there is no plan

商业计划书英文

商业计划书英文

Yourbusinessplanisveryoftenthefirstimpressionpotential

nifyouhaveagreatproduct,

team,andcustomers,itcouldalsobethelastimpressiontheinvestor

getsifyoumakeanyoftheavoidablemistakes.

INVESTORSethousandsofbusinessplanachyear,eveninthis

romareferralfromatrustedsource,thebusiness

planistheonlybasistheyhavefordecidingwhetherornottoinvite

anentrepreneurtotheirofficesforaninitialmeeting.

Withsomanyopportunities,mostinvestorssimplyfocusonfinding

asonthatentrepreneurswhoknowwhattheyare

istakecountsagainst

you.

Thisarticleshowsyouhowtoavoidthemostcommonerrorsfoundin

businessplans.

ContentMistakes

Failingtorelatetoatruepain

Paincomesinmanyflavors:mycomputernetworkkeepscrashing;my

accountsreceivablecycleistoolong;existingtreatmentsforamedical

conditionareineffective;mytaxreturnsaretoohardtoprepare.

Businessandconsumerspaygoodmoneytomakepaingoaway.

Youareinbusinesstogetpaidformakingpaingoaway.

Pain,inthistting,

greaterthepain,themorewidespreadthepain,andthebetteryour

productisatalleviatingthepain,thegreateryourmarketpotential.

Awellwrittenbusinessplanplacesthesolutionfirmlyinthe

contextoftheproblembeingsolved.

Valueinflation

Phraslike"unparalleledintheindustry;""uniqueandlimited

opportunity;"or"superbreturnswithlimitedcapitalinvestment"-

takenfromactualdocuments-arenothingbutasrtionsandhype.

thefacts

-theproblem,yoursolution,themarketsize,howyouwillllit,and

howyouwillstayaheadofcompetitors-andlayoffthehype.

Tryingtobeallthingstoallpeople

plain

howtheirproductcanbeappliedtomultiple,verydifferentmarkets,or

theydeviacomplexsuiteofproductstobringtoamarket.

Mostinvestorsprefertoeamorefocudstrategy,especiallyfor

veryearlystagecompanies:asingle,superiorproductthatsolvesa

troublesomeprobleminasingle,largemarketthatwillbesoldthrough

asingle,provendistributionstrategy.

Thatisnottosaythatadditionalproducts,applications,markets,

anddistributionchannelsshouldbediscarded-instead,theyshouldbe

udtoenrichandsupportthehighlyfocudcorestrategy.

Youneedtoholdthestorytogetherwithastrong,compellingcore

fythat,andlettherestbesupportingcharacters.

Nogo-to-marketstrategy

Businessplansthatfailtoexplainthesales,marketing,and

distributionstrategyaredoomed.

Thekeyquestionsthatmustbeansweredare:whowillbuyit,why,

andmostimportantly,howwillyougetittothem?

Youmustexplainhowyouhavealreadygeneratedcustomerinterest,

obtainedpre-orders,orbetteryet,madeactualsales-anddescribehow

youwillleveragethixperiencethroughacost-effectivego-to-market

strategy.

"Wehavenocompetition"

Nomatterwhatyoumaythink,ota

directcompetitor-inthenofacompanyofferinganidentical

sareasubstitutefora

arybypassis

asubstituteforanangioplasty.

Competitors,simplystated,consistofeverybodypursuingthesame

customerdollars.

Tosaythatyouhavenocompetitionisoneofthefastestwaysyou

cangetyourplantosd-investorswillconcludethatyoudonothave

afullunderstandingofyourmarket.

The"Competition"ctionofyourbusinessplanisyouropportunity

toshowcayourrelativestrengthsagainstdirectcompetitors,indirect

competitors,andsubstitutes.

Besides,sinvestorsthat

arealmarketexists.

Toolong

Investorsareverybusy,anddonothavethetimetoreadlong

sofavorentrepreneurswhodemonstratethe

abilitytoconveythemostimportantelementsofacomplexideawithan

economyofwords.

l

businessplanis20-30pages(andmostinvestorspreferthelowerendof

thisrange).

Remember,theprimarypurpoofafund-raisingbusinessplanisto

motivatetheinvestortopickupthephoneandinviteyoutoanin-

tintendedtodescribeeverylastdetail.

Documentthedetaillwhere:inyouroperatingplan,R&Dplan,

marketingplan,whitepapers,etc.

Tootechnical

Businessplans-especiallythoauthoredbypeoplewithscientific

backgrounds-areoftenpackedwithtoomanytechnicaldetailsand

scientificjargon.

Initially,investorsareinterestedinyourtechnologyonlyinterms

ofhowit:

solvesareallybigproblemthatpeoplewillpayfor;

issignificantlybetterthancompetingsolutions;

canbeprotectedthroughpatentsorothermeans;and

canbeimplementedonareason-ablebudget.

Allofthequestionscanbeansweredwithoutahighlytechnical

ailswillbereviewedby

expertsduringtheduediligenceprocess.

ntthetechnicaldetailsin

paratewhitepapers.

Noriskanalysis

Investorsareinthebusinessofbalancingrisksversusrewards.

Someofthefirstthingstheywanttoknowarewhataretherisks

inherentinyourbusiness,andwhathasbeendonetomitigatethe

risks.

Thekeyrisksofentrepreneurialventuresinclude:

Marketrisks:Willpeopleactuallybuywhatyouhavetoll?Will

youneedtocreateamajorchangeinconsumerbehavior?

Technologyrisks:Canyouactuallydeliverwhatyousayyoucan?On

budgetandontime?

Operationalrisks:Whatcangowrongintheday-to-dayoperationsof

thecompany?Whatcangowrongwithmanufacturingandcustomersupport?

Managementrisks:Canyouattractandretaintherightteam?Can

yourteamactuallypullthisoff?Areyoupreparedtostepasideandlet

somebodyeltakeoverifnecessary?

Legalrisks:Isyourintellectualpropertytrulyprotected?Areyou

infringingonanothercompany'spatents?Ifyoursolutiondoesnotwork,

canyoulimityourliability?

Thisis,ofcour,justapartiallistofrisks.

Eventhoughyoumayfeelthattherisksarenegligible,potential

investorswillfeelotherwiunlessyoudemonstratethatyouhavegiven

alotofthoughttowhatcangowrongandhavetakenprudentstepsto

mitigatetherisks.

Poorlyorganized

Yourideashouldflowinanice,ction

shouldbuildlogicallyonthepreviousction,withoutrequiringthe

readertoknowsomethingthatisprentedlaterintheplan.

Althoughthereisnosingle"correct"businessplanstructure,one

successfulstructureisasfollows:

ExecutiveSummary:Thisisabrief,1to3pagesummaryof

ldbeastand-alonedocument,

asmanyreaderswillmaketheirinitialdecisionbadontheexecutive

ouldusuallybewri