Business plan is the carrier to put many business ideas into practice in black and white.
Entrepreneurship is a difficult process, and the failure rate of entrepreneurs in China is very high. One of the important reasons is that before starting a business, there is no comprehensive evaluation of the difficulties of starting a business and no careful preparation of the business plan. The production process of the number of business plans is actually a simulation process of starting a business, and there can be no falsehood.
How to write a business plan? It depends on the purpose, that is, the object of the plan, whether to write to investors or take bank loans. Different purposes will have different emphasis on the plan. Just like drawing a blueprint before building a house, you don't know what to do in the first step, what to do in the second step, or what to do at the same time, and no one else knows what to do. Moreover, the overall environment and conditions will change, and the business operation will last for more than two or three years. With this plan in hand, when environmental conditions change, it can be revised item by item and constantly updated.
Some people will say it's a business plan, others will say it's a business plan and an operation plan. When a business plan is to start a business, it is called a business plan. Sometimes I hear a business plan, which is usually divided by year. Is the existing company's annual plan, such as how to operate, what's the name of the new product, whether the marketing channel is distribution or direct sales ... These should be recorded in detail. The purpose of business plan is for investment and financing. If new funds have been raised and loans have been borrowed, the business plan for the first year must be followed when the business really starts. ?
Four elements of a business plan
No matter how many kinds of business plans there are, there must be a standard, a certain chapter and something that must not be lost. There are six concepts here.
The first concept. This concept means: in the plan, write so that others can know what to sell quickly.
The second concept. After you sell something, who are you going to sell it to? Who are your customers and where are they? For example, do you think that all women are customers, even women over 50 can use them? Are people under five also clients? Where is the appropriate age group should be clearly defined.
The third competitor. Has anyone ever sold anything? If someone sells it, where is it? Is it in Taiwan Province Province or in the United States? Is there anything else to replace it? Are these competitors directly or indirectly related to?
The fourth is ability. Can you understand what you want to sell? For example, if you open a restaurant and the master refuses to do it, can he cook if he can't find anyone? If you don't have this ability, at least your partner should be able to do it, or have the ability to appreciate it, otherwise it is best not to do it.
The fifth is capital. Capital can be cash or assets, something that can be converted into cash. It should be clear where the capital is, how much it is, how much part it has and how much it can be borrowed.
The last one is sustainable management. What are your plans for the future when you do well in your career? As long as you master these six concepts at any time, you can check and correct them at any time, and you are not afraid of missing anything.
The first part is the reason ontology, which is the main content of the reason. After planning the ontology, there are financial related data, such as how much turnover is predicted, how much cost and profit are, and how much capital turnover is needed in the future. Third: supplementary documents. For example, whether there is a patent certificate, professional license or certificate, or a letter of intent or recommendation letter. ?
Ten contents of business plan
Usually a plan has more than 100 pages, so you need to write a summary in front, and the summary is only one page. The next chapter is the business plan, which is divided into ten chapters.
Chapter one: occupation description, that is, what is your occupation. What industry must be described? Is it trade, manufacturing or service? What products do you sell? Or what services are provided? Who are the main customers? And is the current life cycle of the industry in germination, growth, maturity or decline? Is it new to enter the workplace? Or join or undertake the existing ones? So is it a sole proprietorship or a partnership or a company? Why can it grow profitably? When are you going to open the door? Do you want to cooperate with the festival? How long are the business hours? Is it seasonal?
Chapter II: Products/Services. What are our products and services, or both? What are the characteristics? What benefits can the characteristics of our products bring to customers? What is the difference between other things and competitors? If your product or service is innovative and unique, how do you make people want to buy it? And if our products and services are not special, why should others buy them?
Chapter III: Market. Who is selling things? First, make clear where the target market is, as I just said: How old is the customer? Is it to serve existing customers in existing markets? Or develop new customers in the existing market? Or serve existing customers in new markets? Or develop new customers in new markets? Different markets and different customers have different marketing methods. What is marketing? Is to find out who the customer is first, and then try to get the customer to take the money out of his pocket to buy things. Know where the real customers are when selling. What kind of benefits does the product have for customers? What kind of marketing methods should be used? Is the channel direct selling or looking for a dealer? How to position, go public and promote sales is related to market size, expected market share and annual growth potential. When the market grows, does the market share rise or fall? Is the market competitive? If not, why not? Then how to price and budget? What kind of strategy should we adopt? Wait a minute.
Chapter IV: Location. The general company may not have much influence on the location, but if you want to open a store, the location of the store is very important. Otherwise, why should McDonald's open on the corner? Usually, bad lots are bound to close down, and good lots are more profitable.
Chapter 5: Competition. Do the competition analysis for the next three times, and pay attention to the relationship with competitors. 1. When you want to start a business or enter a new market, of course, you must do a competitive analysis first. 2. Competition sometimes comes from direct competitors and sometimes from other industries, so when a new competitor enters the operation market, it is necessary to conduct competition analysis. 3. It is best and most labor-saving to do competitive analysis anytime and anywhere. You can think from these five directions: Who are the five closest competitors? How is their business? How similar are they to the business? What did you learn from them? How to do better than them?
Chapter VI: Management. You need to establish your own management major and related background, understand your own weaknesses, and how entrepreneurial teams complement each other. Advantages and disadvantages between entrepreneurial teams, and how to divide their responsibilities and responsibilities? Are responsibilities clearly defined? Besides the team itself, are there any other resources that can be allocated and obtained? 98% of the failures of small and medium-sized enterprises come from the lack of management, and 45% of them are due to the lack of competitiveness of management. There is no clear solution at present. Another 20% is because the company's internal majors are not balanced, so we should strengthen our own majors. There are also 18% people who lack management experience and need to find complementary business partners to make up for it. In addition, 9% were inexperienced in related industries, 3% were taken lightly by operators, 2% were cheated by others, and finally 1% came from natural and man-made disasters.
Chapter VII: Personnel. What is the demand for personnel now, in half a year and in the next three years? What other professional technologies need to be introduced? Where are the professionals? Can it be introduced? Need full-time or part-time manpower? Is the salary monthly or hourly? What benefits are provided? Is there overtime pay? Is there any education and training? What is the cost of these personnel?
Chapter 8: Financial demand and application. How to use financing/wealth management funds? Is it used for business turnover? Or buy more equipment, prepare materials or develop technology ...? When should I use it? And how to calculate suppliers, specifications, brands, prices, quantities, freight, taxes, etc. What contribution does financing make to professional profits? Have you estimated the income statement, balance sheet and cash flow statement for the next three years? 1 The report is in months, and the second and third years are in years.
Chapter 9: Risk. Doing business is bound to be risky, so you should pay attention to it at ordinary times. Risk does not mean that there is competition or risk. The risk may be that there is a MRT next to the selected location, but the MRT did not pass later. There is also the risk of foreign exchange for import and export, and the risk of fire in restaurants. In addition, we should pay attention to how to deal with risks when they come.
Chapter 10: Growth and Development. In the business plan, you should figure out what to do next, what to do three years later and what to do five years later. This plan should be sustainable, so we should be able to deepen, diversify and globalize when planning.