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商业计划书英文
光阴的迅速，一眨眼就过去了，成绩已属于过去，新一轮的工作即将来临，现在就让我们制定一份计划，好好地规划一下吧。好的计划都具备一些什么特点呢？以下是小编整理的商业计划书英文，欢迎阅读与收藏。
商业计划书英文 1
Your business plan is very often the first impression potential investors get about your venture. But even if you have a great product, team, and customers, it could also be the last impression the investor gets if you make any of these avoidable mistakes.
INVESTORS see thousands of business plans each year, even in this down market. Apart from a referral from a trusted source, the business plan is the only basis they have for deciding whether or not to invite an entrepreneur to their offices for an initial meeting.
With so many opportunities, most investors simply focus on finding reasons to say no. They reason that entrepreneurs who know what they are doing will not make fundamental mistakes. Every mistake counts against you.
This article shows you how to avoid the most common errors found in business plans.
Content Mistakes
Failing to relate to a true pain
Pain comes in many flavors: my computer network keeps crashing; my accounts receivable cycle is too long; existing treatments for a medical condition are ineffective; my tax returns are too hard to prepare. Businesses and consumers pay good money to make pain go away.
You are in business to get paid for making pain go away.
Pain, in this setting, is synonymous with market opportunity. The greater the pain, the more widespread the pain, and the better your product is at alleviating the pain, the greater your market potential.
A well written business plan places the solution firmly in the context of the problem being solved.
Value inflation
Phrases like "unparalleled in the industry;" "unique and limited opportunity;" or "superb returns with limited capital investment" - taken from actual documents - are nothing but assertions and hype.
Investors will judge these factors for themselves. Lay out the facts - the problem, your solution, the market size, how you will sell it, and how you will stay ahead of competitors - and lay off the hype.
Trying to be all things to all people
Many early-stage companies believe that more is better. They explain how their product can be applied to multiple, very different markets, or they devise a complex suite of products to bring to a market.
Most investors prefer to see a more focused strategy, especially for very early stage companies: a single, superior product that solves a troublesome problem in a single, large market that will be sold through a single, proven distribution strategy.
That is not to say that additional products, applications, markets, and distribution channels should be discarded - instead, they should be used to enrich and support the highly focused core strategy.
You need to hold the story together with a strong, compelling core thread. Identify that, and let the rest be supporting characters.
No go-to-market strategy
Business plans that fail to explain the sales, marketing, and distribution strategy are doomed.
The key questions that must be answered are: who will buy it, why, and most importantly, how will you get it to them?
You must explain how you have already generated customer interest, obtained pre-orders, or better yet, made actual sales - and describe how you will leverage this experience through a cost-effective go-to-market strategy.
"We have no competition"
No matter what you may think, you have competitors. Maybe not a direct competitor - in the sense of a company offering an identical solution - but at least a substitute. Fingers are a substitute for a spoon. First class mail is a substitute for e-mail. A coronary bypass is a substitute for an angioplasty.
Competitors, simply stated, consist of everybody pursuing the same customer dollars.
To say that you have no competition is one of the fastest ways you can get your plan tossed - investors will conclude that you do not have a full understanding of your market.
The "Competition" section of your business plan is your opportunity to showcase your relative strengths against direct competitors, indirect competitors, and substitutes.
Besides, having competitors is a good thing. It shows investors that a real market exists.
Too long
Investors are very busy, and do not have the time to read long business plans. They also favor entrepreneurs who demonstrate the ability to convey the most important elements of a complex idea with an economy of words.
An ideal executive summary is no more than 1-3 pages. An ideal business plan is 20-30 pages (and most investors prefer the lower end of this range).
Remember, the primary purpose of a fund-raising business plan is to motivate the investor to pick up the phone and invite you to an in-person meeting. It is not intended to describe every last detail.
Document the details elsewhere: in your operating plan, R&D plan, marketing plan, white papers, etc.
Too technical
Business plans - especially those authored by people with scientific backgrounds - are often packed with too many technical details and scientific jargon.
Initially, investors are interested in your technology only in terms of how it:
solves a really big problem that people will pay for;
is significantly better than competing solutions;
can be protected through patents or other means; and
can be implemented on a reason-able budget.
All of these questions can be answered without a highly technical discussion of how your product works. The details will be reviewed by experts during the due diligence process.
Keep the business plan simple. Document the technical details in separate white papers.
No risk analysis
Investors are in the business of balancing risks versus rewards. Some of the first things they want to know are what are the risks inherent in your business, and what has been done to mitigate these risks.
The key risks of entrepreneurial ventures include:
Market risks: Will people actually buy what you have to sell? Will you need to create a major change in consumer behavior?
Technology risks: Can you actually deliver what you say you can? On budget and on time?
Operational risks: What can go wrong in the day-to-day operations of the company? What can go wrong with manufacturing and customer support?
Management risks: Can you attract and retain the right team? Can your team actually pull this off? Are you prepared to step aside and let somebody else take over if necessary?
Legal risks: Is your intellectual property truly protected? Are you infringing on another companys patents? If your solution does not work, can you limit your liability?
This is, of course, just a partial list of risks.
Even though you may feel that the risks are negligible, potential investors will feel otherwise unless you demonstrate that you have given a lot of thought to what can go wrong and have taken prudent steps to mitigate these risks.
Poorly organized
Your idea should flow in a nice, organized fashion. Each section should build logically on the previous section, without requiring the reader to know something that is presented later in the plan.
Although there is no single "correct" business plan structure, one successful structure is as follows:
Executive Summary: This is a brief, 1 to 3 page summary of everything that follows in the plan. It should be a stand-alone document, as many readers will make their initial decision based on the executive summary alone. This should usually be written last; otherwise, you have nothing to summarize!
Background: If you are in a highly specialized field, you should provide some background in layman terms since most investors will not have advanced degrees in your field.
Market Opportunity: Describe how businesses and consumers are suffering, and how much they are willing to pay for a solution.
Products or Services: Describe what you do, and how your solution fits into the market opportunity.
Market Traction: Describe how you have succeeded in attracting customers, marketing and distribution partnerships, and other alliances that demonstrate that experts in your market are betting on your solution.
Competitive Analysis: Identify your direct and indirect competitors, and describe how your solution is better.
Distribution and Marketing Strategy: Describe how you will go to market, how you will price your products, etc.
Risk Analysis: Identify major sources of risks, and describe how you are mitigating them.
Milestones: Showcase a strong past track record, and describe key checkpoints for the future.
Company and Management: Provide the basic facts about your company - where and when you incorporated, where you are located, and brief biographies of your core team.
Financials: Provide summaries of your P&L and cash flows, and the assumptions used to come up with these. Also describe your funding needs, how you will use the proceeds, and possible exit strategies for investors.
As stated earlier, there is no "right" structure - you will need to experiment to find the one that best suits your business.
Your business plan is very often the first impression potential investors get about your venture. But even if you have a great product, team, and customers, it could also be the last impression the investor gets if you make any of these avoidable mistakes.
Financial Model Mistakes
Forgetting Cash
Revenues are not cash. Gross margins are not cash. Profits are not cash. Only cash is cash.
For example, suppose you sell something this month for $100, and it cost you $60 to make it. But you have to pay your suppliers within 30 days, while the buyer probably wont pay you for at least 60 days.
In this case, your revenue for the month was $100, your profit for the month was $40, and your cash flow for the month was zero. Your cash flow for the transaction will be negative $60 next month when you pay your suppliers.
Although this example may seem trivial, very slight changes in the timing difference between cash receipt and disbursement - just a couple of weeks - can bankrupt your business.
When you build your financial model, make sure that your assumptions are realistic so that you raise sufficient capital.
Lack of Detail
Your financials should be constructed from the bottom-up, and then validated from the top-down.
A bottom-up model starts with details such as when you expect to make certain sales, or when you expect to hire specific employees.
Top-down validation means that you examine your overall market potential and compare that to the bottom-up revenue projections.
Round numbers - like one million in R&D expenses in Year 2, and two million in Year 3 - are a sure sign that you do not have a bottom-up model.
Unrealistic financials
Only a very small handfull of companies achieve $100 million or more in sales only five years after founding.
Projecting much more than that will not be credible, and will get your business plan canned faster than almost anything else.
On the other hand, a business with only $25 million in revenues after five years will be too small to interest serious investors.
Financial forecasts are a litmus test of your understanding of how venture capitalists think.
If you have a realistic basis for projecting $50-100 million in Year 5, you are probably a good candidate for venture financing. Otherwise, you should probably look elsewhere.
Insufficient financial projections
Basic financial projections consist of three fundamental elements: Income Statements, Balance Sheets, and Cash Flow Statements. All of these must conform to Generally Accepted Accounting Principles, or GAAP.
Investors generally expect to see five years of projections. Of course, nobody can see five years into the future. Investors primarily want to see the thought process you employ to create long-term projections.
A good financial model will also include sensitivity analyses, showing how your projected results will change if your assumptions turn out to be incorrect. This allows both you and the investor to identify the assumptions that can have a material effect on your future performance, so that you can focus your energies on validating those assumptions.
They should also include benchmark comparisons to other companies in your industry - things like revenues per employee, gross margin per employee, gross margin as a percentage of revenues, and various expense ratios (general and administrative, sales and marketing, research and development, and operations as a percentage of total operating expenses).
Conservative assumptions
Nobody ever believes that assumptions are conservative, even if they truly are.
Develop realistic assumptions that you can support, refrain from using the words "conservative" or "aggressive" in your plan, and leave it at that.
Offering a valuation
Many business plans err by stating that their company is worth a certain amount. How do you know? The value of a company is determined by the market - by what others are willing to pay - and unless you are in the business of buying, selling, or investing in companies, you probably dont have an acute sense of what the market will bear.
If you name a price, one of two things can happen: (a) your price is too high, and investors will toss your plan; or (b) your price is too low, and investors will take advantage of you. Both are bad.
The purpose of the business plan is to tell your story in the most compelling manner possible so that investors will want to go to the next step. You can always negotiate the price later.
Stylistic Mistakes
Poor spelling and grammar
If you make silly mistakes in your business plan, what does that say about how you run your business?
Use your spelling and grammar checkers, get other people to edit the plan, do whatever it takes to purge embarrassing errors.
Too repetitive
All too often, a plan covers the same points over and over. A well-written plan should cover key points only twice: once, briefly, in the executive summary, and again, in greater detail, in the body of the plan.
Appearance matters
At any point in time, an investor has dozens if not hundreds of plans waiting to be read. Get to the top of the pile by making sure that the cover is attractive, the binding is professional, the pages are well laid out, and the fonts are large enough to be easily read.
On the other hand, dont go too far - you dont want to give the impression that you are all style and no substance.
Execution Mistakes
Waiting until too late
The capital formation process takes a long time. In general, count on 6 months to a year from the time you start writing the plan until the time the money is in the bank.
Dont put it off. Your management team should be prepared to invest about 500 hours into the plan. If you are too busy building your product, company, or customers (which is arguably a better use of your time), consider outsourcing the development of the business plan.
Failing to seek outside review
Make sure that you have at least a few people review your plan before you send it out - preferably people who understand your market, sales and distribution strategies, the VC market, etc.
Your plan may look perfect to you and your team, but thats probably because youve been staring at it for months.
Good, objective reviews from outsiders with a fresh perspective can save you from myopia.
Overtweaking
You could spend countless hours tweaking your plan in the pursuit of perfection.
A lot of this time would be better spent working on your product, company, and customers.
At some point, you need to pull the trigger and get the plan out in front of a few investors.
If the reaction is positive, and they want to move forward, great.
If the reaction is negative (assuming that the investor was a good fit to begin with), then you may have been heading down the wrong path. Get feedback from a couple of investors, and if a general consensus emerges, go back and refine your plan.
Conclusion
Its a tough investment climate, but good ideas backed by good teams and good business plans are still getting funded.
Give yourself the best possible chance by avoiding these simple mistakes.
商业计划书英文 2
英语商业计划书（Business Plan）
第一讲：概述
第二讲：现状分析
第三讲：目标确定
第四讲：组织结构
第五讲：产品分析
第六讲：市场分析
第七讲：市场策略
第八讲：生产分析
第九讲：财务分析
第十讲：附件
第一讲：概述(executive summary)
概述是整个商业计划的第一部分，相当于整个商业计划的浓缩，使整个商业计划的精华所在。一般将概述放在最后书写，页数应控制在2页以内。
概述应包括的基本内容有：
企业的宗旨，例如：
In 2007, ABC Corporation was created to...
Now, ABC Corporation is at a point where…
背景介绍，例如：
For many years people have…
The condition of the industry today is such that…
产品或服务及市场竞争情况，例如：
We have just completed the development of S30 – a novel
and proprietary construction tool
Compared to competitive products, our s30 can…
企业目标，例如：
Our objective, at this time, is to propel the company into a
prominent market position. We feel that within 5 years ABC
Corporation will be in a suitable condition for further
expansion, an initial public offering or profitable acquisition.
To accomplish this goal we…
管理团队和管理组织，例如
Our management team consists of 5 men and women
Whose backgrounds consist of 10 years of marketing with…
市场策略，例如：
The fundamental thrust of our marketing strategy
consists of…
财务状况和计划，例如：
In 5 years we will have… and our investors will be
able to…
结论，例如：
ABC Corporation enjoys an established track-record of
excellent support for our customers. Their expressions of
satisfaction and encouragement are numerous, and we
intend to continue our advances in the…
第二讲：现状分析(present situation)
这部分尽可能简明扼要而又全面地介绍公司的情况，以及公司所在行业的信息。
市场环境，例如：
The marketplace has been stagnant for 2 years. We are
poised now to…
产品或服务，例如：
The present stage of S30 is in the design stage.
产品生命周期，例如：
Our current product line is…
价格和利润，例如：
Current prices are… and profits are…
客户，例如：
Current customers are using our… for…
销售渠道，例如：
We have service centers, retailers, manufacturer’s
representatives…
管理团队情况，例如：
Most of our management is in place, however, we require a
production manager to complete our team.
财务状况，例如：
Current cash available is….
第三讲：目标确定(objectives)
企业目标是企业使命和指导方针的具体化和数量化，它反应企业在一定时期内经营活动的方向和所要达到的水平。企业目标的实现时间较长，一般为三到五年或者更长时间。好的企业目标具有总体性、与外部环境联系密切、有很大的激励作用、切实可行等特点。
企业的'基本目标，例如：
The primary objectives of our organization are to:
A
B
C
投资收益率(ROI)，例如：
Based on a XXX% market share for our XXX product by
20XX, we estimate our return on investment to be XXX%.
财务目标，例如：
Last Year This Year Next Year
Sales
$ Volume
Unit Volume
% Increase/Decrease
Share of Market
Gross Profit
Manufacturing
Fully Burdened
Marketing Expenses
Advertising
Sales Promotion
Trade Allowances
Other
欲计将来增长、改进的目标，例如：
Other objectives we have set for ourselves include XXX.
We expect to replace (competitive/existing products or
services) by XXX% by 20XX.
We plan to add XXX (retailers, distributors, service centers)
per month/year and we will have a total of XXX (retailers,
distributors) by 20XX.
第四讲：组织结构(management)
投资者考察企业时，管理是最为重要的因素。没有一支优秀的管理团队和有效的组织模式，科技成果不可能和资本很好结合创造现实的生产力。一般需要介绍的管理人员有：总裁、常务副总裁、人事部总监、营销副总裁、财务副总裁、生产部总监。对每一位关键人员用文章一个段落的篇幅进行描述就可以。介绍组织结构时要注意以下问题：
1．主要管理人员和专业人员的发展路径是怎样的？他们具有哪些技能？
2．公司未来的组织机构是怎样的？
3．谁将成为部门领导者？
4．在哪些领域的管理应该加强？
5．报酬机制如何？
团队结构介绍，例如：
Of the XXX people who make up the development staff,
there are XXX founders who hold the following positions:
XXX, President
XXX, Vice President of Finance
XXX, Vice President of Marketing
XXX, Vice President of Sales
XXX, Vice President of Engineering
XXX, Vice President of Research
XXX, Vice President of Operations
XXX, Director of Marketing
XXX, Manager XXX Development
XXX, Corporate Attorney
管理人员描述，例如：
XXX, President
XXX Degree, University of XXX
XXX’s professional experience includes many different
areas in the XXX industry.
人力资源需求，例如：
(Company) development team recognizes that additional
staff is required to properly support marketing, sales,
research, and support functions.
第五讲：产品分析(the product/service)
产品介绍应包括以下内容：
1．产品名称
2．性能及特性
3．产品所处的生命周期
4．产品的市场竞争力
5．产品的研究和开发过程
6．发展新产品的计划和成本分析
7．产品的市场前景预测
8．产品的品牌和专利
此外，还要从顾客和投资者角度出发回答下面的问题：
1．顾客希望企业的产品能解决什么问题，顾客能从企业的产品中获得什么好处？
2．企业的产品与竞争对手的产品相比有哪些优缺点，顾客为什么会选择本企业的产品？
3．为什么用户会大批量地购买企业的产品？
4．本公司能提供哪些购买便利？
5．企业为自己的产品采取了何种保护措施，企业拥有哪些专利、许可证，或与已申请专利的厂
家达成了哪些协议？
6．为什么企业的产品定价使企业产生足够的利润？
介绍产品，例如：
This capability for XXX is a unique feature enjoyed by
(Company) and our customers.
专利保护，例如：
Our product(s) is protected under the following:
产品价格优势，例如：
Regarding cost savings (product/service) will save our
customers money in terms of XXX.
产品测试，例如：
Completed tests have shown that XXX (results).
产品特性描述，例如：
XXX is another powerful feature. This includes XXX.
XXX saves a tremendous amount of time when XXX.
第六讲：市场分析(market analysis)
这部分内容包括行业分析、市场分析和竞争分析。行业分析包括企业所在行业概述、对行业发展方向的预测、对驱动因素的分析。市场分析的核心内容是在市场细分的基础上确定目标市场。要让投资者了解市场的规模有足够大的赢利空间和发展空间；知道市场有良好的发展前景，即所确定的目标市场在未来将会长生不衰。竞争分析中要对全部竞争产品及竞争厂家作出描述与分析。尤其要分析这些竞争对手所占有的市场份额、年销量与销售收入，以及他们的财务实力。此外还要对自己产品所具有的优势作分析，对未来市场变化趋势作预测。
介绍目标顾客购买的原因，例如：
It is easy to understand why the principal buying motives
are XXX because XXX.
商业计划书英文 3
Executive Summary [My Company] was formed as a [proprietorship, partnership, corporation] in [Month, Year] in [City, State], by [John Doe] in response to the following market conditions:
[Startup, growth] opportunities exist in [Product/Service].
The need for use of efficient distribution and financial methods in these overlooked markets.
[I/We] have several customers who are willing to place large [orders,contracts] within the next three months.
Several other prospective [customers/clients] have expressed serious interest in doing business within six months. [I/We] previously owned a company that was active in the widget markets. Over the past few years I spent much time studying ways to improve overall performance and increase profits. This plan is a result of that study. The basic components of this plan are:
1. Competitive pricing
2. Expand the markets
3. Increased advertising
4. Lower our unit costs,
5. Thereby achieving higher profits.
1. Sign contracts
2. Increased advertising 3. Increase office staff
To this end, [I/we] need investment from private individuals and/or companies. A total of $XXX is
being raised which will be used to finance working capital, plant and equipment. The company will be incorporated and common stock issued to investors. The company will be run as a [proprietorship, partnership, corporation].
Financial Goals Sales Net Income Earnings per
share
Year 1 $25,000 .01 Year 2 $250,000 .12 Year 3 $375,000 .14
Management
[Name] [Title][Experience]Sales growth from zero to $1,000,000 in five years.Led market in market share - 30%.
Formulated advertising budgets & campaigns.
Pioneered new distribution channels. Established national sales force.
Established national repair & service centers.
Brought new and innovative products to the market.
Designed point-of-purchase materials.
[Education}
University of Boston
Boston, MA
B.A. - Computer Sciences
President
John Q. Doe, Chief Executive Officer, and Director since February 1988 and President since January 1990. Mr. Doe was the founder and Chief Executive Officer of the original operating company known as Random Excess, Inc. He has had experience in the widget field with his own firm, John Doe Co., of Oshkosh (Wisconsin), from 1980 to 1987. This firm was sold to FatCat Widgets, Inc. in 1987. Mr.2
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