (including appendices). Generally speaking, the principles of writing a business plan are: simplicity; Clear organization; The content is complete; The language is fluent and easy to understand; The meaning is expressed accurately. A business plan generally includes the following ten parts:

The purpose of editing this business plan

1, communication tools Business plans can be used to introduce the value of enterprises, so as to attract investment, credit, employees, strategic partners, or other stakeholders including the government. A mature business plan can not only describe the growth process of your company, show the future growth direction and vision, but also quantify the potential profitability. This requires you to have a comprehensive understanding of your company, think about all existing problems, make a good plan for possible hidden dangers, and be able to put forward an effective work plan. 2. Management tools A business plan is first and foremost a planning tool, which can guide you through different stages of the company's development. A well-thought-out plan can help you recognize the roadblock and let you bypass it. Many entrepreneurs will share business plans with employees, so that the team can have a deeper understanding of their business direction. Large companies are also making use of business plans, and through repeated periodic discussions and careful deliberation every year, they finally determine the future action plan of the organization and the action plan of that year, and unify the will of superiors and subordinates. A business plan can also help you track, monitor, feedback and measure your business process. An excellent business plan will be a living document, which will grow with the increase of team knowledge and experience. When you establish the company's timeline and milestones, after a period of time, you can measure the difference between the actual path of the company and the original plan. More and more companies began to summarize the success and shortcomings of the last cycle with annual periodic planning work, so as to adjust the collective direction and steps, and then reward the excellent and punish the bad, and encourage the growth of the team. 3. The most easily overlooked commitment tool is that the business plan is also a commitment tool. This is most obvious when enterprises use business plans to carry out financing work. Like other legal documents, when an enterprise signs a financing contract with an investor, the business plan often exists as an annex to the contract. Corresponding to this annex is the gambling clause in the main contract. The gambling clause and the business plan both constitute a performance commitment: when managers complete or fail to complete the goals agreed in the business plan, how will the interests between investors and entrepreneurs be redistributed? Business plan is also an effective commitment tool when assisting in the implementation of internal management of the company. After the superiors and subordinates reach an agreement on a specific goal, the business plan they jointly complete records the agreement on the goal. Such an agreement will become an important basis for the implementation of various incentive tools. Business plans also reflect the commitment of superiors to subordinates. The development of company strategy inevitably means the necessary investment of resources. Only through a well-thought-out strategy can leaders have the determination to invest. People can forgive the adjustment of action plans or even strategies due to changes in specific environment and increased knowledge, but no one wants to work with a leader who is capricious and has no strategic thinking ability.

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The executive summary is a one-page or two-page summary of the business plan. Including: 1, brief description of this business (namely "elevator statement") 2, opportunity overview 3, description and forecast of target market 4, competitive advantage 5, economic situation and profitability forecast 6, team overview 7, benefits provided 2, industry background and company overview 1, detailed market description, main competitors and markets. 3. Be sure to describe your entry strategy and market development strategy. 3. Market research and analysis This is a window to show your understanding of the market. The following issues must be explained: 1, customers 2, market capacity and trend 3, competition situation and their respective competitive advantages 4, estimated market share and sales volume 5, market development trend (this is quite difficult for new markets, but we must try our best to get close to the truth) 4. Corporate strategy explains how companies compete, including three issues: 1, marketing plan (pricing and distribution; Advertising and promotion. Planning and development plan (development status and objectives; Difficulties and risks) 3. Manufacturing and operation plan (operation cycle; Equipment and improvement) V. Overall timetable The timetable of the company includes important events in the following areas: 1, income 2, breakeven point and positive cash flow 3, market share 4, product development introduction 5, major partners 6, financing 6, key risks, problems and assumptions 1, entrepreneurs' assumptions about the company and the risks they will face are not realistic 2, explain how you will deal with risks. Be sure to introduce the education and work background of each member related to the management company. 2. Pay attention to the division and complementarity of management. 3. Finally, introduce the leading members, business consultants, major investors and shareholding. 8. Introduce the company's financial plan and discuss the key drivers of financial performance. Be sure to discuss the following levers: 1, gross profit and net profit 2, profitability and durability 3, fixed, variable and semi-variable costs 4, the number of months needed to achieve balance of payments, the number of months needed to achieve positive cash flow 9, financial forecast 1, including income report, balance sheet, quarterly statements for the first two years, and annual statements for the first five years; 2. Analysis of estimated cash flow in the same period; 3. Highlight the cost control system; 10. Assuming that the company can provide benefits, this is your "selling point", including1; 2. What level do you need for this round of financing? 3. How do you use these funds? 4. The return that investors can get; 5. You can also discuss the possible exit strategies of investors.

Several points that should be paid attention to when editing this business plan

When you write a business plan, you should achieve the following goals: 1. Try to be clear and concise. 2. Pay attention to the market and speak with facts, so it is necessary to show market research and market capacity. 3. Explain why potential customers will pay for your products or services. 4. consider the problem from the customer's point of view and put forward strategies to guide them into your sales system. 5. Form a relatively mature investment exit strategy in your mind. 6. fully explain why you and your team are best suited to do this. 7. Ask your readers for feedback. When you make a business plan and submit it to investors, you must avoid the following problems: 1, being too optimistic about the prospect of products/services leads to distrust. 2, the data is not convincing, such as taking out some data that is far from the industry standard. 3. Positioning is the product or service, not the market. 4, there is no clear understanding of competition, ignoring the threat of competition. 5. Choose to enter a congested market in an attempt to catch up. 6. The business plan is very unprofessional, such as lack of appropriate data, being too simple or lengthy. 7. Do not carefully look for the most likely investors, but spamming materials.

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Service 2. What funds do you need to start a business? Why so much money? Why is it worthwhile for investors to inject funds into this?

How to write a good business plan by editing this paragraph?

1. Focus on product 2. Dare to compete 3. Understand the market. Explain the policy of action 5. Show your management team. Summary of excellent plan II. Contents of business plan 1. The plan summary 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, and finance. When introducing an enterprise, we should first explain the idea of establishing 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. 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. In the plan summary, the enterprise must also answer the following questions: (1) the industry in which the enterprise is located, the nature and scope of its operation; (two) the contents of the main products of the enterprise; (3) Where is the market of the enterprise, who are the customers and what are the demands; (4) Who are the partners and investors of the enterprise; (5) Who are the competitors of the enterprise and what influence the competitors have on the development of the enterprise. Try to be concise and vivid. In particular, it is necessary to explain in detail the differences between their own enterprises and the market factors for their success. If an entrepreneur knows what he is doing. 2. Introduction of products (services) 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. (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. 3. After people and organizational structure have products, the second step for entrepreneurs is to form an effective management team. Managers of enterprises should complement each other and have team spirit. 4. Market Forecast When an enterprise wants to develop a new product or expand a new market, it must first make a market forecast. 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 also includes the analysis of the market competition situation and 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? Wait a minute. 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. 5. Marketing strategy Marketing is the most challenging link in enterprise management, and the main factors affecting marketing strategy are: (1) the characteristics of consumers; (2) the characteristics of the product; (three) the enterprise itself; (4) Market environment factors. What ultimately affects marketing strategy is marketing cost and marketing benefit. In the business plan, the marketing strategy should include the following contents: (1) the choice of market institutions and marketing channels; (2) Marketing team and management; (3) Promotion plan and advertising strategy; (4) Price decision. 6. Manufacturing plan The manufacturing plan in the business plan should include the following contents: the status quo of product manufacturing and technical equipment; New product production plan; Requirements for technical upgrading and equipment updating; Quality control and quality improvement plan. In the process of seeking funds, in order to increase the evaluation value of enterprises before investment, venture entrepreneurs should try their best to make the production and manufacturing plan more detailed and reliable. Generally speaking, the manufacturing plan should answer the following questions: what are the factories and equipment needed for the enterprise's manufacturing; How to ensure the stability and reliability of new products when they enter mass production; Who is the supplier for the introduction and installation of equipment; What is the design and product assembly of the production line? Lead time and resource requirements of suppliers; Formulation of production cycle standards and production operation plans; Material demand plan and its guarantee measures; What is the method of quality control? Other related issues. 7. Financial planning Financial planning needs to spend more energy on 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 business plans; (2) Expected balance sheet; Estimated income statement; Analysis of cash receipts and payments; Source and use of funds. The financial planning of an enterprise should be consistent with the assumptions in the business plan. In fact, financial planning is closely related to enterprise's production plan, human resource plan and marketing plan. To complete the financial planning, the following questions must be clarified: (1) How big is the product delivered 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? etc

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A famous American venture capitalist once said, "Inviting people to invest or join a venture enterprise is like proposing to a divorced woman, not like first love with a girl. Both sides have their own plans, and it is useless to rely on empty checks. " Business plan is the "golden key" for venture enterprises to seek funds, which determines the success or failure of investment. For venture enterprises that have just started a business, the role of business plan is particularly important. By making a business plan, writing down the pros and cons, and then scrutinizing them one by one, we will find that the original "embryonic" projects have become clear and distinguishable, which is more conducive to the understanding and grasp of the projects by venture entrepreneurs. The business plan first sells the enterprises to be established in the plan to the venture entrepreneurs themselves. Secondly, the business plan can also help to promote the planned venture enterprises to venture capitalists. One of the main purposes of the company's business plan is to raise funds. Therefore, the business plan must explain: (1) Why do you want to take risks and spend energy, time, resources and funds to start a business? (2) Why do you need so much money to start a business? Why is it worthwhile for investors to inject funds into this? For established venture enterprises, business plans can set more specific directions and priorities for the development of enterprises, let employees know the business objectives of enterprises and encourage them to work hard for the same goal. More importantly, it can make the investors, suppliers and sellers of the enterprise know the operating conditions and objectives of the enterprise, and persuade investors (old or new) to provide funds for the further development of the enterprise. It is for the above reasons that the business plan will be the most important business document written by venture entrepreneurs. So, how to make a business plan? The first part: Abstract is the first part seen by venture capitalists. Through the abstract, venture capitalists form their first impression of you and your plan, so the abstract must be perfect in form and clear and smooth in narrative. The second part: the company and the future. This part should let venture capitalists have a certain understanding of several major projects and future development strategies of your company. Each theme should be unique and form a related whole. 1. Overview: As long as the company name, address, telephone number, contact person and other information you provide are clear and correct, venture capitalists will not ask any questions. If possible, industry classification standards can be proposed. Please be careful never to give someone a phone number that you can't receive. If you are not here, you should set up a service agency to transfer the phone or ask a friend to transfer it. 2. The natural situation of the company: Here, you should try to describe the company's operation in the most concise paragraph. More importantly, let venture capitalists know about your company in the shortest sentence. If your company is already a member of the computer network, your description of the company should be consistent with that in the computer, so that venture capitalists can get a general understanding of your company according to your industry classification catalogue. If your writing is not concise enough, the other party may ask you to explain it to confirm your company's industry. 3. Historical situation: Here, venture capitalists mainly seek a general understanding. Even if the other person has seen the company history, he may ask you to describe the company history. They want to know more about what happened in the past. It seems difficult to determine the basic types of questions in this part, but the other party is likely to ask questions related to the company's special historical events. One of the typical questions may be: "Why did you help this or that?" Another typical question may be: "What are the important milestones in the development history of your company? Why do you realize these historical turning points? " 4. Company management: This part mainly introduces the management, leaders and other people who have a key influence on the company's business. Usually, there are no more than three key people in a small company. Venture capital pays great attention to key people. You should start from the top and introduce them in turn, noting that key people are not equal to achievers. It mainly includes the professional ethics and remuneration of directors and senior staff, core employees and managers. 5. The company's future development plan: here, venture capitalists still seek information about the milestones that the company can complete in the future. They may ask questions related to key stages in the future. The basic question may be: "How do you achieve the key indicators specified in the plan?" 6. Uniqueness (unique management, unique products and services, unique investment base, etc. ): Here, the question you have to answer is: "What makes our company different?" The question is rephrased as: "Compared with all the small companies in the world, what makes your company prosperous?" As a whole, large companies are usually superior to small ones. If this rule is reasonable, how can you guarantee that your company will win when you have to compete with big companies? In order to satisfy venture capitalists, you must clearly point out the unusual advantages of our company to ensure success. If you just answer "besides, I'm almost the same", the other person is likely to fall asleep. 7. Product or service introduction: Here, venture capitalists should know what you are selling, what products and satisfactory services the market needs; He will try his best to evaluate the marketability and innovation of your products; He also cares about where your company is in the product life cycle. His question may be: "Why is this product or service of practical value? What functions does it provide for users? What is the user's purchase motivation? " What is the life cycle of this product? When will it be devalued by new products? Do you have any plans to develop new products or use existing products to break out of your product market? Is this craze beneficial or harmful? What is your product responsibility? If the user is hurt when using your product, what responsibility will you bear? What is the price limit of your products? What is price elasticity? How durable is the product? How to improve product technology? Where is your product in the product life cycle curve? "8. Industry: Here, venture capitalists try their best to analyze and understand your industry. His question may be: "What is the key to your success in your field? How to ensure that your company and products are in harmony with your industry? In addition, there are some basic questions, such as "how do you know and confirm the total sales and growth rate of your industry?" What is the basic development trend of your industry? What industry changes have the greatest impact on your company's profitability? What are the trade barriers in your industry? How difficult is it for a third party to enter your industry circle for the first time? What's new about your product compared with other products in the same industry? What seasonal factors affect the sales of this industry? How wide is your sales circle? Is it local, regional, national or global? " It should be noted that the sales of the industry you introduced in a certain period of time cannot include the sales of the areas where your products are not occupied. For example, if a company only manufactures microcomputers, it cannot be said that it has occupied all the computer markets. The microcomputer market is only a part of the whole computer market, and the corresponding industry is only the microcomputer market, not the whole computer market. In fact, the current microcomputer market is already very broad. 9. Competitors: Here, venture capitalists want to know: Who is the competitor, what is its strength, what is its advantage, and what is your own advantage. A typical question may be: "What advantages do you have over your competitors? How does your company compare with competitors in terms of price, performance, service and safeguard measures? What advantages do competitors have over you? Who is your main competitor? Who is your industry partner? Who do you compete with on the basis of high level? Do you have any substitutes for your products? If so, who made this product? What is its replacement frequency? How big is the price gap between you and your competitors? Are there any competitors joining your industry? If you plan to choose a market to share with your competitors, what are your specific measures? How do you think your competitors will react? Do your competitors have publicly listed companies? " 10. sales strategy: here, venture capitalists will concentrate on analyzing and studying your marketing strategy, and they want to know the whole process of your product from the production site to the hands of users. Some basic questions may be: "describe the distribution channel of your product, that is, explain the whole process of your product from the place of production to the end user." What are the marketing links of your product? Does the company directly retail or sell through the industry sales network? What is the position of advertising in marketing strategy? What is your basic advertising strategy? How much is the charge? How sensitive is your sales to advertising? What market penetration strategies have you adopted? What kind of market penetration strategy do you plan to adopt? What kind of marketing strategy do you plan to adopt if your products and industries enter maturity? How difficult is it to sell now? Do you need direct sales? That is, does the salesperson need to sell directly to the user? Complex sales and long cycle; Still quite simple and direct? Is it high or low to buy a single item? Do users have to budget in advance to buy products? How long does it take from signing the contract with the buyer to the final transaction? Does the government have strict control over market transactions? ".Part III: Investment Description Regarding investment, you should put forward your own financing plan, that is, explain your views on various investment forms such as loans, stock options, preferred stocks and common stocks. And the opinions should be as specific as possible, so that the other party can fully and accurately understand what financing method they are going to take and how much they are willing to pay. Part IV: Risk Factors What risks may investors encounter when investing in your company? You should describe it from the aspects of policy, management, resources and finance. In the process of explanation, only a positive description is made without critical explanation, which mainly includes: business history, resources, management experience, market uncertainty, production uncertainty, and bankruptcy's dependence on key managers. The fifth part: the investment return and outlet that investors are very concerned about. Because most venture capitalists don't really want to hold the company's equity for a long time, but want to "shell" when the conditions are ripe, so as to gain income through the appreciation of the stock. Generally speaking, venture capitalists can put forward three ways to realize investment, including listing shares, selling companies and repurchasing. You should point out which way you want to adopt. Part VI: Business Analysis and Forecast This part is mainly based on the company's historical business performance analysis, so as to predict the future business situation. Here, we should mainly predict the income, cost and expenses that may occur in the future business according to the company's past financial data, and at the same time, we can predict the future operating efficiency and operating results through ratio analysis. Part VII: The financial report plan should include your company's current financial report with appropriate explanations. In any case, plans without current financial statements are unacceptable. A project without the financial report of the year can hardly arouse the interest of venture capitalists. The eighth part: financial forecast predicts the company's financial situation in the next five years, and also needs to forecast the annual cash flow statement, so that every reader can accurately understand the company's cash flow situation. Part IX: Report, introduction, samples and pictures of products. In order to increase the persuasiveness of the scheme, we can collect some comprehensive introduction documents of our company, collect industry product catalogues, collect some product pictures and so on. These have a certain effect on attracting investment, but not too much, otherwise it will be counterproductive. It should be stated that these can only be used as attachments to the plan. Summary: The above is the whole content of the plan. According to the specific situation of the company and the project, it can be added or deleted according to the actual situation, which is to meet the needs of the project.