麦肯锡手把手教你写商业计划书文档格式.docx

麦肯锡手把手教你写商业计划书文档格式.docx

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2.2Elementsofapromisingbusinessidea9

2.3Protectingyourbusinessidea13

2.4Presentingtoinvestors14

3.THEBUSINESSPLAN16

3.1Advantagesofabusinessplan16

3.2Characteristicsofasuccessfulbusinessplan16

3.3Theinvestor'

spointofview18

3.4Tipsonpreparingaprofessionalbusinessplan21

4.STRUCTUREANDKEYELEMENTSOFABUSINESSPLAN23

4.1Executivesummary23

4.2Productorservice24

4.3Managementteam26

4.4Marketandcompetition28

4.5Marketingandsales32

4.6Businesssystemandorganization37

4.7Implementationschedule41

4.8Opportunitiesandrisks42

4.9Financialplanningandfinancing42

5.CASESTUDY:

"

CITYSCAPE"

48

5.1"

CityScape"

:

Ideaandbusinessconcept48

5.2"

Businessplan49

5.2.1.-EXECUTIVESUMMARY50

5.2.2.-SERVICEIDEA52

5.2.3.-MANAGEMENTTEAM53

5.2.4.-MARKETANDCOMPETITION54

5.2.5.-COMPETITORANALYSIS55

5.2.6.–CITYSCOPE'

SCOMPETITIVEADVANTAGES56

5.2.6.-MARKETINGANDSALES57

5.2.7.-BUSINESSSYSTEMANDORGANIZATION58

5.2.8.-IMPLEMENTATIONSCHEDULE60

5.2.9.-OPPORTUNITIESANDRISKS61

5.2.10.-FINANCIALPLANNINGANDFINANCING62

5.3.-Critiqueofelementsof"

businessplan68

Preface

ThisGuidetowritingabusinessplanisdesignedtohelpyouindevelopingyourbusinessidea,"

fromconcepttocompany"

.Itdetailsthecontents,scope,andstructureofabusinessplanandtheexpectationsventurecapitalistshavewhenreadingone,andprovidesvaluablepointersonstartingupacompany.

TheGuideisnotintendedasabusinessstudiesresourcenorisitatheoreticaltreatiseonthenatureofbusinessplansperse.Rather,itofferspracticaltipstohelpyougetstartedsettingupyourcompany.Naturally,thereisnoguaranteethatallaspectsofthisGuidewillberelevanttoyourparticularcompanyorthatalltopicsrelevanttoyourcompanywillbecovered.The"

Keyquestions"

aboutthemainelementsofabusinessplanmakenoclaimtocompleteness;

thosequestionsnotrelevanttoyourspecificbusinessplanneednotbeanswered.

IfyouarereadingthisGuidebecauseyouhaveabusinessideayouwanttotransformintoasuccessfulcompany,weofferyouawordofencouragement:

Makethemostofthisopportunity!

McKinsey&

Company,Inc.

1.TheRoutefromConcepttoCompany

New,innovativecompaniesgenerallytrytogrowfromastartupintoanestablishedcompanywithinfiveyears.Buttheycanseldomfinancetheiractivitiesalonealongtheway.Rather,theyaredependentonprofessionalinvestorswithconsiderablefinancialclout.Forentrepreneurs,financingisanexistentialquestion–thebusinessplanmustthusbeviewedfromthepointofviewofpotentialinvestorsrightfromtheoutset.

1.1Successfactors

Successfulcompaniesarisefromacombinationoffiveelements（exhibit1）.

1.Nobusinessconcept,nobusiness.Havinganideaisjustthebeginningofthecreativeprocess.Manyentrepreneursareinitiallyinfatuatedwiththeirinspiration,losingsightofthefactthattheirideaisthepointofdepartureforalongprocessofdevelopmentwhichmustface–andwithstand–toughchallengesbeforeitcanenjoyfinancingandmarketsuccessasamaturebusinessconcept.

2.Moneymatters.Withoutfindingsomebodywhoinvestsmoneyintogrowingtheideaintoaviablebusiness,thisbusinesswillneverbecomeareality.Therefore,fromearlyonalotofattentionhastobeputonconvincinginvestorstoprovidethenecessaryfunding.

3.Noentrepreneurs,noenterprise.Growingnewfirmsisnotaone-personjob.Itcanonlysucceedwithateamof,usually,threetofiveentrepreneurswhosetalentsarecomplementary.Puttingtogetherwell-functioningteamsisknowntobeadifficultprocess,takingtime,energyandanunderstandingofhumannature.Donotloseanytimeinputtingyourteamtogether,andworkonperfectingitthroughouttheentirestartupprocess.Thecharacteristicsofahigh-performancemanagementteamarediscussedinmoredetailinsection5.3ofthisGuide.

4.Traditionalserviceproviderswillhelpyouclearthefirsthurdles.Youwilloftenneedtheadviceofprofessionalserviceproviderssuchaspatentlawyers,taxadvisors,andmarketresearchers,especiallyatthebeginning.Gettingtherightinformationearly,e.g.,forregisteringapatent,canhaveconsequencesforlatersuccessorfailure.

5.Strongnetworksarea"

shotinthearm"

foreverynewcompany.Professionalguidanceofpotentialentrepreneursbymeansofanetworkofnon-materialsponsors,entrepreneurs,venturecapitalists,andserviceprovidersisdecisiveinmakingviableideasintorealcompanies.PrimeexamplesforsuchregionalnetworkscanbefoundinSiliconValleyandtheBostonarea.

1.2Stagesofdevelopment

Thetypicalprogressionofthestartupanddevelopmentofgrowingcompaniesintoestablishedfirmscanbesubdividedintothreestages.Theendofeachstageservesasamilestoneforventurecapitalistsbywhichtogaugethestatusoftheirinvestment.Beingfamiliarwitheachstageandthechallengesitposesmayspareyouwastedenergyanddisappointment.Pleasenote,however,thatthethreestagesinthedevelopmentofafunctioningstartupdonotmatchthethreephasesinthedevelopmentofabusinessplanwithintheframeworkofthiscompetition（seeexhibit2）.

Ifyouintendtobesuccessful,thisstartupprocessshouldinfluencebothyouractivitiesastheinitiatorofabusinessconceptandyourpathtowardformingyourowncompany.Toalargeextent,itisthedemandsofinvestorsthatwilldeterminehowyoumustapproachtheindividualstagesofthestartup.

Stage1:

Businessideageneration.Inthebeginningistheinspiration–yoursolutiontoaproblem.Itmustbeevaluatedtodetermineifitdeliversanactualcustomervalue,whetherthemarketisbigenough,andjusthowbigitwillbe.Theideaitselfhasnointrinsiceconomicvalue.Itacquireseconomicvalueonlyafterithasbeensuccessfullytransformedintoaconceptwithaplanandimplemented.

Youwillneedtostartputtingtogetheryourteamassoonaspossible,andfindingpartnerswhocandevelopyourproductorserviceuntilitisreadyformarket（oratleastuntilshortlybefore）.Inthecaseofproducts,thisusuallyinvolvesafunctioningprototype.Youwillmostlikelyhavetodowithoutventurecapitalduringthisstage.Youwillstillbefinancingyourplanwithyourownmoney,helpfromfriends,perhapsstateresearchsubsidies,contributionsfromfoundationsorothergrants.Investorsrefertothisas"

seedmoney,"

asyourideaisstillaseedling,notyetexposedtotheharshclimateofcompetition.

Yourobjectiveatthisstageistopresentyourbusinessconceptandmarket–whichformsthefoundationofyournewcompany–soclearlyandconciselyastopiquetheinterestofpotentialinvestorsinhelpingyoucultivateyourideafurther.

Stage2:

Businessplanpreparation.Atthisstage,itismostimportanttofocusonthebigpicture:

don'

tlosesightoftheforestforthetrees!

Thebusinessplanitselfwillhelpyoudothisasyoumustconsiderandweightherisksinvolved,prepareforanycontingency,learntoanticipateavarietyofpossiblesituationsor"

scenarios."

Youwillneedtolaydownplansandcreateabudgetforthekeyactivitiesofthebusiness–fordevelopment,production,marketing,distributionandfinance.Naturally,youwillneedtomakemanydecisions,suchaswhichcustomersorsegmentswillyoutarget?

Whatpricewillyouaskforyourproductorservice?

Whatisthebestlocationforyourbusiness?

Willyouhandleproductionyourselforoutsourceittothirdparties?

Andsoon.

Inpreparingthebusinessplanyouwillcomeincontactwithmanypeopleoutsideyourstartupteam.Inadditiontoinvestors,youwilltalktomanyspecialists:

attorneys,taxadvisors,experiencedentrepreneurs,adexperts.Thebusinessplancompetitionorganizerswillhelpyougetintouchwithjusttherightpeople.Youwillalsohavetobeginreachingouttoyourpotentialcustomers,i.e.,bymeansofconsumersurveys,tomakeinitialassessmentsofyourmarket.Alwayskeepinmindthatcustomeracceptanceisanessentialprerequisitetothesuccessofyourcompany!

Seekoutaboutpossiblesuppliersandperhapscloseyourfirstagreements.Youwillalsowanttobecomeawareofwhoyourcompetitorsare.

Thiswholeprocesswillnotcomecheap.Theteammustearnaliving,youmustrunarudimentaryoperation,andperfectaprototype.Yetatthisstage,youshouldalsobeabletoestimateyourexpenses.Financingwillgenerallystillbeprovidedfromthesamesourcesyoureliedonduringstageone,althoughsomeinvestorsmaybewillingtomaketheoccasionaladvance.

Thisstageconcludessuccessfullyforyouasanewentrepreneurwhenaninvestorexpressesawillingnesstofinanceyourundertaking.

Stage3:

Startupandgrowth.Nowthattheconceptualworkislargelycomplete,itistimetostartimplementingyourbusinessplan.

Yourrolenowchangesfromthatofarchitecttothatofbuilder.Businesssuccessmustnowbesoughtandachievedonthemarket.Thedayofreckoninghascomewhenyouwilllearnwhetheryourbusinessconceptwasagoodandultimatelyprofitableone.

Investorexitenroutetobecominganestablishedcompany.Thepull-outofyourinitialinvestorsisacompletelynormalstepinthedevelopmentofastartup,forifeverythinghasgonewell,yourriskyventurewillhavegraduallybecomeastableenterprise（seeexhibit3）.Inthecourseofitsshortlife,youhavecreatedanumberofj