商务英语商业计划书范文第1篇
商业计划书英文
Yourbusinessplanisveryoftenthefirstimpressionpotentialinvestorsgetaboutyourventure.Butevenifyouhaveagreatproduct,team,andcustomers,itcouldalsobethelastimpressiontheinvestorgetsifyoumakeanyoftheseavoidablemistakes.
inVeStoRSseethousandsofbusinessplanseachyear,eveninthisdownmarket.apartfromareferralfromatrustedsource,thebusinessplanistheonlybasistheyhavefordecidingwhetherornottoinviteanentrepreneurtotheirofficesforaninitialmeeting.
withsomanyopportunities,mostinvestorssimplyfocusonfindingreasonstosayno.theyreasonthatentrepreneurswhoknowwhattheyaredoingwillnotmakefundamentalmistakes.everymistakecountsagainstyou.
thisarticleshowsyouhowtoavoidthemostcommonerrorsfoundinbusinessplans.
Contentmistakes
Failingtorelatetoatruepain
paincomesinmanyflavors:mycomputernetworkkeepscrashing;myaccountsreceivablecycleistoolong;existingtreatmentsforamedicalconditionareineffective;mytaxreturnsaretoohardtoprepare.Businessesandconsumerspaygoodmoneytomakepaingoaway.
Youareinbusinesstogetpaidformakingpaingoaway.
pain,inthissetting,issynonymouswithmarketopportunity.thegreaterthepain,themorewidespreadthepain,andthebetteryourproductisatalleviatingthepain,thegreateryourmarketpotential.
awellwrittenbusinessplanplacesthesolutionfirmlyinthecontextoftheproblembeingsolved.
Valueinflation
phraseslike“unparalleledintheindustry;”“uniqueandlimitedopportunity;”or“superbreturnswithlimitedcapitalinvestment”-takenfromactualdocuments-arenothingbutassertionsandhype.
investorswilljudgethesefactorsforthemselves.Layoutthefacts-theproblem,yoursolution,themarketsize,howyouwillsellit,andhowyouwillstayaheadofcompetitors-andlayoffthehype.
tryingtobeallthingstoallpeople
manyearly-stagecompaniesbelievethatmoreisbetter.theyexplainhowtheirproductcanbeappliedtomultiple,verydifferentmarkets,ortheydeviseacomplexsuiteofproductstobringtoamarket.
mostinvestorsprefertoseeamorefocusedstrategy,especiallyforveryearlystagecompanies:asingle,superiorproductthatsolvesatroublesomeprobleminasingle,largemarketthatwillbesoldthroughasingle,provendistributionstrategy.
thatisnottosaythatadditionalproducts,applications,markets,anddistributionchannelsshouldbediscarded-instead,theyshouldbeusedtoenrichandsupportthehighlyfocusedcorestrategy.
Youneedtoholdthestorytogetherwithastrong,compellingcorethread.identifythat,andlettherestbesupportingcharacters.
nogo-to-marketstrategy
Businessplansthatfailtoexplainthesales,marketing,anddistributionstrategyaredoomed.
thekeyquestionsthatmustbeansweredare:whowillbuyit,why,andmostimportantly,howwillyougetittothem?
Youmustexplainhowyouhavealreadygeneratedcustomerinterest,obtainedpre-orders,orbetteryet,madeactualsales-anddescribehowyouwillleveragethisexperiencethroughacost-effectivego-to-marketstrategy.
“wehavenocompetition”
nomatterwhatyoumaythink,youhavecompetitors.maybenotadirectcompetitor-inthesenseofacompanyofferinganidenticalsolution-butatleastasubstitute.Fingersareasubstituteforaspoon.Firstclassmailisasubstitutefore-mail.acoronarybypassisasubstituteforanangioplasty.
Competitors,simplystated,consistofeverybodypursuingthesamecustomerdollars.
tosaythatyouhavenocompetitionisoneofthefastestwaysyoucangetyourplantossed-investorswillconcludethatyoudonothaveafullunderstandingofyourmarket.
the“Competition”sectionofyourbusinessplanisyouropportunitytoshowcaseyourrelativestrengthsagainstdirectcompetitors,indirectcompetitors,andsubstitutes.
Besides,havingcompetitorsisagoodthing.itshowsinvestorsthatarealmarketexists.
toolong
investorsareverybusy,anddonothavethetimetoreadlongbusinessplans.theyalsofavorentrepreneurswhodemonstratetheabilitytoconveythemostimportantelementsofacomplexideawithaneconomyofwords.
anidealexecutivesummaryisnomorethan1-3pages.anidealbusinessplanis20-30pages(andmostinvestorspreferthelowerendofthisrange).
Remember,theprimarypurposeofafund-raisingbusinessplanistomotivatetheinvestortopickupthephoneandinviteyoutoanin-personmeeting.itisnotintendedtodescribeeverylastdetail.
Documentthedetailselsewhere:inyouroperatingplan,R&Dplan,marketingplan,whitepapers,etc.
tootechnical
Businessplans-especiallythoseauthoredbypeoplewithscientificbackgrounds-areoftenpackedwithtoomanytechnicaldetailsandscientificjargon.
initially,investorsareinterestedinyourtechnologyonlyintermsofhowit:
solvesareallybigproblemthatpeoplewillpayfor;
issignificantlybetterthancompetingsolutions;
canbeprotectedthroughpatentsorothermeans;and
canbeimplementedonareason-ablebudget.
allofthesequestionscanbeansweredwithoutahighlytechnicaldiscussionofhowyourproductworks.thedetailswillbereviewedbyexpertsduringtheduediligenceprocess.
Keepthebusinessplansimple.Documentthetechnicaldetailsinseparatewhitepapers.
noriskanalysis
investorsareinthebusinessofbalancingrisksversusrewards.Someofthefirstthingstheywanttoknowarewhataretherisksinherentinyourbusiness,andwhathasbeendonetomitigatetheserisks.
thekeyrisksofentrepreneurialventuresinclude:
marketrisks:willpeopleactuallybuywhatyouhavetosell?willyouneedtocreateamajorchangeinconsumerbehavior?
technologyrisks:Canyouactuallydeliverwhatyousayyoucan?onbudgetandontime?
operationalrisks:whatcangowrongintheday-to-dayoperationsofthecompany?whatcangowrongwithmanufacturingandcustomersupport?
managementrisks:Canyouattractandretaintherightteam?Canyourteamactuallypullthisoff?areyoupreparedtostepasideandletsomebodyelsetakeoverifnecessary?
Legalrisks:isyourintellectualpropertytrulyprotected?areyouinfringingonanothercompany'spatents?ifyoursolutiondoesnotwork,canyoulimityourliability?
thisis,ofcourse,justapartiallistofrisks.
eventhoughyoumayfeelthattherisksarenegligible,potentialinvestorswillfeelotherwiseunlessyoudemonstratethatyouhavegivenalotofthoughttowhatcangowrongandhavetakenprudentstepstomitigatetheserisks.
poorlyorganized
Yourideashouldflowinanice,organizedfashion.eachsectionshouldbuildlogicallyontheprevioussection,withoutrequiringthereadertoknowsomethingthatispresentedlaterintheplan.
althoughthereisnosingle“correct”businessplanstructure,onesuccessfulstructureisasfollows:
executiveSummary:thisisabrief,1to3pagesummaryofeverythingthatfollowsintheplan.itshouldbeastand-alonedocument,asmanyreaderswillmaketheirinitialdecisionbasedontheexecutivesummaryalone.thisshouldusuallybewrittenlast;otherwise,youhavenothingtosummarize!
Background:ifyouareinahighlyspecializedfield,youshouldprovidesomebackgroundinlaymantermssincemostinvestorswillnothaveadvanceddegreesinyourfield.
marketopportunity:Describehowbusinessesandconsumersaresuffering,andhowmuchtheyarewillingtopayforasolution.
productsorServices:Describewhatyoudo,andhowyoursolutionfitsintothemarketopportunity.
markettraction:Describehowyouhavesucceededinattractingcustomers,marketinganddistributionpartnerships,andotheralliancesthatdemonstratethatexpertsinyourmarketarebettingonyoursolution.
Competitiveanalysis:identifyyourdirectandindirectcompetitors,anddescribehowyoursolutionisbetter.
DistributionandmarketingStrategy:Describehowyouwillgotomarket,howyouwillpriceyourproducts,etc.
Riskanalysis:identifymajorsourcesofrisks,anddescribehowyouaremitigatingthem.
milestones:Showcaseastrongpasttrackrecord,anddescribekeycheckpointsforthefuture.
Companyandmanagement:providethebasicfactsaboutyourcompany-whereandwhenyouincorporated,whereyouarelocated,andbriefbiographiesofyourcoreteam.
Financials:providesummariesofyourp&Landcashflows,andtheassumptionsusedtocomeupwiththese.alsodescribeyourfundingneeds,howyouwillusetheproceeds,andpossibleexitstrategiesforinvestors.
asstatedearlier,thereisno“right”structure-youwillneedtoexperimenttofindtheonethatbestsuitsyourbusiness.
Yourbusinessplanisveryoftenthefirstimpressionpotentialinvestorsgetaboutyourventure.Butevenifyouhaveagreatproduct,team,andcustomers,itcouldalsobethelastimpressiontheinvestorgetsifyoumakeanyoftheseavoidablemistakes.
Financialmodelmistakes
ForgettingCash
Revenuesarenotcash.Grossmarginsarenotcash.profitsarenotcash.onlycashiscash.
Forexample,supposeyousellsomethingthismonthfor$100,anditcostyou$60tomakeit.Butyouhavetopayyoursupplierswithin30days,whilethebuyerprobablywon'tpayyouforatleast60days.
inthiscase,yourrevenueforthemonthwas$100,yourprofitforthemonthwas$40,andyourcashflowforthemonthwaszero.Yourcashflowforthetransactionwillbenegative$60nextmonthwhenyoupayyoursuppliers.
althoughthisexamplemayseemtrivial,veryslightchangesinthetimingdifferencebetweencashreceiptanddisbursement-justacoupleofweeks-canbankruptyourbusiness.
whenyoubuildyourfinancialmodel,makesurethatyourassumptionsarerealisticsothatyouraisesufficientcapital.
LackofDetail
Yourfinancialsshouldbeconstructedfromthebottom-up,andthenvalidatedfromthetop-down.
abottom-upmodelstartswithdetailssuchaswhenyouexpecttomakecertainsales,orwhenyouexpecttohirespecificemployees.
top-downvalidationmeansthatyouexamineyouroverallmarketpotentialandcomparethattothebottom-uprevenueprojections.
Roundnumbers-likeonemillioninR&DexpensesinYear2,andtwomillioninYear3-areasuresignthatyoudonothaveabottom-upmodel.
Unrealisticfinancials
onlyaverysmallhandfullofcompaniesachieve$100millionormoreinsalesonlyfiveyearsafterfounding.
projectingmuchmorethanthatwillnotbecredible,andwillgetyourbusinessplancannedfasterthanalmostanythingelse.
ontheotherhand,abusinesswithonly$25millioninrevenuesafterfiveyearswillbetoosmalltointerestseriousinvestors.
Financialforecastsarealitmustestofyourunderstandingofhowventurecapitaliststhink.
ifyouhavearealisticbasisforprojecting$50-100millioninYear5,youareprobablyagoodcandidateforventurefinancing.otherwise,youshouldprobablylookelsewhere.
insufficientfinancialprojections
Basicfinancialprojectionsconsistofthreefundamentalelements:incomeStatements,BalanceSheets,andCashFlowStatements.allofthesemustconformtoGenerallyacceptedaccountingprinciples,orGaap.
investorsgenerallyexpecttoseefiveyearsofprojections.ofcourse,nobodycanseefiveyearsintothefuture.investorsprimarilywanttoseethethoughtprocessyouemploytocreatelong-termprojections.
agoodfinancialmodelwillalsoincludesensitivityanalyses,showinghowyourprojectedresultswillchangeifyourassumptionsturnouttobeincorrect.thisallowsbothyouandtheinvestortoidentifytheassumptionsthatcanhaveamaterialeffectonyourfutureperformance,sothatyoucanfocusyourenergiesonvalidatingthoseassumptions.
theyshouldalsoincludebenchmarkcomparisonstoothercompaniesinyourindustry-thingslikerevenuesperemployee,grossmarginperemployee,grossmarginasapercentageofrevenues,andvariousexpenseratios(generalandadministrative,salesandmarketing,researchanddevelopment,andoperationsasapercentageoftotaloperatingexpenses).
Conservativeassumptions
nobodyeverbelievesthatassumptionsareconservative,eveniftheytrulyare.
Developrealisticassumptionsthatyoucansupport,refrainfromusingthewords“conservative”or“aggressive”inyourplan,andleaveitatthat.
offeringavaluation
manybusinessplanserrbystatingthattheircompanyisworthacertainamount.Howdoyouknow?thevalueofacompanyisdeterminedbythemarket-bywhatothersarewillingtopay-andunlessyouareinthebusinessofbuying,selling,orinvestingincompanies,youprobablydon'thaveanacutesenseofwhatthemarketwillbear.
ifyounameaprice,oneoftwothingscanhappen:(a)yourpriceistoohigh,andinvestorswilltossyourplan;or(b)yourpriceistoolow,andinvestorswilltakeadvantageofyou.Botharebad.
thepurposeofthebusinessplanistotellyourstoryinthemostcompellingmannerpossiblesothatinvestorswillwanttogotothenextstep.Youcanalwaysnegotiatethepricelater.
Stylisticmistakes
poorspellingandgrammar
ifyoumakesillymistakesinyourbusinessplan,whatdoesthatsayabouthowyourunyourbusiness?
Useyourspellingandgrammarcheckers,getotherpeopletoedittheplan,dowhateverittakestopurgeembarrassingerrors.
toorepetitive
alltoooften,aplancoversthesamepointsoverandover.awell-writtenplanshouldcoverkeypointsonlytwice:once,briefly,intheexecutivesummary,andagain,ingreaterdetail,inthebodyoftheplan.
appearancematters
atanypointintime,aninvestorhasdozensifnothundredsofplanswaitingtoberead.Gettothetopofthepilebymakingsurethatthecoverisattractive,thebindingisprofessional,thepagesarewelllaidout,andthefontsarelargeenoughtobeeasilyread.
ontheotherhand,don'tgotoofar-youdon'twanttogivetheimpressionthatyouareallstyleandnosubstance.
executionmistakes
waitinguntiltoolate
thecapitalformationprocesstakesalongtime.ingeneral,counton6monthstoayearfromthetimeyoustartwritingtheplanuntilthetimethemoneyisinthebank.
Don'tputitoff.Yourmanagementteamshouldbepreparedtoinvestabout500hoursintotheplan.ifyouaretoobusybuildingyourproduct,company,orcustomers(whichisarguablyabetteruseofyourtime),consideroutsourcingthedevelopmentofthebusinessplan.
Failingtoseekoutsidereview
makesurethatyouhaveatleastafewpeoplereviewyourplanbeforeyousenditout-preferablypeoplewhounderstandyourmarket,salesanddistributionstrategies,theVCmarket,etc.
Yourplanmaylookperfecttoyouandyourteam,butthat'sprobablybecauseyou'vebeenstaringatitformonths.
Good,objectivereviewsfromoutsiderswithafreshperspectivecansaveyoufrommyopia.
overtweaking
Youcouldspendcountlesshourstweakingyourplaninthepursuitofperfection.
alotofthistimewouldbebetterspentworkingonyourproduct,company,andcustomers.
atsomepoint,youneedtopullthetriggerandgettheplanoutinfrontofafewinvestors.
ifthereactionispositive,andtheywanttomoveforward,great.
ifthereactionisnegative(assumingthattheinvestorwasagoodfittobeginwith),thenyoumayhavebeenheadingdownthewrongpath.Getfeedbackfromacoupleofinvestors,andifageneralconsensusemerges,gobackandrefineyourplan.
Conclusion
it'satoughinvestmentclimate,butgoodideasbackedbygoodteamsandgoodbusinessplansarestillgettingfunded.
Giveyourselfthebestpossiblechancebyavoidingthesesimplemistakes.
商务英语商业计划书范文第2篇
inapplyingforastudentvisaandintheprocess,oftenwillbeaskedtowriteastudyplan(studyplan),
manyforeignfriendsoftennotclearstudyplanandpersonalstatement(personalstatement)differenceandstyleofwriting,theauthorhaslongbeenengagedinstudentwriting,duetothecombinationoftheirownexperience,introducethelearningprogramthewritingofthebook.
Generallythestudyplancanbesubmittedtofallintotwocategories,bothtotheembassyforvisa,orapplyforadmissiontotheschoolisbythe.
toapplyforschoolprogramsfromtheessenceandthepersonalstatementisthesametypeofinstruments,abouttheschoolapplicationcategorylearningplancanrefertoapersonalstatementofthearticle,thisarticlemainlyintroducesthesubmissionoftheembassyvisawithastudyplan.
europeandtheUnitedStates,especiallyimmigrantsfromcountries,suchasaustralia,newZealand,Canadaandothercountriesforinternationalstudentvisatimeareoftenaskedtoprovidelearningplan,learningthroughplantoconvincethevisaofficertoknowyourbackground,
choosetostudyprofessionalmotivationalconditions,selectthecountryforforeignstudents,andaclearfuturestudyschedule,occupationpurposeandreason,auditsofyourothermaterialstodecidewhethertosendyouthevisastudyingabroad,solearningplanisakeydocument.
ingeneral,thelearningplanneedstoincludethefollowingcontents:
1si-mp-ledescriptionsoftheirlearningexperience,professionalbackgroundandworkingexperience;
2descriptionsoftheirfurtherstudymotivesandwhytochoosethecountry,theUniversityandtheprofessional;
3detailedstudyschedule;
4introductionofforeignfundsrequiredandsources;
5forfutureoccupationgoalelaboration,returnedtoreason.
Studyplanonthestyleandstructureofthearticleandthepersonalstatementisverydifferent,donotneedtoomuchpersonalandemotionaldescription,butshouldbeclearandsi-mp-lestructure,tightlogic,
thefactsclearlyrelatedargumentswerestrong,credible,returningreasontobeveryfull,andabsolutelynotandtheapplicant'sothermaterialcontradiction.
onthestudyplanindocumentwriting,canandothersitestogethelp.
asaresultoftheembassystaffeverydaytodealwithalargenumberofdocuments,solearningplanmustnotwritetoolong,generallyshouldnotexceed800words,
andapreferablyonlyoneparagraph,paragraphbeforeaddingtitles,suchasmyChoiceofUniversityoftorontoinCanada,mycareerobjective,inordertotheembassystafftoyouacontentofthecentralideaofstickoutamile.
Yourpa-pe-rshouldbeverylegible,cannotlettheembassystafffromyourtext“mining”you“potential”content.
Studyplanistheemphasisoffutureoccupationplanandreturnedtoreason,throughthispartoftheembassytotellyoutogotothecountryafterthestudents,areabletoyouroccupationdevelopmentgoodhelp,andthereisacredibleargumentforreturned.
althoughtherequirementstudyplancountryoftenisacountryofimmigrants,butasaresultofyourvisaapplicationforstudy,sothestudyplanmusteliminateanyofyourimmigrationtendency.
Reasonsforreturningtobewithyourpersonalbackgroundandfamilycircumstancesgiveareasonableexplanation,hasmanyyearsofexperienceasabusinemanagertoobtainnewZealandmaster'sofBusineadministrationprogramadmission,
thenclarifieshisoccupationgoalistoreturntoChinatobecomeamulti-nationalCorporationofhighlevelmanagers,andheinChinaformanyyearsofaccumulatedcustomerresourcesandsocialringisaveryvaluableasset,thisisverytoughandreasonableareason.
ofparticularnoteis,studyplanconcerningthereasonsforreturningtotheplaceoffacts,notarbitrarilyinvent,atwork,inthispa-pe-rtheauthorsencounteredbycustomersdueto。
英文商业计划书范【2】
inapplyingforastudentvisaandintheprocess,oftenwillbeaskedtowriteastudyplan(studyplan),manyforeignfriendsoftennotclearstudyplanandpersonalstatement(personalstatement)differenceandstyleofwriting,
theauthorhaslongbeenengagedinstudentwriting,duetothecombinationoftheirownexperience,introducethelearningprogramthewritingofthebook.
Generallythestudyplancanbesubmittedtofallintotwocategories,bothtotheembassyforvisa,orapplyforadmissiontotheschoolisbythe.
toapplyforschoolprogramsfromtheessenceandthepersonalstatementisthesametypeofinstruments,abouttheschoolapplicationcategorylearningplancanrefertoapersonalstatementofthearticle,thisarticlemainlyintroducesthesubmissionoftheembassyvisawithastudyplan.
europeandtheUnitedStates,especiallyimmigrantsfromcountries,suchasaustralia,newZealand,
Canadaandothercountriesforinternationalstudentvisatimeareoftenaskedtoprovidelearningplan,learningthroughplantoconvincethevisaofficertoknowyourbackground,choosetostudyprofessionalmotivationalconditions,
selectthecountryforforeignstudents,andaclearfuturestudyschedule,occupationpurposeandreason,auditsofyourothermaterialstodecidewhethertosendyouthevisastudyingabroad,solearningplanisakeydocument.
ingeneral,thelearningplanneedstoincludethefollowingcontents:
1si-mp-ledescriptionsoftheirlearningexperience,professionalbackgroundandworkingexperience;
2descriptionsoftheirfurtherstudymotivesandwhytochoosethecountry,theUniversityandtheprofessional;
3detailedstudyschedule;
4introductionofforeignfundsrequiredandsources;
5forfutureoccupationgoalelaboration,returnedtoreason.
Studyplanonthestyleandstructureofthearticleandthepersonalstatementisverydifferent,
donotneedtoomuchpersonalandemotionaldescription,butshouldbeclearandsi-mp-lestructure,tightlogic,thefactsclearlyrelatedargumentswerestrong,credible,returningreasontobeveryfull,andabsolutelynotandtheapplicant'sothermaterialcontradiction.
onthestudyplanindocumentwriting,canandothersitestogethelp.
asaresultoftheembassystaffeverydaytodealwithalargenumberofdocuments,solearningplanmustnotwritetoolong,generallyshouldnotexceed800words,
andapreferablyonlyoneparagraph,paragraphbeforeaddingtitles,suchasmyChoiceofUniversityoftorontoinCanada,mycareerobjective,inordertotheembassystafftoyouacontentofthecentralideaofstickoutamile.
Yourpa-pe-rshouldbeverylegible,cannotlettheembassystafffromyourtext“mining”you“potential”content.
Studyplanistheemphasisoffutureoccupationplanandreturnedtoreason,throughthispartoftheembassytotellyoutogotothecountryafterthestudents,areabletoyouroccupationdevelopmentgoodhelp,andthereisacredibleargumentforreturned.
althoughtherequirementstudyplancountryoftenisacountryofimmigrants,butasaresultofyourvisaapplicationforstudy,sothestudyplanmusteliminateanyofyourimmigrationtendency.
Reasonsforreturningtobewithyourpersonalbackgroundandfamilycircumstancesgiveareasonableexplanation,
hasmanyyearsofexperienceasabusinemanagertoobtainnewZealandmaster'sofBusineadministrationprogramadmission,
thenclarifieshisoccupationgoalistoreturntoChinatobecomeamulti-nationalCorporationofhighlevelmanagers,andheinChinaformanyyearsofaccumulatedcustomerresourcesandsocialringisaveryvaluableasset,thisisverytoughandreasonableareason.
商务英语商业计划书范文第3篇
一、技术风险
二、市场风险
三、管理风险
四、财务风险
篇一:商业计划书
商业计划书
联系人:
公司名称:酱菜果果有限责任公司公司地址:南昌市双港东大街169号
商业计划书
?计划有限责任公司和公司项目的运作情况，阐述产品市场及竞争、风险等未来发展前景和融资要求的书面材料。
?其所涉及的内容和资料只限于已签署投资意向的投资者使用。收到本计划书后，收件人应即刻确认，并遵守以下的规定:1)若收件人不希望涉足本计划书所述项目，请按上述地址尽快将本计划书完整退回;2)在没有取得[公司或项目名]的书面同意前，收件人不得将本计划书全部和/或部分地予以复制、传递给他人、影印、泄露或散布给他人;3)应该象对待贵公司的机密资料一样的态度对待本计划书所
提供的所有机密资料。本商业计划书不可用作销售报价使用，也不可用作购买时的报价使用。
一、企业摘要
1、企业理念和企业特征
商业计划书包括企业筹资、融资、企业战略规划与执行等一切经营活动的蓝图与指南，也是企业的行动纲领和执行方案，其目的在于为投资者提供一份创业的项目介绍，向他们展现创业的潜力和价值，并说服他们对项目进行投资。
商业计划书要素
商业计划书的价值在于对决策的影响，就这点来说，商业计划书的价值是无法衡量的。
记得在美国读书的时候，在讲到商业计划书的时候，教授问大家：“商业计划书有多大的价值?”我回答说：“几千美元到上万美元。”教授摇摇头说：“不对，差远了。商业计划书的价值在于对决策的影响，就这点来说，商业计划书的价值是无法衡量的。”
他举例说明了商业计划书是如何影响决策的。如果一个企业在决策之前不做一个非常周密的计划，那样的决策是缺乏根据的。我在之后的商业计划书咨询和写作中才深深的感到了商业计划书在帮助决策上的重大作用。
商业计划书是为了展望商业前景，整合资源，集中精力，修补问题，寻找机会而对企业未来的展望。可惜，现在人们只认为商业计划书是用来申请风险基金。其实商业计划是为了预测企业的成长率并做好未来的行动规划。
商业计划书评判标准
1.成功的商业计划书应有好的启动计划。计划是否简单，很容易明白和操作。
2.计划是否具体及适度的，计划是否包括特定的日期及特定的人负责特定的项目以及预算。
3.计划应是客观的，销售预估，费用预算，是否客观及准确。
4.计划是否完整，是否包括全部的要素，前后关系的连接是否流畅。
一、项目背景
20世纪即将过去，21世纪即将到来。
经验告诉我们，任何新的技术和事物不可能超越历史和脱离现实而取得发展。
原因何在?关键在于对客观经济规律特别是价值规律在现实经济活动中的作用分析不够、认识不足、运用不力、缺乏有效的手段，没有找到正确的切入点和牵引点。
网络拍卖品种也早已突破了传统拍卖概念，几乎涵盖了所有商品种类。
国外评论家是这样说的：“想一下你以前购买的一切物品，其中有多少是通过讨价还价买到的?将来，你对自己想买的几乎所有物品都可以讨价还价。
网络将使几乎所有物品的实时拍卖成为可能。”
拍卖是商业运作的一种特殊形式，它与常规商业形式的最大区别在于：它把商品的定价权由卖方手中交到了买方手中，从而极大地调动了买方的购物积极性。
网络拍卖形式与传统的拍卖形式相比，最大优势在于它打破了空间与时间的限制，使拍卖市场乃至整个拍卖行业得到了无限的扩展，产生了质的变化和飞跃。
网络拍卖要求所有的参与者具有较高的商业信用等级，从而能够通过生动活泼的交易过程，潜移默化地培育和提高参与者的社会道德和商业信誉水准。
二、指导思想
努力建设和完善以高新科技为基础的、适合中国国情并具有中国特色的电子商务体系及其应用平台。
积极推动和发展国际间的经济、科技、文化交流，创建以信息高速公路为依托的跨国零售通道及与之配套的快速反应机制，以满足国内外消费者日益增长的需求。
充分运用和发挥客观规律特别是价值规律的杠杆作用，以生动新颖、丰富多彩且简单易行的形式，汇集和调动购、产、销至金融、储运、邮政等各方面的'积极性，以达到沟通求、内需、市场增温的目的。
有效拉动和催化信息产业与国民经济其他行业乃至上层建筑的相互渗透和融合，加速信息产业化和产业信息化进程，以期互相促进、共同繁荣。?
三、项目概况：
3.国内域名：
4.国际域名：
5.主办单位：
6.协办单位：
7.投资总额：人民币100万元。
8.投资形式：现金、实物及各种服务功能。
(详见协议书)
9.投资比例：由各参加单位商定。
四、主要任务
1999年的主要任务如下：
4月上旬，配合中关村电脑节，试验性拍卖少量电脑类产品;
8月中旬以后，开通每年365天，每天24小时连续运行的常规拍卖业务。
内容拓展：
说商业计划书(Businessplan)是创业融资的“敲门砖”。
作为众多创业企业成长企业进行融资的必备文件，其作用就如同预上市公司的招股说明书，是一份对融资公司或项目进行陈述和剖析，便于潜在投资人对投资对象进行全面了解和初步考察的文本文件。
近年来，创业融资的程序日益规范，作为投资公司进行项目审批的正式文件之一，制作商业计划书已经成为越来越多创业者的“必修课程”。
作为一份标准性的文件，商业计划书有着大同小异的架构。
但是，有的商业计划书却能迅速抓住投资人目光，而有的计划书却只能以进入“回收站”作为使命的终结。
客观的说，项目自身素质是最关键最核心的原因，但是，一个完美的、专业的表现形式也同样重要，“酒香不怕巷子深”的逻辑在竞争激烈的现代商业运转中并不适用。
一份成功的商业计划书涵盖了潜在投资人对于融资项目所需了解的绝大信息，并且对于其中投资方通常关注的要点进行重点陈述分析。
这样的商业计划书可以大大减少投资者在进入尽职调查之前的工作量，便于双方迅速进入后期实质运作。
不同的融资项目，由于项目性质不同、项目所处阶段不同等各种因素，投资人关注点会有所侧重。
一般而言，项目的市场、产品、管理团队、风险、项目价值等方面是投资人评审项目的要点。
在下文中，笔者主要针对一份完善商业计划书必需的重点和创业人员在商业计划书写作中经常出现的问题进行针对性的说明：
执行摘要
这一部分是投资人最先阅读的部分，却是在商业计划书写作中最后完成的部分，是对整个商业计划书精华的浓缩，旨在引起投资人的兴趣，有进一步探究项目详细的渴望。
执行摘要的长度通常以2-3页为宜，内容力求精练有力，重点阐明公司的投资亮点，尤其是相对于竞争对手的抢眼之处。
一般，净现金流入、广泛的客户基础、市场快速增长的机会、背景丰厚的团队都是可能引起投资人兴趣的亮点。
产品和服务介绍
此部分主要是对公司现有产品和服务的性能、技术特点、典型客户、盈利能力等的陈述，以及未来产品研发计划的介绍。
在我们接触到的众多商业计划书中最常见的毛病就是对于产品技术的介绍过于专业和生僻，占用了过多的篇幅。
在大多数情况下，商业计划书的执笔者就是创业者本身，他们大多是技术出身，对于自有产品和技术有着一种自然而然的自豪和亲近，所以经常进入“情不自禁”和“滔滔不绝”的情绪之中。
而另一方面，投资人本质上是极为看重收益和回报的商人，而且他们多是经济或金融背景，对于技术方面的专业介绍也不是特别在行。
他们更加认同市场对于公司产品的反映。
所以，建议在产品和服务部分只需讲清楚公司的产品体系，向投资人展示公司产品线的完整和可持续发展，而将更多的笔墨放置在产品的盈利能力、典型客户、同类产品比较等内容的介绍上。
市场与竞争分析
与其他融资方式不同，风险投资者的超额收益更多来源于未来的增长。
所以，投资者对于项目所处的市场的未来发展非常重视。
在市场竞争部分，我们重点分析市场整体发展趋势、细分市场的容量、未来增长估计、主要的影响因素等。
竞争分析主要包括主要竞争对手的优劣势分析和自身的KSF分析等内容。
对于市场容量的估算、未来增长的预测的数据最好是来源于中立第三方的调查或研究报告，避免自行估计。
对于特殊市场，在预估时则力求保持客观中肯的态度，免有“自吹自擂”之嫌，令人不能信服。
战略规划与实施计划
拥有了优质的产品和良好的市场机遇，还需要一个切实可行的实施计划来配合，才能保证最后的成功。
在这一部分内容中，我们要着力举证为了实现战略目标而在人员团队、资金、资源、渠道、合作各方面的配置。
制定的实施计划要与计划书中其他章节保持一致性。
例如，产品计划与产品服务中的未来研发一致，资金配置与资金使用计划一致，人员配置与人力资源规划一致等。
管理团队介绍
美商中经合的总裁刘宇环先生曾经说过：“就象做房地产位置是最重要的一样，做VC的三个要素就是：peo
xxx东港汇海海洋生物科技发展有限公司生产的新一代营养调味品已经投放市场，这是一个极具市场空间的商机。这个生意可以从小规模做起，也可以做大，因为家家户户都需要调味品。200块钱可以请人吃一顿正常的饭，喝完没人会记得；200块钱可以买一支新烟，烟消云散，没意思；200块钱连一瓶化妆品都买不到。但这200元是你的风险投资，所以你会从200元开始，走向你意想不到的辉煌。