商业计划书英文版.docx

1、商业计划书英文版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 investo

2、rs.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. Prod

3、uct 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 Netw

5、ork 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

6、5 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 investo

7、rs 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 sigh

8、t 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

9、viable 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 com

10、pany 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

11、a 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 sectio

12、n 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 reg

13、istering 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 st

16、art-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 ow

17、n 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 cus

18、tomer 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 soo

19、n 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 s

20、till 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

21、stage 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

22、the 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 cre

23、ate 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

24、for 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, exp

25、erienced 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 mind 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.