Business Plan 營運計劃大綱
- Purpose of a business plan 營運計劃目的
- Provide clarity of thought and purpose 是供清晰的想法及目的
- Introduce business model 介紹商業模式
- Introduce the company and the team 介紹公司及隊
- Attempts to persuade investors 嘗試去說服投資者
- Highlights risks and challenges 點出風險及挑戰
- Serves as an entry points for further discussion 作為更進一步討論的切入點
- Key elements of a plan 計劃的主要成份
- Explain business model in simple terms 用簡單的詞彙解釋商業模式
- Fit the plan to the company 公司與計劃契合
- Be credible and informative 可信 & 有傳達力
- Do your homework; know your market and competitors 作功課，了解市場和競爭者
- Highlight risks and steps to overcome the risks 點出風險，及解決此風險的步驟
- Execution risk as critical as market or technology risk 執行性風險和市場及技術風險同樣重要
- Business plan contents 營運計劃內容
- Executive summary 執行摘要
- Company description 公司簡介
- Product/services 產品 / 服務
- Market analysis 市場分析
- Marketing plan 市場行銷計劃
- Operations plan 營運計劃
- Financial plan 財務計劃
- Management team 管理團隊
- Exit strategy 退場策略
- Risks 風險
- Executive Summary 執行摘要
- The most important section of the plan, often the only read section 是計劃書最重要的部分，通常是投資者唯一會看的部分
- Compact version of the big plan 此計劃的濃縮版本
- Stick to hard facts; no room for exaggerated optimism 著重於事實，無誇大及過度樂觀的空間
- Limit to a concise summary; no more than a couple of pages 摘要要簡明，數頁即可
- Summary is the prelude to further meetings 摘要是進一步討論的引路石
- Executive Summary(2) 執行摘要
- Summary should answer questions: 摘要需回答下面之問題：
- What sort of company is it? 這是那一類型的公司 ?
- What’s the product/service and what’s special? 產品 / 服務是什麼？有什麼特別？
- Who are the managers? 經理人是誰？
- How much money do you need? In what stages? What will it be used for? 需要多少資金？用於那一階段？用來做什麼？
- The company description 公司描述
- A brief history of the company 公司簡史
- How you started? What was the original idea? 要如何開始？原始的創意是什麼？
- Share your mistakes and what you learned; adds credibility 分享錯讓及自錯誤中所學習到的，增加可信度。
- Share financials; actual vs. planned; if applicable 如果可能，分享實際及計劃的財務目標
- Should lead up to the discussion as to where you intend to go from here 引導討論關於要將公司帶領到何地
- Product/ Service 產品 / 服務
- What is your value proposition? 提案中什麼是具有價值的？
- How are you going to solve their problem better than your competitor? Than what they are doing now? 如何比競爭者更優勢的解決問題？競爭者現在做的方法是？
- Any patent protection possible? 是否有專利的保護？
- Technology details; defensible? Unique? sustainable competitiveness? 技術之細節；具防禦性？獨特性？持續性競爭力？
- Time to market? Ability to execute? 進入市場時間？執行之能力
- What prevents someone else from doing it more cheaply? 什麼優勢使得其他競爭者無法以更便宜的價格執行？
- Market Analysis 市場分析
- Who is your target market? 目標市場為何人？
- Profile of the people? What is their behavior pattern? 這些客群之側寫？及其行為模式為何？
- Any complementary products or services? 是否有互補的產品或服務？
- How large is your market? Growth rates? 市場規模有多大？成長率？
- What are the trends in the market? 市場趨勢為何？
- How do you see the market evolving? 市場將如何發展？
- Marketing Plan 行銷計劃
- Detailed note on how you will convert large market into revenue 詳細說明如何將廣大的市場轉為收益
- Provide different marketing tactics – cheapest to most expensive 提出不同的行銷策略 – 由最便宜至最昂貴的
- Costs and strategy of acquiring customers 抓住客人的成本及策略
- Sales and marketing strategies 銷售及行銷策略
- Respect your competitors 考慮競爭者
- Risks and unknowns 風險及未知數
- Strategies for reducing risks 減低風險的策略
- Operations Plan 營運計劃
- The nuts and bolts – how will you make it? How will it be available to your customers? 具體細節 – 如何達成？為何對客戶有效？
- What’s involved in running the company 公司營運涉入之要素？
- Location, equipment needs 地點，需要的設備
- Labor requirements 勞動力需求
- Risks at different levels and how best to mitigate risks 不同程度的風險，何為最好的方法去減輕風險 ?
- Management Team 管理團隊
- Provide the key members 提供主要人員
- Relevance of past experience 過去的相關經驗
- Start-up experience 起始經驗
- Market creation experience 市場創造經驗
- Team dynamics – very critical when more than one founder 團隊發展 – 當超過一個創始人時，這一點非常重要
- Clarity of roles 角色需清楚
- Great team + mediocre plan > mediocre team + great idea 好的團隊 + 二流計劃 > 二流團隊 + 一流計劃
- Financial Plan 財務計劃
- Detailed numbers not the key 詳細的數字不是重點
- Assumptions very critical 假設條件非常重要
- Key drivers of revenue 利潤的主要來源
- Realistic projections 實際的預測
- Exercise prudence 執行需謹慎
- Benchmark your model 標竿化商業模式
- Revenue estimate: bottoms-up 獲利預估
- Expenses – past and/or industry average 費用 – 過去及一般業界水準
- Exit Strategy 退場策略
- Exit strategy for the investor; not necessarily the entrepreneur 對於投資者的退場策略；未必是創業者
- Exit could be merger, acquisition, or IPO 退場可以是合併、併購或 IPO
- Each strategy should be plausible and defensible 每個策略需是有道理的並且具防禦性
