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1、世行与亚行国际金融机构商业计划提纲Busi ness Plan Outl ine1. Executive Summary.A 2-3 page overview of the bus in ess pla n. This is typically the first thing that venture capitalists turn to (the second is the section on the managementteam). The Executive Summaryshould outline what the pany has done so far and what i
2、t pla ns to do in the future, and expla in why this is importa nt or valuable.Areas to cover are what the product or service is, why it is in dema nd, who will pay money for it and how much, and how large the market is.Additi on ally it is importa nt to note the progress the pany has made in product
3、 development and in terms of revenues and other financialmeasures,the experie nee andbackgro und of the man ageme nt team, the financingdesired and the uses pla nned for it, and of course howto con tact the pany.2. I ndustry & Market An alysis.This sect ion should expla in the basis for the n ee
4、d for the pany s product or service, how urge nt the n eed is, and how large the n eed is.Questions often covered are: Is the industry new or well-established? Is the need well recognized or still undiscovered? Who are customers: con sumers, the gover nment, or bus in esses? Whoare the petitors, wha
5、t are their abilities and weak nesses, why have they succeeded or failed, what is their market share, etc? Where will petitors be in 18 mon ths in terms of market positi on and product capability?Here a petitive matrix can be useful: pari ng yourself to petitors in terms of finan cialperforma nee&am
6、p; resources, target markets, productfun cti on ality, product pric ing, areas of stre ngth and weak nesses, key customers, and the like.3. Target Market.What is your target market and why? What are its dynamics, size, locale, etc? Is it stable or evoIving rapidly? Whomakesthe purchasing decisions a
7、nd how long is the typical sales cycle? How much of the market can youexpect to gain with the resources that you pla n to have? What is the petitivepricingsituation? What are industry gross margins? Whatbarriers to entry face players in the industry and what regulatory issues must be handled? (If th
8、is pany is in a regulated industry such as medical or telem uni cati ons,the regulatory sect ion mayn eed to be separate.) Areany customers critical, or do any acco unt for a disproporti on ate share of your curre nt or forecasted reve nu es?4. The Compa ny & Man ageme nt.This sect ion should of
9、fer a brief history of the pany, expla in what bus in ess the pany pla ns to be in, what the pany does particularly well, and who it is that is doing so - , the man ageme nt, board, and own ership team.The managementteam organization,summaries of each of key managementeamresumes (with plete resumes
10、provided in the appendix), holes in the team that you pla n to fill, all are placed here. Additi on ally, in formati on on the board of directors is also useful. An own ership table show ing all shareholders, the number and type of shares, their percent of ownership, and the opti ons gran ted and av
11、ailable is ano ther importa nt part of this section. Also note how the pany is organized, as an LLC, Sub-S, C Corporati on, etc.5. Product/Services Offered.This is where you expla in what you are selli ng or pla nning to sell. Do you have any“ unfair ” advantages such as patents, copyrights, and the
12、like? Why should customers choose you over the petiti on, and have they so far? How long should this adva ntage last if you do nothing more? What will you n eed to do to create, maintain, or expa nd upon the adva ntages (R&D, sales team developme nt, customer partn erships, law suits, etc)?What
13、is the current R&Deffort and what are its goals and milestones? What R&D efforts are un derway at petitors.6. Marketi ng & Sales Pla n.This sect ion expla ins how you pla n to reach your target customers.How will you acquire customers, and how much willthat cost? Whatdistributio n cha nn
14、 els do you pla n to use, and what methods of marketi ng munication make sense? Will you build an internalsales force, use in depe ndent reps, use telemarketi ng, etc., and how will you pen sate each. What is your reve nue and unit break-eve n, and how does that tie to your sales strategy?7. Manu fa
15、cturi ng/Operati on s/Logistics.This section should cover howyou design, develop, manufacture the product or provide the service(s).Is thishan dledin ternallyor by subc on tractors?Who are keysubc on tractorsand what is their expertise and backgro und? Howproprietary is the design and manufacturing
16、ponent? Is ISO 9000/9001/GMP important to your organization,and if so, how do you managethe process?Is manufacturing capital-intensiveor people-intensive?What is capacityutilization on average and at peak? What economies of scale are possible? Do you have critical suppliers?8. Finan cial Data.You sh
17、ould provide historical finan cial data such as ine stateme nts,balanee sheets and cash flow statements for the past 3-5 years if available, and note whether the results were audited, reviewed by an outside acco untant, or piled. Additi on ally, year-to-date results should also be provided. Also you
18、 should explai n sig nifica nt items in the results, and an alyze the trends and key ratios.The other major ponent of the financialsection is the forecast.Here youshould project the next 3-5 years (including the currentyear) ofperforma nee for the ine stateme nt, bala nee sheet, cash flow stateme nt
19、, and if appropriate, provide detail on capital expenditures. The project ions should be done on both an annual as well as either quarterly or mon thly basis, since cash n eeds duri ng the year can ofte n far exceed cash n eeds at the end of a year.The major assumpti ons beh ind your project ions sh
20、ould be expla in ed. Chan ges in key ratios from historical results should also be expla in ed.Often it is helpful to show some sen sitivity an alysis - the effect ofchanges in key variables such as growth, gross margins, sales cycle, and the like on the ine stateme nt and cash positi on.(Additi on
21、allyit is usefulto providepensation history and projectionson each member of theman ageme nt team.)9. Appe ndices.Here you should in elude resumes of the key man ageme ntmembers, any product literature or brochures, an alyses of the market or in dustry, or releva nt articlesthat would help an outsider understand the significanee of yourpany and the n eed that you are meet ing.