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商業(yè)計劃書英文
光陰的迅速，一眨眼就過去了，成績已屬于過去，新一輪的工作即將來臨，現(xiàn)在就讓我們制定一份計劃，好好地規(guī)劃一下吧。好的計劃都具備一些什么特點呢？以下是小編整理的商業(yè)計劃書英文，歡迎閱讀與收藏。
商業(yè)計劃書英文 1
Your business plan is very often the first impression potential investors get about your venture. But even if you have a great product, team, and customers, it could also be the last impression the investor gets if you make any of these avoidable mistakes.
INVESTORS see thousands of business plans each year, even in this down market. Apart from a referral from a trusted source, the business plan is the only basis they have for deciding whether or not to invite an entrepreneur to their offices for an initial meeting.
With so many opportunities, most investors simply focus on finding reasons to say no. They reason that entrepreneurs who know what they are doing will not make fundamental mistakes. Every mistake counts against you.
This article shows you how to avoid the most common errors found in business plans.
Content Mistakes
Failing to relate to a true pain
Pain comes in many flavors: my computer network keeps crashing; my accounts receivable cycle is too long; existing treatments for a medical condition are ineffective; my tax returns are too hard to prepare. Businesses and consumers pay good money to make pain go away.
You are in business to get paid for making pain go away.
Pain, in this setting, is synonymous with market opportunity. The greater the pain, the more widespread the pain, and the better your product is at alleviating the pain, the greater your market potential.
A well written business plan places the solution firmly in the context of the problem being solved.
Value inflation
Phrases like "unparalleled in the industry;" "unique and limited opportunity;" or "superb returns with limited capital investment" - taken from actual documents - are nothing but assertions and hype.
Investors will judge these factors for themselves. Lay out the facts - the problem, your solution, the market size, how you will sell it, and how you will stay ahead of competitors - and lay off the hype.
Trying to be all things to all people
Many early-stage companies believe that more is better. They explain how their product can be applied to multiple, very different markets, or they devise a complex suite of products to bring to a market.
Most investors prefer to see a more focused strategy, especially for very early stage companies: a single, superior product that solves a troublesome problem in a single, large market that will be sold through a single, proven distribution strategy.
That is not to say that additional products, applications, markets, and distribution channels should be discarded - instead, they should be used to enrich and support the highly focused core strategy.
You need to hold the story together with a strong, compelling core thread. Identify that, and let the rest be supporting characters.
No go-to-market strategy
Business plans that fail to explain the sales, marketing, and distribution strategy are doomed.
The key questions that must be answered are: who will buy it, why, and most importantly, how will you get it to them?
You must explain how you have already generated customer interest, obtained pre-orders, or better yet, made actual sales - and describe how you will leverage this experience through a cost-effective go-to-market strategy.
"We have no competition"
No matter what you may think, you have competitors. Maybe not a direct competitor - in the sense of a company offering an identical solution - but at least a substitute. Fingers are a substitute for a spoon. First class mail is a substitute for e-mail. A coronary bypass is a substitute for an angioplasty.
Competitors, simply stated, consist of everybody pursuing the same customer dollars.
To say that you have no competition is one of the fastest ways you can get your plan tossed - investors will conclude that you do not have a full understanding of your market.
The "Competition" section of your business plan is your opportunity to showcase your relative strengths against direct competitors, indirect competitors, and substitutes.
Besides, having competitors is a good thing. It shows investors that a real market exists.
Too long
Investors are very busy, and do not have the time to read long business plans. They also favor entrepreneurs who demonstrate the ability to convey the most important elements of a complex idea with an economy of words.
An ideal executive summary is no more than 1-3 pages. An ideal business plan is 20-30 pages (and most investors prefer the lower end of this range).
Remember, the primary purpose of a fund-raising business plan is to motivate the investor to pick up the phone and invite you to an in-person meeting. It is not intended to describe every last detail.
Document the details elsewhere: in your operating plan, R&D plan, marketing plan, white papers, etc.
Too technical
Business plans - especially those authored by people with scientific backgrounds - are often packed with too many technical details and scientific jargon.
Initially, investors are interested in your technology only in terms of how it:
solves a really big problem that people will pay for;
is significantly better than competing solutions;
can be protected through patents or other means; and
can be implemented on a reason-able budget.
All of these questions can be answered without a highly technical discussion of how your product works. The details will be reviewed by experts during the due diligence process.
Keep the business plan simple. Document the technical details in separate white papers.
No risk analysis
Investors are in the business of balancing risks versus rewards. Some of the first things they want to know are what are the risks inherent in your business, and what has been done to mitigate these risks.
The key risks of entrepreneurial ventures include:
Market risks: Will people actually buy what you have to sell? Will you need to create a major change in consumer behavior?
Technology risks: Can you actually deliver what you say you can? On budget and on time?
Operational risks: What can go wrong in the day-to-day operations of the company? What can go wrong with manufacturing and customer support?
Management risks: Can you attract and retain the right team? Can your team actually pull this off? Are you prepared to step aside and let somebody else take over if necessary?
Legal risks: Is your intellectual property truly protected? Are you infringing on another companys patents? If your solution does not work, can you limit your liability?
This is, of course, just a partial list of risks.
Even though you may feel that the risks are negligible, potential investors will feel otherwise unless you demonstrate that you have given a lot of thought to what can go wrong and have taken prudent steps to mitigate these risks.
Poorly organized
Your idea should flow in a nice, organized fashion. Each section should build logically on the previous section, without requiring the reader to know something that is presented later in the plan.
Although there is no single "correct" business plan structure, one successful structure is as follows:
Executive Summary: This is a brief, 1 to 3 page summary of everything that follows in the plan. It should be a stand-alone document, as many readers will make their initial decision based on the executive summary alone. This should usually be written last; otherwise, you have nothing to summarize!
Background: If you are in a highly specialized field, you should provide some background in layman terms since most investors will not have advanced degrees in your field.
Market Opportunity: Describe how businesses and consumers are suffering, and how much they are willing to pay for a solution.
Products or Services: Describe what you do, and how your solution fits into the market opportunity.
Market Traction: Describe how you have succeeded in attracting customers, marketing and distribution partnerships, and other alliances that demonstrate that experts in your market are betting on your solution.
Competitive Analysis: Identify your direct and indirect competitors, and describe how your solution is better.
Distribution and Marketing Strategy: Describe how you will go to market, how you will price your products, etc.
Risk Analysis: Identify major sources of risks, and describe how you are mitigating them.
Milestones: Showcase a strong past track record, and describe key checkpoints for the future.
Company and Management: Provide the basic facts about your company - where and when you incorporated, where you are located, and brief biographies of your core team.
Financials: Provide summaries of your P&L and cash flows, and the assumptions used to come up with these. Also describe your funding needs, how you will use the proceeds, and possible exit strategies for investors.
As stated earlier, there is no "right" structure - you will need to experiment to find the one that best suits your business.
Your business plan is very often the first impression potential investors get about your venture. But even if you have a great product, team, and customers, it could also be the last impression the investor gets if you make any of these avoidable mistakes.
Financial Model Mistakes
Forgetting Cash
Revenues are not cash. Gross margins are not cash. Profits are not cash. Only cash is cash.
For example, suppose you sell something this month for $100, and it cost you $60 to make it. But you have to pay your suppliers within 30 days, while the buyer probably wont pay you for at least 60 days.
In this case, your revenue for the month was $100, your profit for the month was $40, and your cash flow for the month was zero. Your cash flow for the transaction will be negative $60 next month when you pay your suppliers.
Although this example may seem trivial, very slight changes in the timing difference between cash receipt and disbursement - just a couple of weeks - can bankrupt your business.
When you build your financial model, make sure that your assumptions are realistic so that you raise sufficient capital.
Lack of Detail
Your financials should be constructed from the bottom-up, and then validated from the top-down.
A bottom-up model starts with details such as when you expect to make certain sales, or when you expect to hire specific employees.
Top-down validation means that you examine your overall market potential and compare that to the bottom-up revenue projections.
Round numbers - like one million in R&D expenses in Year 2, and two million in Year 3 - are a sure sign that you do not have a bottom-up model.
Unrealistic financials
Only a very small handfull of companies achieve $100 million or more in sales only five years after founding.
Projecting much more than that will not be credible, and will get your business plan canned faster than almost anything else.
On the other hand, a business with only $25 million in revenues after five years will be too small to interest serious investors.
Financial forecasts are a litmus test of your understanding of how venture capitalists think.
If you have a realistic basis for projecting $50-100 million in Year 5, you are probably a good candidate for venture financing. Otherwise, you should probably look elsewhere.
Insufficient financial projections
Basic financial projections consist of three fundamental elements: Income Statements, Balance Sheets, and Cash Flow Statements. All of these must conform to Generally Accepted Accounting Principles, or GAAP.
Investors generally expect to see five years of projections. Of course, nobody can see five years into the future. Investors primarily want to see the thought process you employ to create long-term projections.
A good financial model will also include sensitivity analyses, showing how your projected results will change if your assumptions turn out to be incorrect. This allows both you and the investor to identify the assumptions that can have a material effect on your future performance, so that you can focus your energies on validating those assumptions.
They should also include benchmark comparisons to other companies in your industry - things like revenues per employee, gross margin per employee, gross margin as a percentage of revenues, and various expense ratios (general and administrative, sales and marketing, research and development, and operations as a percentage of total operating expenses).
Conservative assumptions
Nobody ever believes that assumptions are conservative, even if they truly are.
Develop realistic assumptions that you can support, refrain from using the words "conservative" or "aggressive" in your plan, and leave it at that.
Offering a valuation
Many business plans err by stating that their company is worth a certain amount. How do you know? The value of a company is determined by the market - by what others are willing to pay - and unless you are in the business of buying, selling, or investing in companies, you probably dont have an acute sense of what the market will bear.
If you name a price, one of two things can happen: (a) your price is too high, and investors will toss your plan; or (b) your price is too low, and investors will take advantage of you. Both are bad.
The purpose of the business plan is to tell your story in the most compelling manner possible so that investors will want to go to the next step. You can always negotiate the price later.
Stylistic Mistakes
Poor spelling and grammar
If you make silly mistakes in your business plan, what does that say about how you run your business?
Use your spelling and grammar checkers, get other people to edit the plan, do whatever it takes to purge embarrassing errors.
Too repetitive
All too often, a plan covers the same points over and over. A well-written plan should cover key points only twice: once, briefly, in the executive summary, and again, in greater detail, in the body of the plan.
Appearance matters
At any point in time, an investor has dozens if not hundreds of plans waiting to be read. Get to the top of the pile by making sure that the cover is attractive, the binding is professional, the pages are well laid out, and the fonts are large enough to be easily read.
On the other hand, dont go too far - you dont want to give the impression that you are all style and no substance.
Execution Mistakes
Waiting until too late
The capital formation process takes a long time. In general, count on 6 months to a year from the time you start writing the plan until the time the money is in the bank.
Dont put it off. Your management team should be prepared to invest about 500 hours into the plan. If you are too busy building your product, company, or customers (which is arguably a better use of your time), consider outsourcing the development of the business plan.
Failing to seek outside review
Make sure that you have at least a few people review your plan before you send it out - preferably people who understand your market, sales and distribution strategies, the VC market, etc.
Your plan may look perfect to you and your team, but thats probably because youve been staring at it for months.
Good, objective reviews from outsiders with a fresh perspective can save you from myopia.
Overtweaking
You could spend countless hours tweaking your plan in the pursuit of perfection.
A lot of this time would be better spent working on your product, company, and customers.
At some point, you need to pull the trigger and get the plan out in front of a few investors.
If the reaction is positive, and they want to move forward, great.
If the reaction is negative (assuming that the investor was a good fit to begin with), then you may have been heading down the wrong path. Get feedback from a couple of investors, and if a general consensus emerges, go back and refine your plan.
Conclusion
Its a tough investment climate, but good ideas backed by good teams and good business plans are still getting funded.
Give yourself the best possible chance by avoiding these simple mistakes.
商業(yè)計劃書英文 2
英語商業(yè)計劃書（Business Plan）
第一講：概述
第二講：現(xiàn)狀分析
第三講：目標(biāo)確定
第四講：組織結(jié)構(gòu)
第五講：產(chǎn)品分析
第六講：市場分析
第七講：市場策略
第八講：生產(chǎn)分析
第九講：財務(wù)分析
第十講：附件
第一講：概述(executive summary)
概述是整個商業(yè)計劃的第一部分，相當(dāng)于整個商業(yè)計劃的濃縮，使整個商業(yè)計劃的精華所在。一般將概述放在最后書寫，頁數(shù)應(yīng)控制在2頁以內(nèi)。
概述應(yīng)包括的基本內(nèi)容有：
企業(yè)的宗旨，例如：
In 2007, ABC Corporation was created to...
Now, ABC Corporation is at a point where…
背景介紹，例如：
For many years people have…
The condition of the industry today is such that…
產(chǎn)品或服務(wù)及市場競爭情況，例如：
We have just completed the development of S30 – a novel
and proprietary construction tool
Compared to competitive products, our s30 can…
企業(yè)目標(biāo)，例如：
Our objective, at this time, is to propel the company into a
prominent market position. We feel that within 5 years ABC
Corporation will be in a suitable condition for further
expansion, an initial public offering or profitable acquisition.
To accomplish this goal we…
管理團隊和管理組織，例如
Our management team consists of 5 men and women
Whose backgrounds consist of 10 years of marketing with…
市場策略，例如：
The fundamental thrust of our marketing strategy
consists of…
財務(wù)狀況和計劃，例如：
In 5 years we will have… and our investors will be
able to…
結(jié)論，例如：
ABC Corporation enjoys an established track-record of
excellent support for our customers. Their expressions of
satisfaction and encouragement are numerous, and we
intend to continue our advances in the…
第二講：現(xiàn)狀分析(present situation)
這部分盡可能簡明扼要而又全面地介紹公司的情況，以及公司所在行業(yè)的信息。
市場環(huán)境，例如：
The marketplace has been stagnant for 2 years. We are
poised now to…
產(chǎn)品或服務(wù)，例如：
The present stage of S30 is in the design stage.
產(chǎn)品生命周期，例如：
Our current product line is…
價格和利潤，例如：
Current prices are… and profits are…
客戶，例如：
Current customers are using our… for…
銷售渠道，例如：
We have service centers, retailers, manufacturer’s
representatives…
管理團隊情況，例如：
Most of our management is in place, however, we require a
production manager to complete our team.
財務(wù)狀況，例如：
Current cash available is….
第三講：目標(biāo)確定(objectives)
企業(yè)目標(biāo)是企業(yè)使命和指導(dǎo)方針的具體化和數(shù)量化，它反應(yīng)企業(yè)在一定時期內(nèi)經(jīng)營活動的方向和所要達到的水平。企業(yè)目標(biāo)的實現(xiàn)時間較長，一般為三到五年或者更長時間。好的企業(yè)目標(biāo)具有總體性、與外部環(huán)境聯(lián)系密切、有很大的激勵作用、切實可行等特點。
企業(yè)的'基本目標(biāo)，例如：
The primary objectives of our organization are to:
A
B
C
投資收益率(ROI)，例如：
Based on a XXX% market share for our XXX product by
20XX, we estimate our return on investment to be XXX%.
財務(wù)目標(biāo)，例如：
Last Year This Year Next Year
Sales
$ Volume
Unit Volume
% Increase/Decrease
Share of Market
Gross Profit
Manufacturing
Fully Burdened
Marketing Expenses
Advertising
Sales Promotion
Trade Allowances
Other
欲計將來增長、改進的目標(biāo)，例如：
Other objectives we have set for ourselves include XXX.
We expect to replace (competitive/existing products or
services) by XXX% by 20XX.
We plan to add XXX (retailers, distributors, service centers)
per month/year and we will have a total of XXX (retailers,
distributors) by 20XX.
第四講：組織結(jié)構(gòu)(management)
投資者考察企業(yè)時，管理是最為重要的因素。沒有一支優(yōu)秀的管理團隊和有效的組織模式，科技成果不可能和資本很好結(jié)合創(chuàng)造現(xiàn)實的生產(chǎn)力。一般需要介紹的管理人員有：總裁、常務(wù)副總裁、人事部總監(jiān)、營銷副總裁、財務(wù)副總裁、生產(chǎn)部總監(jiān)。對每一位關(guān)鍵人員用文章一個段落的篇幅進行描述就可以。介紹組織結(jié)構(gòu)時要注意以下問題：
1．主要管理人員和專業(yè)人員的發(fā)展路徑是怎樣的？他們具有哪些技能？
2．公司未來的組織機構(gòu)是怎樣的？
3．誰將成為部門領(lǐng)導(dǎo)者？
4．在哪些領(lǐng)域的管理應(yīng)該加強？
5．報酬機制如何？
團隊結(jié)構(gòu)介紹，例如：
Of the XXX people who make up the development staff,
there are XXX founders who hold the following positions:
XXX, President
XXX, Vice President of Finance
XXX, Vice President of Marketing
XXX, Vice President of Sales
XXX, Vice President of Engineering
XXX, Vice President of Research
XXX, Vice President of Operations
XXX, Director of Marketing
XXX, Manager XXX Development
XXX, Corporate Attorney
管理人員描述，例如：
XXX, President
XXX Degree, University of XXX
XXX’s professional experience includes many different
areas in the XXX industry.
人力資源需求，例如：
(Company) development team recognizes that additional
staff is required to properly support marketing, sales,
research, and support functions.
第五講：產(chǎn)品分析(the product/service)
產(chǎn)品介紹應(yīng)包括以下內(nèi)容：
1．產(chǎn)品名稱
2．性能及特性
3．產(chǎn)品所處的生命周期
4．產(chǎn)品的市場競爭力
5．產(chǎn)品的研究和開發(fā)過程
6．發(fā)展新產(chǎn)品的計劃和成本分析
7．產(chǎn)品的市場前景預(yù)測
8．產(chǎn)品的品牌和專利
此外，還要從顧客和投資者角度出發(fā)回答下面的問題：
1．顧客希望企業(yè)的產(chǎn)品能解決什么問題，顧客能從企業(yè)的產(chǎn)品中獲得什么好處？
2．企業(yè)的產(chǎn)品與競爭對手的產(chǎn)品相比有哪些優(yōu)缺點，顧客為什么會選擇本企業(yè)的產(chǎn)品？
3．為什么用戶會大批量地購買企業(yè)的產(chǎn)品？
4．本公司能提供哪些購買便利？
5．企業(yè)為自己的產(chǎn)品采取了何種保護措施，企業(yè)擁有哪些專利、許可證，或與已申請專利的廠
家達成了哪些協(xié)議？
6．為什么企業(yè)的產(chǎn)品定價使企業(yè)產(chǎn)生足夠的利潤？
介紹產(chǎn)品，例如：
This capability for XXX is a unique feature enjoyed by
(Company) and our customers.
專利保護，例如：
Our product(s) is protected under the following:
產(chǎn)品價格優(yōu)勢，例如：
Regarding cost savings (product/service) will save our
customers money in terms of XXX.
產(chǎn)品測試，例如：
Completed tests have shown that XXX (results).
產(chǎn)品特性描述，例如：
XXX is another powerful feature. This includes XXX.
XXX saves a tremendous amount of time when XXX.
第六講：市場分析(market analysis)
這部分內(nèi)容包括行業(yè)分析、市場分析和競爭分析。行業(yè)分析包括企業(yè)所在行業(yè)概述、對行業(yè)發(fā)展方向的預(yù)測、對驅(qū)動因素的分析。市場分析的核心內(nèi)容是在市場細(xì)分的基礎(chǔ)上確定目標(biāo)市場。要讓投資者了解市場的規(guī)模有足夠大的贏利空間和發(fā)展空間；知道市場有良好的發(fā)展前景，即所確定的目標(biāo)市場在未來將會長生不衰。競爭分析中要對全部競爭產(chǎn)品及競爭廠家作出描述與分析。尤其要分析這些競爭對手所占有的市場份額、年銷量與銷售收入，以及他們的財務(wù)實力。此外還要對自己產(chǎn)品所具有的優(yōu)勢作分析，對未來市場變化趨勢作預(yù)測。
介紹目標(biāo)顧客購買的原因，例如：
It is easy to understand why the principal buying motives
are XXX because XXX.
商業(yè)計劃書英文 3
Executive Summary [My Company] was formed as a [proprietorship, partnership, corporation] in [Month, Year] in [City, State], by [John Doe] in response to the following market conditions:
[Startup, growth] opportunities exist in [Product/Service].
The need for use of efficient distribution and financial methods in these overlooked markets.
[I/We] have several customers who are willing to place large [orders,contracts] within the next three months.
Several other prospective [customers/clients] have expressed serious interest in doing business within six months. [I/We] previously owned a company that was active in the widget markets. Over the past few years I spent much time studying ways to improve overall performance and increase profits. This plan is a result of that study. The basic components of this plan are:
1. Competitive pricing
2. Expand the markets
3. Increased advertising
4. Lower our unit costs,
5. Thereby achieving higher profits.
1. Sign contracts
2. Increased advertising 3. Increase office staff
To this end, [I/we] need investment from private individuals and/or companies. A total of $XXX is
being raised which will be used to finance working capital, plant and equipment. The company will be incorporated and common stock issued to investors. The company will be run as a [proprietorship, partnership, corporation].
Financial Goals Sales Net Income Earnings per
share
Year 1 $25,000 .01 Year 2 $250,000 .12 Year 3 $375,000 .14
Management
[Name] [Title][Experience]Sales growth from zero to $1,000,000 in five years.Led market in market share - 30%.
Formulated advertising budgets & campaigns.
Pioneered new distribution channels. Established national sales force.
Established national repair & service centers.
Brought new and innovative products to the market.
Designed point-of-purchase materials.
[Education}
University of Boston
Boston, MA
B.A. - Computer Sciences
President
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. 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.2
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