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計(jì)劃書英文（精選5篇）
日子在彈指一揮間就毫無(wú)聲息的流逝，前方等待著我們的是新的機(jī)遇和挑戰(zhàn)，是時(shí)候?qū)懸环菰敿?xì)的計(jì)劃了。計(jì)劃到底怎么擬定才合適呢？以下是小編幫大家整理的計(jì)劃書英文，歡迎大家借鑒與參考，希望對(duì)大家有所幫助。
計(jì)劃書英文 1
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(chǎng)分析
第七講：市場(chǎng)策略
第八講：生產(chǎn)分析
第九講：財(cái)務(wù)分析
第十講：附件
第一講：概述(executive summary)
概述是整個(gè)商業(yè)計(jì)劃的第一部分，相當(dāng)于整個(gè)商業(yè)計(jì)劃的濃縮，使整個(gè)商業(yè)計(jì)劃的精華所在。一般將概述放在最后書寫，頁(yè)數(shù)應(yīng)控制在2頁(yè)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 20xx, 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(chǎng)競(jìng)爭(zhēng)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(tuán)隊(duì)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(chǎng)策略，例如：
The fundamental thrust of our marketing strategy
consists of…
財(cái)務(wù)狀況和計(jì)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(jiǎn)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(chǎng)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(jià)格和利潤(rùn)，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(tuán)隊(duì)情況，例如：
Most of our management is in place, however, we require a
production manager to complete our team.
財(cái)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(shí)期內(nèi)經(jīng)營(yíng)活動(dòng)的方向和所要達(dá)到的水平。企業(yè)目標(biāo)的實(shí)現(xiàn)時(shí)間較長(zhǎng)，一般為三到五年或者更長(zhǎng)時(shí)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(lì)作用、切實(shí)可行等特點(diǎn)。
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(cái)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(jì)將來(lái)增長(zhǎng)、改進(jìn)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(shí)，管理是最為重要的因素。沒有一支優(yōu)秀的管理團(tuán)隊(duì)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(shí)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(yíng)銷副總裁、財(cái)務(wù)副總裁、生產(chǎn)部總監(jiān)。對(duì)每一位關(guān)鍵人員用文章一個(gè)段落的篇幅進(jìn)行描述就可以。介紹組織結(jié)構(gòu)時(shí)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(lái)的組織機(jī)構(gòu)是怎樣的？
3．誰(shuí)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(qiáng)？
5．報(bào)酬機(jī)制如何？
團(tuán)隊(duì)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(chǎng)競(jìng)爭(zhēng)力
5．產(chǎn)品的研究和開發(fā)過程
6．發(fā)展新產(chǎn)品的計(jì)劃和成本分析
7．產(chǎn)品的市場(chǎng)前景預(yù)測(cè)
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(jìng)爭(zhēng)對(duì)手的產(chǎn)品相比有哪些優(yōu)缺點(diǎn)，顧客為什么會(huì)選擇本企業(yè)的產(chǎn)品？
3．為什么用戶會(huì)大批量地購(gòu)買企業(yè)的產(chǎn)品？
4．本公司能提供哪些購(gòu)買便利？
5．企業(yè)為自己的產(chǎn)品采取了何種保護(hù)措施，企業(yè)擁有哪些專利、許可證，或與已申請(qǐng)專利的廠
家達(dá)成了哪些協(xié)議？
6．為什么企業(yè)的產(chǎn)品定價(jià)使企業(yè)產(chǎn)生足夠的利潤(rùn)？
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(hù)，例如：
Our product(s) is protected under the following:
產(chǎn)品價(jià)格優(yōu)勢(shì)，例如：
Regarding cost savings (product/service) will save our
customers money in terms of XXX.
產(chǎn)品測(cè)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(chǎng)分析(market analysis)
這部分內(nèi)容包括行業(yè)分析、市場(chǎng)分析和競(jìng)爭(zhēng)分析。行業(yè)分析包括企業(yè)所在行業(yè)概述、對(duì)行業(yè)發(fā)展方向的預(yù)測(cè)、對(duì)驅(qū)動(dòng)因素的分析。市場(chǎng)分析的核心內(nèi)容是在市場(chǎng)細(xì)分的基礎(chǔ)上確定目標(biāo)市場(chǎng)。要讓投資者了解市場(chǎng)的規(guī)模有足夠大的贏利空間和發(fā)展空間；知道市場(chǎng)有良好的發(fā)展前景，即所確定的目標(biāo)市場(chǎng)在未來(lái)將會(huì)長(zhǎng)生不衰。競(jìng)爭(zhēng)分析中要對(duì)全部競(jìng)爭(zhēng)產(chǎn)品及競(jìng)爭(zhēng)廠家作出描述與分析。尤其要分析這些競(jìng)爭(zhēng)對(duì)手所占有的市場(chǎng)份額、年銷量與銷售收入，以及他們的財(cái)務(wù)實(shí)力。此外還要對(duì)自己產(chǎn)品所具有的優(yōu)勢(shì)作分析，對(duì)未來(lái)市場(chǎng)變化趨勢(shì)作預(yù)測(cè)。
介紹目標(biāo)顧客購(gòu)買的原因，例如：
It is easy to understand why the principal buying motives
are XXX because XXX.
計(jì)劃書英文 2
Catering business plan
一、創(chuàng)業(yè)經(jīng)營(yíng)宗旨和理念One, entrepreneurship, purpose and philosophy 明月西餐廳的經(jīng)營(yíng)宗旨為：“著意求新，以客為尊”，經(jīng)營(yíng)理念為“極意營(yíng)造幽雅、舒適、休閑之氣氛，融匯西方餐館美食”。Moon restaurant business purpose as: "deliberately Innovation, customer-oriented" business philosophy is "intended to create a very elegant, comfortable, leisure atmosphere, integrate Western restaurant cuisine."
二、市場(chǎng)定位Second, market positioning
1. 選址方面：明月西餐廳位于學(xué)院的美食街內(nèi)，與連串的快餐店連在一起，但都作為美食街唯一的西餐廳 . 與其它快餐店所不同的是有更好的就餐環(huán)境和更優(yōu)質(zhì)的服務(wù)。 1 Location: the moon restaurant is located within the School Food Street, with a series of fast food together, but are as the only restaurant food court with other fast food restaurants the difference is that there is a better dining environment and better quality of service.
2. 格調(diào)方面：明月西餐廳為溫馨浪漫的'風(fēng)格，為顧客提供優(yōu)質(zhì)的服務(wù)，給顧客貴族式的享受，力求營(yíng)造一種幽雅、舒適、休閑的消費(fèi)環(huán)境，引導(dǎo)消費(fèi)者轉(zhuǎn)變消費(fèi)觀念，向崇尚自然、追求健康方面轉(zhuǎn)變。 2 category:the moon restaurant is warm and romantic style, to provide customers with quality service, giving customers
aristocratic enjoyment, and strive to create an elegant, comfortable and relaxing
environment for consumption, and guide consumers to change consumer attitudes, to advocate Naturally, the pursuit of health changes.
3. 校園市場(chǎng)環(huán)境方面：校園經(jīng)濟(jì)的市場(chǎng)有很廣的發(fā)展領(lǐng)域，消費(fèi)者也是很單純的消費(fèi)，相對(duì)外部市場(chǎng)競(jìng)爭(zhēng)要小，個(gè)體經(jīng)營(yíng)單純，以小投資為主，服務(wù)于在校大學(xué)生。 3 campus market environment: Campus has a very broad market economy development areas, consumer spending is also very simple, relatively external market competition to small, self-employed simply to small investment-based, service to the college students.服務(wù)于學(xué)生，應(yīng)該提供最優(yōu)質(zhì)的服務(wù)，首先，要吸引學(xué)生的注意目光，讓他們能在最短的時(shí)間來(lái)光顧本店，所運(yùn)用的營(yíng)銷方法是多種途徑的；其次，是怎樣達(dá)到以下營(yíng)銷效果Serving the students, should provide the best quality service, first of all, to attract the attention of students eyes, so that they can in the shortest possible time to shop, and by the use of marketing methods are a variety of ways; secondly, how to achieve the following marketing effectiveness
潛在客戶Potential customers
現(xiàn)實(shí)客戶Real customers
滿意客戶Satisfied customers
美譽(yù)度Reputation
所運(yùn)用的營(yíng)銷方法也是多種多樣的。By the use of marketing methods are varied.
4.SWTO 分析 4.SWTO analysis
學(xué)院現(xiàn)有一萬(wàn)三千幾個(gè)師生，調(diào)查資料表明他們多消費(fèi)用于飲食方面占了 54.7% ，正因如此，飲食也是在學(xué)校創(chuàng)業(yè)首選之路。Several existing thirteen thousand college students, the survey data show that more than they consume diet accounted for 54.7 per cent,which is why diet is also the preferred way
entrepreneurship in schools.消費(fèi)對(duì)象比例圖如下：Object of consumption ratio is as follows:
同時(shí)在校院里經(jīng)營(yíng)西餐廳的 SWTO 分析圖如下：While in the school yard run restaurant in SWTO analysis is as follows:
S ：美食街附近是男生宿舍最聚中的地方，偶爾去美食街的人占了全師生S: Food Street near the dorm together in most places, and occasionally go to the food court of the people accounted for the entire student
W ：大多數(shù)學(xué)生都習(xí)慣了到快餐和學(xué)校所設(shè)的飯?zhí)镁筒�，�?duì)于西餐廳來(lái)說不那么的習(xí)慣，但資料表明對(duì)西餐廳有興趣嘗試的占了W: most students are accustomed to fast food and school canteen dining set, it is not so for the restaurant
habit, but the data show that the western restaurant are interested in trying to account for
O ：現(xiàn)時(shí)有 40.2% 師生覺得現(xiàn)在學(xué)校最缺的服務(wù)是就餐環(huán)境，而適合明月西餐廳設(shè)計(jì)是幽雅、舒適、休閑的消費(fèi)環(huán)境，這可表明了，明月西餐廳開業(yè)后會(huì)有更受歡迎的可能性。O: At present, 40.2% students feel that the school is sorely lacking service dining environment, and suitable moon design is elegant restaurant, comfortable and relaxing environment for consumption, which may indicate that the moon, the West will be more popular after the restaurant opened possibilities.
T ：美食街有眾多快餐店和學(xué)校內(nèi)有五間飯?zhí)肨: Food Street, there are many fast food restaurants and school canteens within five
三．III.管理理念Management philosophy
1. 尊重餐飲業(yè)人員的獨(dú)立人格1.Respect catering staff independent
personality
2 互相監(jiān)督：管理層監(jiān)督員工的工作，同時(shí)員工也可以向上級(jí)提出自己的意見或見解 2 mutual supervision: management oversight staff, while employees can submit their views to their superiors or opinion
3 營(yíng)造集體氛圍：既要上下屬感受到西餐廳紀(jì)律的嚴(yán)明，也要關(guān)懷員工，讓員工感受到來(lái)自集體的溫暖，有利于加強(qiáng)凝聚力，提高工作積極性 3 to create a
collective atmosphere: both to subordinates feel restaurant on strict discipline, but also caring staff, so that employees feel the warmth from the collective, is conducive to strengthening cohesion, improve work motivation
4. 公平對(duì)待，一視同仁，各盡所能，發(fā)揮才干 4 treated fairly, equally, whatever, ability to play
四．Four.產(chǎn)品介紹Products
以西式扒類為主，結(jié)合快餐、中西燉湯、中西式局飯、皇牌主食套餐，小食天地、美顏甜品、水吧飲料等來(lái)滿足消費(fèi)者的需求：Western-style steak, combined with fast food, Chinese and Western stew, rice and Western Bureau, Ace staple food packages, snacks world, beauty dessert, bar drinks, etc. to meet consumer needs:
1. 推出皇牌主食套餐，經(jīng)濟(jì)實(shí)惠，例如：泰汁雞扒印尼炒飯?zhí)撞�、青咖喱豬頸肉扒伴意粉套餐、鰻魚泰汁雞扒局飯?zhí)撞偷�，各套餐還配有（粟米忌廉湯、油菜、熱奶茶或凍檸樂），最適合校園情侶品味。 1 Release Ace staple packages, affordable, such as: Thai Sauce Chicken Indonesian fried rice packages, Green Curry Grilled pork neck with Spaghetti packages, eel sauce Thai Chicken Rice Set bureau, etc. Each package comes with (corn bogey Lian Tang, rape, hot tea or iced lemon music), the most suitable campus couple taste.
計(jì)劃書英文 3
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.
計(jì)劃書英文 4
1. Executive Summary
Our cross - border e - commerce platform, named "CraftConnect", is dedicated to connecting handmade craft producers from developing countries with consumers in developed markets. The global handmade crafts market is growing steadily, with consumers increasingly valuing unique, culturally significant, and sustainable products. CraftConnect will fill the gap in the market by providing a specialized platform that ensures product authenticity, facilitates smooth cross - border transactions, and tells the stories behind each craft. We aim to achieve a revenue of $5 million in the first three years and expand our supplier network to 5000+ producers.
2. Market Analysis
2.1 Market Size and Growth
The global handmade crafts market was valued at approximately $40 billion in 2023 and is projected to grow at a CAGR of 7.2% from 2024 to 2030. The demand in North America and Europe is particularly strong, with consumers willing to pay a premium for unique and ethically sourced handmade items.
2.2 Target Market
Our primary target customers are middle - and upper - class consumers aged 25 - 45 in North America, Europe, and Australia, who are interested in cultural diversity, sustainable consumption, and unique home decor and fashion accessories.
2.3 Competitive Landscape
Existing competitors include general e - commerce platforms like Etsy and Amazon Handmade. However, CraftConnect differentiates itself by focusing solely on crafts from developing countries, providing detailed cultural narratives, and implementing stricter quality control and ethical sourcing standards.
3. Business Model
3.1 Revenue Streams
Commission: We charge a 15% commission on each transaction made through the platform.
Premium Membership: For $9.99 per month, consumers get early access to new products, free shipping, and exclusive discounts.
Advertising: Suppliers can pay to have their products featured on the homepage and in promotional emails.
3.2 Supply Chain Management
We will establish partnerships with local craft organizations and cooperatives in developing countries to source products. A team of quality inspectors will ensure that all products meet our standards. We will also handle international shipping and customs clearance to provide a seamless experience for both suppliers and consumers.
3.3 Marketing Strategy
Social Media Marketing: Utilize platforms like Pinterest, and Facebook to showcase products, share producer stories, and engage with customers.
Influencer Collaboration: Partner with travel, home decor, and lifestyle influencers to promote the platform.
Content Marketing: Create blogs and videos about the cultural significance of different crafts, sustainable practices, and producer profiles.
4. Operations Plan
4.1 Team Structure
CEO: Overall strategic planning and decision - making.
Marketing Manager: In charge of marketing and promotion activities.
Supply Chain Manager: Manages supplier relationships and product sourcing.
Technical Team: Responsible for platform development and maintenance.
Customer Service Team: Handles customer inquiries and complaints.
4.2 Technology
We will develop a user - friendly website and mobile app with features such as product search, secure payment, order tracking, and customer reviews. The platform will also use AI to recommend products based on customer preferences.
4.3 Financial Projections
5. Risk Analysis and Mitigation
5.1 Risks
Supply chain disruptions due to political instability or natural disasters in source countries.
Competition from larger e - commerce platforms.
Quality control issues affecting customer trust.
5.2 Mitigation Strategies
Diversify our supplier base across different countries to reduce reliance on a single region.
Continuously innovate our platform and services to stay competitive.
Strengthen quality control processes, including pre - shipment inspections and customer feedback monitoring.
計(jì)劃書英文 5
1. Executive Summary
"FitRent" is a tech - enabled home fitness equipment rental service that allows customers to rent high - quality fitness equipment on a monthly basis. With the growing trend of home workouts, especially post - pandemic, there is a significant demand for flexible and cost - effective access to fitness equipment. FitRent will offer a wide range of equipment, from treadmills and ellipticals to dumbbells and resistance bands, and provide delivery, installation, and maintenance services. Our goal is to have 10,000 active subscribers within two years and expand to 20 major cities in the country.
2. Market Analysis
2.1 Market Size and Growth
The global home fitness equipment market is expected to reach $15.2 billion by 2028, with a CAGR of 6.8%. The rental segment is a nascent but rapidly growing part of this market, as consumers are increasingly avoiding the high upfront costs of purchasing equipment and the hassle of storage when they no longer need it.
2.2 Target Market
Our target customers are urban professionals aged 25 - 50 who are health - conscious, short on time to go to the gym, and prefer the convenience of working out at home. They value flexibility and are willing to pay for quality and service.
2.3 Competitive Landscape
Current competitors include traditional fitness equipment retailers that offer limited rental options and some small - scale local rental services. FitRent will differentiate itself through its extensive equipment range, user - friendly tech platform, and end - to - end service (delivery, installation, maintenance, and pick - up).
3. Business Model
3.1 Revenue Streams
Monthly rental fees: Varying from \(30 to \)200 depending on the type and quality of equipment.
Subscription plans: Annual subscriptions with a 10% discount to ensure customer loyalty.
Add - on services: Personal training sessions via video call (\(50 per session) and equipment cleaning services (\)20 per month).
3.2 Operations
Customers can browse and book equipment through our website or mobile app. We will partner with local logistics companies for delivery and installation. Our in - house technical team will handle maintenance and repairs. When a customer ends their rental, we will pick up the equipment, inspect and refurbish it if necessary, and make it available for rent again.
3.3 Marketing Strategy
Digital advertising: Targeted ads on social media platforms (Facebook) and search engines (Google).
Referral program: Offer existing customers a free month of rental for referring a new customer.
Partnerships: Collaborate with fitness influencers, wellness blogs, and corporate wellness programs to promote our service.
4. Operations Plan
4.1 Team Structure
CEO: Responsible for overall strategy and business development.
Operations Manager: Oversees logistics, delivery, and maintenance.
Marketing Manager: Manages marketing campaigns and customer acquisition.
Tech Team: Develops and maintains the website, app, and customer management system.
Customer Support Team: Assists customers with booking, inquiries, and issue resolution.
4.2 Technology
Our platform will allow customers to easily browse equipment, check availability, book, and manage their rentals. It will also feature a fitness tracking tool that syncs with the rented equipment to help customers monitor their workouts. We will use data analytics to predict demand, optimize inventory, and personalize recommendations for customers.
4.3 Financial Projections
5. Risk Analysis and Mitigation
5.1 Risks
High initial investment in equipment.
Equipment damage or loss by customers.
Fluctuating demand for different types of equipment.
5.2 Mitigation Strategies
Secure financing through venture capital and loans to cover initial equipment costs.
Charge a security deposit from customers, which is refundable upon return of undamaged equipment.
Regularly analyze customer preferences and adjust our equipment inventory accordingly. Offer flexible rental terms to adapt to changing demand.
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