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1、商业计划书英文1 Table of Contents 1. The Route from Concept to Company .2 1.1. Success factors .2 1.2. Stages of development .3 2. The Business Idea.6 2.1. Developing a business idea .6 2.2. Elements of a promising business idea.7 2.3. Protecting your business idea .10 2.4. Presenting your idea to investor
2、s.11 3. The Business Plan.13 3.1. Advantages of a business plan.13 3.2. Characteristics of a successful business plan.13 3.3. The investors point of view.15 3.4. Tips on preparing a professional business plan.17 4. Structure and Key Elements of a Business Plan.19 4.1. Executive summary.19 4.2. Produ
3、ct or service .21 4.3. Management team.22 4.4. Market and competition .24 4.5. Marketing and sales.27 4.6. Business system and organization .32 4.7. Implementation schedule .36 4.8. Opportunities and risks .38 4.9. Financial planning and financing.382 Exhibit 2 KEY FACTORS FOR SUCCESS OF INNOVATIVE
4、START-UPS Ideas . Degree of innovation . Scope . Patent Capital . Availability/amount . Needs/ responsibilities . Exits for investors People . Inventors . Entrepreneurs . Team members Traditional service providers . Attorneys . Patent lawyers . Tax consultants/ accountants . Market researchers Netwo
5、rk and exchange . Coaching . Networking . Team building . Innovative service provider Venture capitalists Headhunters Angel investors High-tech start-up consultants 1. THE ROUTE FROM CONCEPT TO COMPANY New, innovative companies generally try to grow from start-ups into established companies within 5
6、 years. But they can seldom finance their activities alone along the way. Rather, they are dependent on professional investors with considerable financial clout. For entrepreneurs, financing is a critical question the business plan must thus be considered from the point of view of potential investor
7、s right from the outset. 1.1. Success factors Successful companies arise from a combination of five elements (Exhibit 2). 1. No business concept, no business Having an idea is just the beginning of the creative process. Many entrepreneurs are initially infatuated with their inspiration, losing sight
8、 of the fact that their idea is the point of departure for a long process of development which must face and withstand tough challenges before it can enjoy financing and market success as a mature business concept. 2. Money matters Without somebody who invests money into the idea to grow it into a v
9、iable business, this business will never become a reality. From early on, therefore, much attention must be paid to convincing investors to provide the necessary funding.3 Exhibit 3 STAGES OF START-UP DEVELOPMENT Business idea generation Business plan preparation Start-up and growth Established comp
10、any Interest of investors Financing decisions Exit of initial investors 3. No entrepreneurs, no enterprise Growing new firms is not a one-person job. It can only succeed with a team of, usually, three to five entrepreneurs whose talents are complementary. Putting together well-functioning teams is a
11、 difficult process one that takes time, energy, and an understanding of human nature. Do not lose any time in putting your team together and work on perfecting it throughout the entire start-up process. The characteristics of a high-performance management team are discussed in more detail in section
12、 6.3 of this Guide. 4. Traditional service providers will help you clear the first hurdles You will often need the advice of professional service providers, such as patent lawyers, tax advisors, and market researchers - especially at the beginning. Getting the right information early (e.g., for regi
13、stering a patent) can have consequences for later success or failure. 5. Strong networks are a shot in the arm for every new company Professional guidance for potential entrepreneurs through a network of sponsors, entrepreneurs, venture capitalists, and service providers is decisive in transforming
14、viable ideas into real companies. Prime examples for such regional networks can be found in Silicon Valley and the Boston area. 1.2. Stages of development The typical progression of the start-up and development of growing companies into established firms can be subdivided into three stages. The end
15、of each stage serves as a milestone for venture capitalists by which to gauge the status of their investment. Being familiar with each stage and the challenges it poses may spare you wasted energy and disappointment. Please note, however, that the three stages in the development of a functioning sta
16、rt-up do not match the three phases in the development of a business plan within the framework of this competition (see Exhibit 3). If you intend to be successful, this start-up process should influence both your activities as the initiator of a business concept and your path toward forming your own
17、 company. To a large extent, it is the demands of investors that will determine how you must approach the individual stages of the start-up.4 Stage 1: Business idea generation The beginning is the inspiration your solution to a problem. It must be evaluated to determine if it delivers an actual cust
18、omer value, whether the market is big enough, and just how big it will be. The idea itself has no intrinsic economic value. It acquires economic value only after it has been successfully transformed into a concept with a plan and implemented. You will need to start putting together your team as soon
19、 as possible, finding partners who can develop your product or service until it is ready for market (or at least until shortly before). In the case of products, this stage usually involves a functioning prototype. You will most likely have to do without venture capital during this stage. You will st
20、ill be financing your plan with your own money, help from friends, perhaps state research subsidies, contributions from foundations, or other grants. Investors refer to this as seed money, as your idea is still a seedling, not yet exposed to the harsh climate of competition. Your objective at this s
21、tage is to present your business concept and market which forms the foundation of your new company so clearly and concisely as to pique the interest of potential investors in helping you cultivate your idea further. Stage 2: Business plan preparation At this stage, it is most important to focus on t
22、he big picture: Dont lose sight of the forest for the trees! The business plan itself will help you to focus as you must consider and weigh the risks involved, prepare for any contingency, and learn to anticipate a variety of possible situations or scenarios. You will need to lay down plans and crea
23、te a budget for the key activities of the business for development, production, marketing, distribution, and finance. Naturally, you will need to make many decisions, such as which customers or segments will you target? What price will you ask for your product or service? What is the best location f
24、or your business? Will you handle production yourself or outsource it to third parties? And so on. In preparing the business plan, you will come in contact with many people outside your startup team. In addition to investors, you will talk to many specialists, including attorneys, tax advisors, expe
25、rienced entrepreneurs, and experts. The business plan competition organizers will help you get in touch with just the right people. You will also have to begin reaching out to your potential customers (i.e., by means of consumer surveys) to make initial assessments of your market. Always keep in min
26、d that customer acceptance is an essential prerequisite to the success of your company! Scout about for possible suppliers and perhaps close your first agreements. You will also want to become aware of who your competitors are. This whole process will not come cheap. The team must continue to earn a
27、 living while running a rudimentary operation and perfecting a prototype. Yet at this stage, you should also be able to estimate your expenses. Financing will generally still be provided from the same sources you relied on during stage one, although some investors may be willing to make the occasion
28、al advance. This stage concludes successfully for you as a new entrepreneur when an investor expresses a willingness to finance your undertaking. Stage 3: Start-up and growth5 Now that the conceptual work is largely complete, it is time to start implementing your business plan. Your role now changes
29、 from that of architect to that of builder. Business success must now be sought and achieved in the market. The day of reckoning has come when you will learn whether your business concept was a good and, ultimately, profitable one. Investor exit en route to becoming an established company The pullou
30、t of your initial investors is a completely normal step in the development of a startup. For if everything has gone well, your risky venture will have gradually become a stable enterprise (see Exhibit 4). In the course of its short life, you have created a number of jobs and wooed many customers wit
31、h your innovative solution to their problem. Your commitment is paying off as the value of your business increases. A profitable exit has been the objective for the venture capitalist from the outset. Capital recovery can happen in very different ways. Normally, the business is sold to a competitor,
32、 supplier, or customer. Or it is listed on the stock exchange (the initial public offering or IPO). It is also possible for investors who want out to be paid off by the other partners.6 2. THE BUSINESS IDEA There is nothing in the world as powerful as an idea whose time has come. Victor Hugo The abo
33、ve statement undoubtedly applies to ideas for starting a new business. But how do you come up with such an idea? And how can you know if the idea for the business will have a promising future? Studies show that the lions share of original and successful business ideas were generated by people who ha
34、d already had several years of relevant experience. Gordon Moore and Robert Noyce, for example, had a number of years at Fairchild Semiconductors behind them before teaming up with Andy Grove to form Intel. But there are also examples of revolutionary ideas brought to life by mere novices as Steve J
35、obs and Steve Wozniak demonstrated when they dropped out of college to start Apple Computer. 2.1. Developing a business idea In economic terms, a spark of genius is worthless, no matter how brilliant it may be. For an idea to grow into a mature business concept, it must be developed and refined, usu
36、ally by many different people. The initial idea must first pass a quick plausibility check Before you follow up on an idea, you should evaluate it in light of its (1) customer value, (2) market chances, and (3) degree of innovation, as well as considering whether it will be both (4) feasible and pro
37、fitable. . Talk your idea over with friends, professors, experts, and potential customers. The broader the support you find for your idea, the better you will be able to describe its benefits and market opportunities. You will then be well prepared when the time comes to discuss your project with pr
38、ofessional investors. . Is your idea really novel? Has someone else already developed it or even applied to patent it? . Will it be possible to develop your idea in a reasonable period of time and with a justifiable level of resources? It takes at least four weeks to develop a business idea Consider
39、ing the multiple stages of development, it is improbable and fairly unrealistic that you will spend fewer than four weeks developing your concept. Generally, a business idea is not worthy of being financed until it is so concrete that it can be launched in the market in the foreseeable future at rea
40、sonable risk. Investors talk of the seed phase of a business concept,7 5 ELEMENTS OF A PROMISING BUSINESS IDEA Exhibit 5 Clear customer value Market of adequate size Feasibility and profitability Sufficient degree of innovation 1 2 4 3 which usually has to be financed with soft money (i.e., from sou
41、rces that as yet place no hard and fast demands on the success of the idea). The seed phase can take longer, in particular if the idea is ahead of its time. Although the perfect product has been found, it cannot yet be marketed because the development of complementary technologies or systems is still in the works. One example is the Internet. The ideas for marketing products and services came early, but a lack of security in the available payment systems hampered and delayed its commercial exploitation for some time. 2.2. Elements of a
