business-plan sample
Business-plan英文版商业计划书
文档从网络中收集，已重新整理排版.word版本可编辑.欢迎下载支持.Business planfor the pet marketMiracleNov－２２－２００９E X E C U T I V E S U M M A R YPets sold on the market today is very large, an increasing number of younger age groups like to keep as pets and to their partners. They not only satisfied with a simple feeding, but also regard them as their parents. Because they have this mentality, the other relevant market came into being and pets - pet grooming, health care and so on. At present, there are already many such institutions abroad; many domestic first-line has also been developed cities, a similar organization, but due to technical reasons, and other aspects of a single national comparison of many of these institutionsIn developed city markets,there exists a lackage of all-package organization for all kind of pet services.In second line cities,some service organizations for only one kind of pet still have a large market share,but we need a more effective solution to develop market there.For the consideration,our program is to design the market in Nanning,through the program,we can find a more effective way to learn how the pet service market works and how to explore potential business opportunity.Table of Content1. Introduction2.Current marketing situation3. Swot analysis4. Objectives5. Marketing strategy6. Action programmes7. Budget8.Control9.Conslusion1. Introduction1.1OrganizationHeadquarters: Chairman, General Manager (Finance Department, Investment Department, Marketing Department), deputy general manager (customer service department, advertising department), the department heads, employeesChain stores: store manager, medical groups, beauty group, photography group , public relations group, sales group2.Current marketing situationPet industry is currently on the market, there are many simple pet sale shop; However, regarding the pet of the service agencies in the country only a very small presence in some developed smaller first-tier cities, structure, pet services, a single store, such as on pet care and beauty . It was learned that in foreign countries, many developed countries, on a variety of pet services, agencies have a perfect system, various agencies widespread. Technically we can learn from the introduction, for the increasingly popular "pet of the Wind", the pet services will be urgently needed. One has a perfect, healthy body of the pet service will be the current market needs2.1 The macroenviroment2.1.1 the global status of the pet industryWith the increasing living standards in China, pet gradually become closer and closer companion. Whether it is dogs, cats, birds, or fish or turtles, which housekeeping past nursing homes, small animals for human entertainment, became an important member of the family. In an increasingly competitive social environment, your pet's lovely and lively as is in the tension of modern life, the human sending loneliness, increase the fun and ease the pressure.2.1.2 Analysis of China's pet industryChina has 1.3 billion population, and has farmed since ancient times, a traditional pet, according to conservative estimates, China now there are at least 100 million pets, pet market potential of the economy for at least up to 150 billion yuan,but China's current development level of the pet market not in the true sense, with the world,In the current market environment in China, pet food and supplies to the retail industry is still in the emerging stage. Since 2007, many international and authoritative consumer market research institutions began to pay close attention to China's pet industry. A survey shows that Chinese pet total of 8 years in 1999-2007 increased by nearly 500%, according to incomplete statistics, China's current pet dogs, cats and other types of pets for more than 200 million total in 2015, the the figure will reach 500 million. In 2008, the pet industry's annual output of about 200 billion yuan, an annual growth rate of over 30%, accounting for 60% of the share of the world, this transcript have benefited from China's major pet products industry, a complete industrial chain. 2010, pet industry's annual output value will be 400 billion yuan.International experience shows that when the state 3000-5000 U.S. dollars per capita GDP reached, it will drive the country into the pet market high-speed development period, currently China's eastern coastal areas in some cities per capita GDP has reached the above-mentioned standards; the international pet industry, part of the data shows that pet the economy of the country's total share of GDP has reached 6 percent in the United States, the European average of 3% -4%, Japan has also reached 2%, while in China, the figure was only 0.4%. With China's rapid economic development and people's consumption concept of continuously updated for the pet industry will provide opportunities for high-speed development, and is bound to lead to pet's economic boom.2.1.3 Analysis of the international pet tradePets in the developed countries as an industry have Yierbainian history, formed a breeding, training, supplies, appliances, medical, medicine, trade, industrial chain. Strict laws and regulations, not only in the management of specific responsibilities, the government and pet organizations complement each other, and the pet industry in a systematic and standardized run, forming a part of the national economy.Overseas, the "pet economy" is a huge industry. In 2001, the pet for the creation of the U.S. economy of 276 billion dollars in spending, the U.S. pet insurance industry in each year revenues of up to 40 million; in Sweden, or even 57% of dogowners who purchased their own dog pet insurance; Germany 17% of the annual national income comes from Kennel; in Australia, the pet industry with more than 30000 employees, and create nearly 6% of the gross domestic product ......The international pet market has gradually matured, keeping pets has become the country's economic strength, a sign of social well-developed. Pet of the world economy, promote the rapid development of the rapid development of related industries, and gradually standardized, standardization and internationalization. The number of pets, pet the economy to benefit from rapidly rising year by year. People pampering their pets to promote sales of pet supplies and pet services industry gradually grow, pet economy, pet food sales, pet supplies, pet grooming shops, pet hospitals and other produce rapid succession of new industries grew up, pet market has become increasingly strong. To pet food, for example, North America (mainly the United States) is the largest region of all pet food consumer market, but also hold the majority share of Western Europe, sales of pet food to all other classes the main consumer market is also the consumption of dog food and cat food The second-largest market. In which the United States and Japan in the pet's economic growth is particularly prominent.Many people in the pet dogs who spend their own money than the body gets. This includes pet food, toys, furniture, paid to the dog-walking people, modified dog beauticians, and pet therapists and all other sectors. "Pet craze" flourished, from which derived the "pet economy" are thriving.2.14 The analysis of the domestic macro economic environmentIn the marketing environment in China at present,the pet industries still in the emerging stage.From the year of 2007,many international authority of the consumer marketing research agencies begin to pay close attention to Chinese pet industries.According to a survey,the total of Chinese pets are increase almost 500%,according to incomplete statistics,in our country the number of all kinds of pets over 200 million.To the year of 2015,this number will be reach 500million.In 2008,the GDP of the pets industries is 20 billion yuan,the annual growth rate over 30%,is about the 60% shares in the world’s pet industries.This major benefit from thecomplete chain of pet product industries.Forecast in the year of 2010,the GDP of pet industries will be 40 billion yuan.In nowadays,pet economic is account 0.4% in our GDP.In the pace with our high-speed development of economic and the people’s updated consumption concept,will provide the opportunity of the high-speed development in pet indusries,and these industries are bound to lead a fever of pets economic.2.15 The analysis of the investment in fixed assets historical changes in trackSet up a pet hospital need 400 thousands yuan,but,after open the hospital,must be refinement.If the complete in-depth will need about 600 thousands yuan..Set up a small pet store,need the same funds with the hospital.In the national,the actual growth rate of investment in fixed asset is 8% over the basement in 2008,the consumer base is stable.2.16 The analysis of macro-economic development forecast in 2009The contraction of domestic economic is expected to ease.After Financial Crisis,in our country,the worsen export and the investment slowdown lead to the GDP short-term decline in,enterprise performance still worsen.But the loose monetary policy and expansion policy sharp cut provide the chance of down cushion for economic.In the short term,the stock digestion will be the end,and provide a chance in the future chain to enhance.2.1.7 Department in charge of the pet industry1. Animal epidemic prevention supervision institutions2. Business Management3. Animal Medical institutions2.1.8 Industry Management System1. Registration and approval system2. Dog licensing system3. Immunization and special system of governance2.1.9 Pet industry's major regulatory and industrial policy1.Everyone who is based on profit for the purpose of operating to register the sale of pets, breeding or a foster child should be first to ask the municipality, county (city)competent authority for a license and receive the business licenses according to the law.2. When set up an animal hospital，you should have three or more registered veterinary practitioners and registered veterinary assistant practitioners; when set up animal clinics, you should have two or more registered veterinary practitioners and veterinary assistant practitioners .3. The owner should provide necessary medical care，when the animals were injured or sick. The animal’s medical and surgery should be based on its health or management needs, implemented by a veterinarian.4. The animal’s hospital have responsibility for the lives of pets. In order to ensure the quality,you should not accept private drugs or drugs of unknown.You must get the medicine from the informal drug wholesale market.5. No one can abuse, harass, or hurt others animals for no reason.6. The owner should prevent their animals against others’ life, property, liberty, body or tranquility for no reason.7. When transporting animals，you should pay attention to their food, drinking water, environmental, drainage and security. You should make sure your animal avoid suffering, shocking, or injuring.2.2 The microenviroment2.2.1. Market: Our main senior housing residents, fashionable young man, loneliness, main links have pet market, care, hairdressing cleaning, etc.2.2.2. Customers: Investigation shows, 60% of pet owners have been or are going to their pets makeover, such as "the beauty care, fur." While 28% of pet owners say no, if the good effect can try, Only 15 percent of insufficient opposed pets.. The brand image, product and service quality, the marketing environment factors may affect the customers to buy.2.2.petitors:Send multiple is our biggest competitor, it is the Chinese professional pet interlinks orgnaization, have practical strong, and the system of the pet shop chain operation management concept. The existing sent more than 160 multiple pet stores in China, is the most pet store pet chain stores. It has manydomestic and international famous brands, the national agency for a million responsible for product priced straight, below the market price of 5-20, let every franchisees can be more competitive advantage, and with more than for each big supply of the manufacturer signed promotional activities.3.Swot analysis4. Objectives4.1 Objectivesfirst,we will open XingLong pet service station to serve the pet dogs and cats of the residents living in high-class apartment in Nanning,then,after we improving skills and accumulating capital gradually,we'll be able to provide the corresponding serviceto other kinds of pet.We'll open XingLong pet happy station and use the experience of the spot to promote the work in the entire area.after the pattern being mature,we will extend this pattern to A-level cities like GuangZhou and ShenZhen etc.5. Marketing strategy5.1 Mission statementMission statement:committed to service of pets’cleaning ,nursing,beauty and so on.Protect the pets and the masters’healthy.5.2 Target marketpets of residents in the high-class apartment,of fashion pioneers and of the senior who are lonely.5.3 Positioningpet service,including Cleansing Care and Beauty etc. Our store is equipped with specialist dog training ground, Pet usage swimming pool, beauty salon and curing room. Especially, will cater a great staying to you love pet.5.4 Product and service(1) cleaning(2) Nursing(3) Beauty(4)marriage and mating(5) Jewelry Decoration(6) Toys(7) Photo Video(8) sale of small pets(9) Black Service: Pet Funeral train services ( funeral, specimens, cemetery, etc.)Photos of various pet shops, interior walls as a background, the entire store is designed to light-colored series mainly reflects the warm feeling of home. Each group has its own services in line with the studio, all the studio reflects the characteristics of simple and clear. Environment should be to choose a more quiet location.5.5 Pricing strategiesWe will make comprehensive use of cost-oriented and target profit law,1. Because our product positioning is high level urban white-collar crowd, so our pricing strategies with the target groups will be spending power, and some characteristics at the high level of services and products.2. Some common services and products that take full account of product market competition in the market situation and trend in specific marketing strategies, to develop a long-term price system. We will use cost-oriented method to set prices, and sometimes even at lower than the market average price, and strive to be able to get in the market, some market share.5.6 Distribution1. Only a level middlemen，Yiwu wholesale market。
Business Plan Example
ContentsSECTION 1 Executive Summary (2)1.1 Business Concept, Opportunity and Strategy (2)1.2 Target Markets & Projections (3)1.3 Competitive Advantages (3)1.4 The Offering (3)SECTION 2 The Industry and the Company and its Services (3)2.1 The Industry (3)2.2 The Product/Service (4)2.3 Entry and growth strategy (4)SECTION 3 Market research and Analysis (5)3.1 Customers (5)3.2 Market Size and Trends (5)3.3 Competition and competitive edges (6)3.4 Estimated Market share and sales (6)3.5 Ongoing Market Evaluation (7)SECTION 4 The marketing Plan (7)4.1 Overall Marketing Strategy (7)4.2 Pricing (8)4.3 Sales tactics (8)4.4 Service and Warranty Policies (8)4.5 Advertising and promotion (9)SECTION 5 Design and Development Plan (9)5.1 Development status and tasks (9)5.2 Difficulties and risks (10)5.3 Product improvement and new products (10)5.4 Costs (11)SECTION 6 Manufacturing AND Operations Plan (11)6.1 Operating cycle (11)6.2 Geographical location (11)6.3 Facilities and improvements (12)6.4 Strategy and plans (12)SECTION 7 Management Team: (13)7.1 Roles and Responsibilities (13)7.2 Chief Executive Officer (CEO) - Andrea (13)7.3 Finance Manager - Chris (13)7.4 Marketing Manager - Cindy: (14)7.5 Human Resource (HR) Manager - Amber: (14)7.6 Information Technology (IT) Manager - Steven (14)7.7 Remuneration, Sustainability & Impact (15)SECTION 8 FINANCIAL PLAN (16)8.1 Actual Income Statements and Balance Sheets (18)8.2 Pro Forma Income Statements (19)8.3 Pro Forma Income Statements (Continues) (20)8.4 Pro Forma Balance Sheets (20)8.5 Pro Forma Cash Flow Analysis (22)8.6 Break-Even Chart and Calculation (23)8.7 Cost Control (23)8.7 Highlights (23)SECTION 9 PROPOSED COMPANY OFFERING (23)9.1 Desired Financing (24)9.2 Offering (24)9.3 Use of Funds (24)9.4 Investor‟s Return (24)SECTION 1 Executive SummaryVision: Styler‟s vision is to serve and help our clients by having an innovative and stable company, which will expand progressively with the help of ourcustomers. Mission:Help our clients to overcome everyday hairstyles problems. Values:∙Passion: we are engaged in everything we do.∙Teamwork: add up efforts and multiply our outcomes.∙Trust: develop it in each part of our company.1.1 Business Concept, Opportunity and StrategyWe are designing a new service, with the intention to revolutionize the hairstyle and the hairdressing industry in general. The proposed business can be divided into a product and service.We want to provide the connection between the customer and the best hairdressers. This will constitute the service part. On the other hand, the service will require a platform where to perform the linking between the customer and the hair salons, reason why we are creating a website, where the customers can log into, in order to obtain the service.How does it worksOnce the customer log into the website, he/she has to either take his/her face picture or upload one. Once done that, the website will suggest the hairstyles that are best suitable for the client, depending on its features and preferences, which the customer would be able to choose, such as hair color, size, and others.After that, the website will direct the customer to the hair salon where he/she could obtain the service with the best hairdresser for that specific style.As part of our website service, the customers will also have access to a forum, where they can ask questions and get advice from us. These advice will be based on professional hairdressers.What makes our product/ service uniqueAs our research has outlined, many people have problems when the time for a new haircut comes, especially women. A solution to this problem could be difficult to find and even frustrating for people. It is not only difficult to find the right haircut, but also the right hairdresser to do the job. That‟s when Styler comes into action. We want to help the people overcome that problem, by providing them our service and making them our clients. This will change how people chose their own style.Although we can find on the internet webpages, such as “Marie Claire” Magazine#, which offer people to upload their pictures and see which haircut best suits according to their features, they do not provide the linkage between the client and the hair salons in order to obtain the haircut. That we see as an opportunity for our business.Making the business profitableAs described before, our final customers will be people who need a haircut and/or a change of hairstyle. Since our intention is to provide a free service to them, we are going to obtain the profits from the hair salons that are willing to promote and attract the clients to their businesses throughout our website.In order to make our service accessible, we are going to look for the most suitable hair salons and offer them our product. They will be given a username and password in order to access our website and edit their profiles.On the other hand, they will be subject to a 3-month free trial. By that way, they will be gaining their first clients, clients that they would not like to lose afterwards. For that reason, after the 3-month free trial, they would be charged $50 in order to continue on having access to their profiles and keep on gathering more clients.1.2 Target Markets & ProjectionsOur target market will be principally females in the range of 16 to 35 years old. Although we will focus on the women, we will also have special features for men in order to develop that sector also.We have chosen to have as our target market women in between that age range because they are the most susceptibles to have the problem described previously, which we are trying to solve by offering them our service.We have decided to initially enter into the New South Wales (NSW) market, focusing primarily on Greater Sydney, due to its promising market. NSW holds a total population of 7.21 million, as estimated by the Australian Bureau of Statistics (ABS) by June 2011#. Apart from that, according to the ABS, in its latest report of June 2011, shows that the range of age with a highest percentage is between 20 to 35 years old, for Greater Sydney, for both females and males.1.3 Competitive AdvantagesAs our product and service will be the first in the market, we would enjoy the “first movers” advantage, being able to obtain a large market share. On the other hand, the lead times are shortened because we have as a main tool the internet, which accelerates up the process of delivering the service. According to the ABS#, by the end of the year 2011, 3/4 of the Australian households had access to broadband, adding up to 6.2 million of households with internet access.1.4 The OfferingOur first direct investors are going to be the hair salons. These are the ones that are going to pay for the subscription after the first 3 month free trial. We will rely on their income for the first 4 years as the business develops. After that, as our business goes on being successful, we will be open to different investors, giving up until 49% of our shares. We will remain with the 51% of the remaining shares, in order to exercise control and make decisions on our business.SECTION 2 The Industry and the Company and its Services2.1 The IndustryAccording to a report made by Service Skills Australia, a non- for- profit organization funded by the Australian Government, the vast majority of the hair salons are owner operated, employing less than 20 people by year 2007. Nevertheless, there is alsopresence of chains and franchise s. As the study states, the “Hairdressing and beauty industry is highly competitive”, having the hair salons fighting for their clients.With respect to the location of the hairdressing and beauty salons, according to ABS, between 2003 and 2007, 36% of them were located in New South Wales, followed by Victoria and Queensland, with 23% and 20% respectively.On the other hand, nowadays there has been a shift in the amount of service required, due to the change in the industry perception. It is now perceived as a basic service, rather than a wealthy one. This means that people are now giving more priority to their appearance than before, which would be beneficial to the hairdressing industry.The outlined factors are equally important for our business due to the fact that we are going to provide the service of “connection” between the consumer and the hair salons.2.2 The Product/ServiceHaircutAs explained before, we are offering our customers the facility of matching their features and preferences with the best suitable haircut they can have. This is going to be done by having a wide variety of online haircuts database, where our clients will have to pick from.New stylesOur database will have many different styles for different preferences. We will have a large database due to the large number of hair salons we are going to connect.Dye hairThe website will also have the option to change the hair colour and tones, to see which suit best for the client.TrendsThe website will also update regularly with the latest trends, comments and recommendations from the hairdressers.Questions & answersEnquiries made by our clients will be answered on a regular basis. Also other customers will be able to comment on other‟s comments.Location and pricesAs mentioned in the beginning of the business plan, our service will not only provide the best options for our clients, but along with that, it will also provide the best options to where to get those styles from. This means that once the website helps the client to obtain their desired hairstyle, color or others, it will show the best hair salon where to get it, including the prices.2.3 Entry and growth strategySince our product is innovative, we can state that we have already a competitive advantage. On the other hand, we also have on our side the fact that time is not a restriction due to the need of usage of internet in order to obtain the service.As our business develops basically using the internet, this would be our main channel of distribution. As we are reaching directly to the final consumer, we can state that we use direct distribution model.With regard to our intent of attracting our market, we are planning to make our product and service to be well known by advertisements such as giving the hair salons flyers to hand out to their clients, using online resources like Facebook and twitter, and others.On the other hand, during the first 5 years, we intend to maintain in the NSW area. After that, our growing plans are going to be both regarding the area that our business is going to cover, and at the same time, the products that our website offers. It will depend on the client‟s preferences and new demands.SECTION 3Market research and Analysis3.1 CustomersPrimary Target User: Female from 15-40 year oldChoosing a hairstyle is sometimes a difficult task for women, of any age. Female age could be defined as the age group between 15-40 years old. This group has continuous changing hairstyle. Women after 40 might not be as daring as women in their teens and 20s, their options for short, medium and long hairstyle will be limited comparatively.Secondary Target User: Male 15-30 year oldMale customers also have the requirements to keep a good appearance to enhance their personal image. Men‟s hairstyle change are not like female‟s preference, the interest on change fancy hairstyle will be deducted, instead of having preference on the fixed style and fixed salon shop. Therefore, a focus on 15-30 year old male group will be our secondary target customer.Our customer:all the hairdressers or salon located in NSW and later spreading to whole Australia.3.2 Market Size and TrendsThere is a great potential of market development, as we have mentioned in the above business plan that there is a great amount population (our target age group has occupied the highest portion of total 8 million populations in NSW). Furthermore, those age groups are the main stream of internet and smartphone uses. Under the social media era, it makes possible for all the fashion style and element toimmediately widely spread and quickly generate a fashion trend. It is quite common that to find a picture of the style you have in mind when considering changing your style and bring the picture to the hairdresser. That is the existing trend of hair style business and our business idea will step first into making connection of the fashion trend and customer application immediately.3.3 Competition and competitive edgesCompetition:∙From fashion magazine and websites or other media outlets which offered the newest fashion trend of hairstyle similar information to wide range of customer;∙Hairdressers own developed platform of style information release, eg their own online link, or membership grogram sets etc.Competitive edges ：∙…Styler s‟ is a personal hairstyle application web, the variety of selection will largely satisfy our customers‟ personal need. In addition, the recommendation will also add value to our customer.∙Quick online search and easy use will save lots of time, which will be preferred by most of young people or adults.3.4 Estimated Market share and salesSince …S tylers‟ is the first business idea of developing hairstyle into personal application, it has potential to gain a high market share in the coming state. We have divided our target customer into five stages of adopting our new product. This will go according to the diffusion of innovation and adoption process. Most populations show the following pattern in the adoption of new consumer products: innovators (2 percent of population), early adopters (14 percent), early majority (34 percent), later majority(34 percent) and laggards (16 percent). Taking consideration of the fast transferring ability of social media and internet, the estimated market share will be the first 3 groups (around 50% of target market share).3.5 Ongoing Market EvaluationAn ongoing market evaluation will be conducted afterwards through detailed marketing investigation and research, to test whether the provided products are satisfied by the target customer and whether the service of products has bring its value to customer. More importantly we are doing this to check whether the market share is growing as well as expected.SECTION 4Themarketing Plan4.1 Overall Marketing StrategyThe key elements of our web business are the product and service. Whether it is attractive and useful to our target audience is crucial. Our overall marketing strategy will be mainly focus on the following aspects.∙Focus on user experience and interaction: with the growing use of technologies, customers and users have more and more options of online information search and according customers have become more tech-savy, too.Putting focus on user experience, such as taking their preference into consideration on the interface settings and making it easy to access and use will be the prerequisite of our market growth.∙Great amount of users will be the key: The more users we have the greater power to influence the customers to buy our products, like Facebook. Its significant success all come from the support of great amount users over the world. In order to increase the number of users of our web product, a variety of media and social media will be selected for promotion and advertising.∙Product and service update is essential. Under current fast changed business climate, new and alternative substitutions will be surfaced quickly. It is important for us to always stepping first on operation and product updating and adjustment. For example, always to publish and offer the new fashion trend of hairstyle which may be appeared in a new popular movie or from a TV show on our website in a quick time.∙Quickly capture customer and target audience…sattention: awareness is important for new market share growth. We intend to quickly grasp the market before new substitution product comes out.4.2 Pricing∙Free to all users∙$50 per month to hairdressers4.3 Sales tacticsThough our real customer are those hairdressers, but taking consideration of our business model, at the beginning, the focus will be on capture user‟ attention and get them to use our product. The key tactics is how to increase the popularity of our product to targeted end users and finally make profit from those great amounts of users accordingly.∙Have a super clear call to actionMost companies try to jam all of their content into one screen because they‟ve heard that you have only seven seconds to capture attention. Not seven seconds to confuse, in our understanding, a super clear call to action will effectively attract our user to try our product in a quick time. Eg. We will provide attractive pictures or solutions of hairstyle change on the front page of the website searching.∙TestimonialsUse social media to give a recommendation there. It is verifiable and believable. Eg Use Facebook and build out a fan page.∙Advertising Through Social Media –Facebook/YouTube/Twitter etc Social media has been recognized as an influential marketing means plays important role on a variety of marketing application especially in advertising.The fast information transferring ability will be helpful in developing our brand and product‟s awarene ss.4.4 Service and Warranty Policies∙Provide real, applicable information∙Quick connection with the new fashion trend, keep updating regularly and quickly∙Maintain of the website at a good condition, in particular, the speed of uploading a picture could not be no more than 5 seconds, the picture format should be compatible with each format when users uploading their own facepicture online; the internal search function should be efficient in match with different requirements;∙Maintain the actuate information and location about the linked hairdressers to our product users4.5 Advertising and promotion∙Introduction and promotion via Social media: use Facebook/Chinese Weibo/Twitter/popular forums to promote our website product introduction for our target users and customer.∙Promotion flyers: Choose several demonstrated big shopping center to deliver our promotion flyers. In addition, University will also be a good place for promotion as young university students are more likely to try those online new web and smartphone application products.∙Advertising Cooperation with hairdressers, we help the hairdressers to attract more customers, and they help us promoting the awareness of our web.∙Online video/YouTube Video creates a stickiness factor you can‟t get with almost any other web tool. People prefer to watch and learn. Since YouTube is the second largest search engine, we will create an online video todemonstrate how to use our website applications effectively.∙Authority Voice promotion:We are also considering to invite some fashion people such as popular Hair stylist to share their secrets on how to choose and design a good hairstyle for you( target user) on our website.SECTION 5 Design and Development Plan5.1 Development status and tasksIn Australia, Stylers are the first website which can provide several services to the end users to easily find most favorite hairstyle and a professor hairdresser. At the first stage, end users are only able to search different hairstyle picture, location and price on our website. Once you choose your desired hairstyle, it will direct you to the hair salon where you could obtain the service with the best hairdresser for that specific style.The more useful functions will be upgrade when we have sufficient suppliers (the large number of hair salon). Customers could chat with hairdressers on the website and get information from them; they also can make comments for the service on the website, and other people could choose prefer hair salon depend on the comments. Another function we will add is “automatic define your hairstyle”, customer can upload their photo, the system will automatic pick several different hairstyle which is most suitable for them. Customer could then choose one they like the most.For our website, the most attractive thing is the amount of information. Therefore, increase the amount of information is the most important task we need to improve. In the beginning, our team will add the information by our self through doing research or survey. In the later stage, we will add chatting room or comments function, in this way, customer could suggest the hair salon by themselves, and the information willincrease sharply. Second is customer trial experience, our website will be built very clearly and easy to use. We are encouraging end user and the owners of hair salon improve our website, they can add the information to improve the web database. On the other hand, the website could as a bridge connect the customer and hair salon, customer can contact with hairdressers any time if both of them are available. In this way, customers are willing to spend more time on their hairstyle and hair salon could earn more profit.The first step should be cost about 3 month to make our website have enough information before it operation.Second step should be take 1-2 years to make the website more formal, when the network traffic is increase, we are predict that there are over 10,000 person search hair information on our website per day after 2 years.5.2 Difficulties and risksFor our website, the biggest risk is the loss of popularity, the amount of network traffic has directly effect on the data information and updates, and ultimately decide the influence of the site. As hair salon accreditation agencies, our website also faces test of authoritative evaluation results. In order to maintain our website with a high level quality, keep the review data accurate and true, with a reference value, rather than recruit people to scrawl reviews. On the other hand, we need to build a system to filter the data, which is from real users and which is fake one.Another risk is competitors, because we are the new product in the market. For the big company such as Groupon, if they add this function in their website, loyalty people may choose to use their website. Good news is Groupon are still haven‟t touch this area, they only provide the product information without comments and chats with the suppliers.To defend these two big risks, we are planning to spend money to recruit IT people, improve our website more professional and hard to imitate. Also need to keep check the comments and data, we need to do everything to satisfy what customer desired. 5.3 Product improvement and new productsThe Internet is going to Web 2.0 generation which is more focus on social activity on internet. Therefore, we will pay more attention to improve our social part; Stylers provide a virtual social networking platform for the user, and allocate different subject into different tribal, user can join prefer tribal and communicate by way of posting or comments. On the other hand, we are planning to connect our website with Facebook, Twitter, and some other social platform; people can easily use their Facebook account log in to our website and share with other.At the first stage, our service only provide on website. After that, the ongoing development will be conducted; the application on smartphone is first alternative tool. We are planning to transfer our website information and function into app and people can easily use it on their smartphone (Both iPhone and android).Comprehensive community-based enhancement of public comme nt network user‟s viscous, and increase the user online time. Many factors to measure the value of a site, user‟s average online time usually be consider. Before community-based, Stylers as an information platform for users and the staying online time is shorter, they oftenexit the website when find a satisfy answer. The situation can be comprehensive improved when upgrade community part.5.4 CostsBuilt and maintain website:$15000 Marketing budget:$2500Recruit team to maintain the website: $4500 per monthApplication on smartphone: $50005.5 Proprietary issuesAs mention before, the accurate information is most important thing for our website. However, it is very easy to copy the information by other website. Therefore, protect the information is very significant.Example: Apple got rid of "plagiarism", on apple store, to prevent the “rubbish app”, apple clear the app, which is copy other‟s idea.SECTION 6 Manufacturing AND Operations Plan6.1 Operating cycleFirst step: establish that review hairstyle as Stylers main theme, this directly related to the future expansion direction.Second step: build public participation website architecture and an independent image, which lay the foundation for low-cost operation of the site. Encourage public participation and use comments as the main source of information to the user. To maintain independence, Stylers does not publish any text or image ads; non hair salon own account or boast, once discovered, seal ID; and advocate user make comments in true post-consumer refused to imagine reviews.Third step: promotion, increasing popularity and attract more users make comment to get constantly enrich information. Experience has shown that for the interactive site, only 20% of users prefer and desire to make comments, and the remaining 80% of users are only for trial, but the quality and quantity of 20% of the user reviews affect 80% of the users use experiences. Therefore, cultivating 20% of the core user is essential.Fourth step: Fabric User Reviews, relying on word-of-mouth power by changing the mode of consumption and marketing, to cultivate the ability and affect consumers; and improve the competition for the good reputation hair salon. Large number of loyalty core user which have great beneficial to the build invisible barriers for competition to formed the core competitiveness.Fifth step: make profit from both upstream and downstream. On one hand, Stylers will aggregate and filter the information to become a constantly database, which could affect consumer behavior. Therefore more hair salon would like to join to our website. On the other hand, Stylers can imitate “Michelin Restaurant Guide”, publish fashion hairstyle guide regularly in paper or electronic form. At the same time, Stylers can release the report, which analyses the overall hairstyle trend, thereby greatly enhancing the influence of the evaluation.6.2 Geographical locationStylers are planning to occupy NSW from the beginning, and then expand to all Australia. As analysis in the beginning of this business plan, NSW large number of population and the percentage of access internet is very high. Sydney is most fashionand modern in Australia. All of above condition provide opportunity to access this market.There is high reputation in NSW universities, making it easier to recruit staff with a high level of education. For a long-term perspective, high tech background person is very important for Stylers.6.3 Facilities and improvementsWe are planning to use 6 months to make Stylers have some fundamental information, and then we operate the website to customer. Workplaces with 5 computers are required to start the business at the beginning stage.6 months later, we may recruit IT person help us improve and maintain website, then need to buy more equipment.After 2-3 years, when the business is on track, we planning to expand to other city like Perth and Melbourne, then we need to find suitable place and personnel. We also need to improve the facility and equipment again, like computers.6.4 Strategy and plansAdvantage:1. Website technology is more mature, high operating efficiency, regardless of speed or features and function are strong;2. Web2.0 technology decrease operating costs (very important to content, marketing);3. Stylers as a third-party platform connect the hair salon and consumers. Start earlier than others, which could become the leader in the field of site4. User scale growth depends on the reputation, clarity of purpose and strong stickiness.Disadvantages:1. Did not establish an effective, continuous, guaranteed profit model;2. The features are limited, most kinds of data analysis, user interaction features weak;3. Cannot handle booking business, there is no effective means of achieving the merchants and user interaction;4. Lower cost mode this is easy to imitate;5. No market maintenance, poor accuracy of business informationThrough analysis the dis/advantages, the solutions we come up with are:1. Community management mechanism, rules;2. Humane design;3. Clear site structure optimization;4. A variety of information access;Profit Strategy: For the future business strategy, we have come up with several methods to increase profit. First: added value of the content, including book publishing, SMS query, and GPS direction; second: hair salon, website and end user reach a win-win-winFor the traditional website profit model, ads and pop-up ads are the major way to earn money; however, we decide get advertisement away from our website, because we want to emphasis on the user experience. The measurement to judge a website indicate: how much user, how much content (quality and quantity), branding. Therefore, at the beginning, what we need to focus is built a good foundation rather than make money.。
Business Plan Template1
BUSINESS PLAN SAMPLE 1What is a Business Plan?You do not have to use the fill-in-the-blanks format; you are free to use any format you wish. However, be sure that your plan covers the areas outlined in this package.Table of ContentsSection 1 - Executive Summary 2 Section 2 - Vision 3 Business BackgroundYour Products or ServicesYour CustomersThe IndustryThe CompetitionThe Marketing PlanThe Management TeamBusiness StructureOperating PlanNot-So Minor DetailsSection 3 - Financial Projections 19 Start-Up Costs & Capital (Fund Use & Source)Personal RequirementsSales ProjectionsProjected Cash FlowSection 4 - Conclusions & Summary 31 Section 5 - Business Financing 32 Section 6 - Supporting Documentation 33 Section 7 - Arranging Financing 34SECTION 1Executive SummaryAlthough this is the first page of the Business Plan it is the last page to be completed.It should not exceed 2 pages. It should include: a paragraph that describes your business or business idea; the highlights of the business plan, including a short summary of the financial projections; and a summary of how it is to be financed.CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)SECTION 2Your VisionThis section is a description of your business. It covers areas such as the products you are selling your customers, how you will make your customers want to buy from you, who your competition is, etc. This is where you explain your plans for today, and areas of expansion for tomorrow.BUSINESS BACKGROUNDPlease explain where the idea for this business came from, and why you have decided to pursue it. If this is an existing business, write a short history of your business.CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)Your Products or ServicesYour Products or ServicesCLICK THE BOXES BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE) Product #1Product #2Product #3Product #4Your CustomersYour Market AreaWhere do your customers live? Are you appealing to people in your community? Focus on your main market areas.CLICK THE BOXES BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)CLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE) The IndustryCLICK THE BOX BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)The CompetitionCLICK THE BOXES BELOW TO FILL IN YOUR ANSWER (SAVE YOUR COPY OF THE FILE)What are the weaknesses of your business and your products, compared with your competitors? How will you overcome the weaknesses of your business and your products? What are your plans to improve your weak areas? This is a crucial area, and one that should be looked at very closely. It may be linked to your marketing plan, it may involve changes in your product or service, or it may involve changes to how you are operating your business.The Marketing PlanHow will you tell your customers about your products and convince them to buy from you? Marketing is more than just advertising. It also includes pricing strategies, and how your product or service will be distributed to the ultimate consumer.Promotion StrategyYour promotion strategy is where you promote your products and your firm, trying to create a perception of value among your customers. This could include areas such as customer service, discounts, special sales, charities/causes your business may support, and advertising.Keep in mind the timing of your promotions. (An advertising and promotion checklist follows on the next page.) What are the messages you will be sending to your customers? What are you trying to accomplish? Are you creating awareness of your business, are you trying to create an image for your product or service, or are you trying to create sales? What are the costs? Include the strategies you will use (selling methods, the advertising planned, discounts, coupons, etc.)? Include any print advertisements and flyers that are already made up in an appendix.Advertising & Promotion ChecklistPriceHow do you determine your prices? How do your prices compare with those of your competitors?Location & DistributionLocation can be a vital part of your success. It can be crucial for retail sales and consumer services, along with some business-oriented services. Location is not crucial for all firms – a wide range of firms are run from home. Where location is less critical, how the product orservice is delivered or distributed to customers often plays a more important role. DistributionThe Management TeamOutline the roles your management team will play in your business. Discuss their skills and experience in the following areas (remember to include key individuals like your accountant even though they may not be employees or management in the strictest sense):Business StructureBusiness StructureStatusType of BusinessManufacturing Retail ServiceOperating PlanFacility and Equipment RequiredDelivery of Products / SuppliesStaffing RequirementsTechnological Innovations in Your FieldAre you in a field where technology is rapidly changing? If so, what are the changes, and how can they affect you? If your products or equipment can become outdated quickly, you need tobe aware of this and make plans accordingly.Age of Your EquipmentIf you need equipment to make your goods or to provide your service, how old is it? Is it reliable? If it broke down, could it be repaired or replaced quickly? Could changing technology turn your equipment obsolete? Does it look like new regulations might force you to change your equipment, or give advantages to competitors with different machinery? Can your equipment adjust to meet these changes?Not So Minor DetailsLicenses and PermitsName Search/Registration– Unless your business is a sole proprietorship operating under your own name you must register the business name. Have you done a name search & registeredAdministrationSECTION 3Your Financial NeedsStart-up Costs & Capital (Fund Use and Source)Use of FundsSource of FundsStart-Up Costs (Use and Source of Funds)Total Source of Funds:Less Total Use of Funds:Starting Cash Balance for Month 1: (Can not be negative) Personal RequirementsOwner’s DrawingsSales Projections Sales AssumptionsUnit Sales Projections by Product and MonthSales Dollars projected by Product and MonthProjected Cash Inflows By MonthExpense AssumptionsMaterial Cost:Labour: (How many employees, what are the wage rates and contract terms): Administrative & Financial Expenses: (Does your interest reflect the proposed debt? Do your bank charges and accounting fees reflect expectations?):Other:month. In month one it is cash left from the business in the preceding month (provide a forecast in the appendices) in the case of an existing business.SECTION 4Conclusions and SummaryInclude the following points in your discussion: the approach in starting the new organization, the capital required and any safety factors used, what levels of profit are expected and what is the time schedule for starting this operation. If you have any general comments, add them into this section too.SECTION 5Business FinancingWhat are you and your partners or shareholders contributing to this venture in cash?How much money do you wish to borrow?Please make an itemized list of what the money to be borrowed is to be used for.SECTION 6Supporting DocumentationThe following provides a list of the supporting documentation that is required (as applicable) to support your Business Plan and/or your request for funding: ∙Resumes of key people∙Data supporting ability to meet sales goals∙Price schedule for product line or service∙Market survey data∙Drawings∙Agreements∙Articles/publicity/previous advertisements∙Letters of Support∙Letters of Intent∙Past financial statements (if available)∙Journeyman tickets or other certificates of importance∙ A copy of your loan proposal∙Offers to purchase∙Quotes∙Tax assessments and/or appraisals for property∙Any other items of importance to your businessSECTION 7Arranging Financing。
商业计划书Business-Plan
商业计划书（Business Plan）什么是商业计划书商业计划书，英文名称为Business Plan，是公司、企业或项目单位为了达到招商融资和其它发展目标，在经过前期对项目科学地调研、分析、搜集与整理有关资料的基础上，根据一定的格式和内容的具体要求而编辑整理的一个向投资者全面展示公司和项目目前状况、未来发展潜力的书面材料。
商业计划书是以书面的形式全面描述企业所从事的业务。
它详尽地介绍了一个公司的产品服务、生产工艺、市场和客户、营销策略、人力资源、组织架构、对基础设施和供给的需求、融资需求，以及资源和资金的利用。
编写商业计划书的直接目的是为了寻找战略合作伙伴或者风险投资资金，其内容应珍视科学的反应项目的投资价值。
一般而言，项目规模越庞大，商业计划书的篇幅也就越长；如果企业的业务单一，则可简洁一些。
一份好的商业计划书的特点是：关注产品、敢于竞争、充分市场调研，有力资料说明、表明行动的方针、展示优秀团队、良好的财务预计、出色的计划概要等几点。
在申请融资时，商业计划书是至关重要的一环，无论申请对象是风险投资机构或其他任何投资或信贷来源。
因此，商业计划书应该做到内容完整、意愿真诚、基于事实、结构清晰、通俗易懂。
商业计划书的内容商业计划书应能反映经营者对项目的认识及取得成功的把握，它应突出经营者的核心竞争力；最低限度反映经营者如何创造自己的竞争优势，如何在市场中脱颖而出，如何争取较大的市场份额，如何发展和扩张。
种种“如何”是构成商业计划书的说服力。
若只有远景目标、期望而忽略“如何”，则商业计划书便成为“宣传口号”而已。
商业计划书包含的范围很广，但一般离不开以下题目：经营者的理念、市场、客户、比较优势、管理团队、财务预测、风险因素等等。
对市场的分析应由大入小，从宏观到微观，以数据为基础，深刻的描述公司/ 项目在市场中将争取的定位。
对比较优势，应在非常清楚本身强弱情况及竞争对手的战略而作分析。
至于管理团队，应从各人的背景及经验分析其对公司/ 项目中不同岗位的作用。
business-plan-商业策划书英文
High partyI.Introduction:Name: Heaven of CarnivalLocation: Hong KongMission statement:●to provide plans to all kinds of parties, such as wedding,birthday, proposal & marriage ceremony, graduation,Annual Dinner and other festivals●to design personalized ideas and services for people inneedPurpose:For amusementTo prepare devices or services for customers to organize a partyTo enlarge peopl e's social circleTo introduce or promote a companyII. Market analysis●Party is a kind of western way of socializing; it meanspeople gathering for entertainment and celebration. The most common parties such as birthday party, celebrity party, football party, Christmas party, the Frat Party,house party, or dorm room party and so on. With theincreasing growth of Chinese social activities, all kinds of parties are beginning to across the nation.●On the other hand, as the increase of people's pressurefrom school or working, more and more people need time and place to relax and make friends.●Based on this condition, people who are good atorganizing a party has been active, and become aprofessional party planner.III. Our service offered:Activities●KTV●amusement park●Self-help kitchen●Table games（Chess & Cards）Foods●drinks/beverage/coffee●dinners: seafood/meats/soup/bread●fruits/salad●Sweet snacks●BarbecueD evices●guests' show●video camera/microphone/stereo/lamplight●red-carpet show●Instrumental Performance●invitation letterSpecial things●flowers/birthday cakes●rings●other surprisesIV.Co-workers & competitorsCooperation●Having cooperation with tourism●Working With the Media●Cleaning companies●shopping mall●beauty salonCompetition●We might compete with local travel agency or bars.V. Staff requirementsProfessional Background:❖Having advertising and public Relations Company work experience, or had the film and television creativeexperience, familiar with the requirements of Partyplanning and patterns.Characters:❖cheerful, tolerant, humorous❖Having the ability of organization, coordination andmacro control for rand om strain.Fashion hunter:❖a basic und erstanding of a certain artistic accomplishment and the western culture❖a keen fashion antennabe able to capture the city of fashion information, and wrap it as a Party's leading role or theme.Wid espread circle❖Communication is widespread, and keeps a goodrelationship with fashion circle, film circl e, art circle andmedia circle.Knowledgeable:❖Working carefully, master the knowledge of many sided, best can speak many languages, familiar with all kinds ofmannersFamiliar with procedures:❖To know all kinds of procedures for the annual inspection,and familiar with all kinds of fiel ds, and this is thenecessary condition to guarantee Party smoothly. pany strategy●B to C----Business to Customers●B to B-----Business to BusinessBusiness-to-consumer: two schemes1. To help customers planning perform activities:Customers can go to our website, which have all kinds of schemes can mix and match. We can even directly express what you want to party, if the customer be frightened by this troubl e, we also have set some schemes, such as birthday party, wedding party, business party, etc., if the customer satisfaction, can be directly choose this solution.2. Host sponsor theme parties. Customers can participate, and there is no limit to the admission candidate.When a customer wants to take part in this PARTY, can sign up on the Internet, fill in your personal information, there will be someone to contact the customer to confirm information, also can go to the agreed time to PARTY. After the customer can choose to sign up directly with the e-currency payment entrance fee, also can choose to pay againB to B-----Business to Business◆We will be geared to the needs of enterprises and groups, thiswill test our ability. staff association, company annual meetingand the association of certain groups of activities will be our main business .Also have another brand sponsorship, as some well-known brand, and they will be linked to the PARTY, in particular, would hold a special sponsorship we PARTY. This is also another BTOB model.VII. Financial supportsS ervice support: For enterprises and individuals to provid eprofessional entertainment planning services, at the same time, in order to ensure the quality of service and the personalizedneeds of customers, we launched special support to meetcustomer demand, customer satisfactory, the main businessincluding "service spirit" and "props for rent", "scene layout,decoration", "party DJ, MC, Dancer ", and so on!A dvertising revenue:Each big mall, enterprise, websitesand so on all can put an advertisement on our companywebsite, different types of advertising costs are also different,the standard decided by the firm. Of course, we will providepartner with a certain discount.S ponsorship tickets agent: in ad dition to planning PARTY, ourcompany also sell all kinds of stage productions, concerts, tickets for the large-scale performances. Customers can be on ourcompany website or call our reservation, then fill out your real information, we will have staff and customers to verify information and adopt the strategy of Taobao payment in cash on delivery.Brand sponsor: Some well-known brand, will be linked to the PARTY, in particular, would be helpful to hol d a special theme PARTY. This is also another BTOB model and will popularize their brand advantage.。
商业计划书 Sample Business Plan
Sample Business PlanThe following business plans are examples of what a completed business plan might look like. Use the instructions and information included in The Business Plan for Independent Inventor s to fill out your own business plan.Sample Business Plan for American Management Technology (AMT)1.0 Executive SummaryBy focusing on its strengths, its key customers, and the underlying values they need, American Management Technology will increase sales to more than $10 million in three years, while also improving the gross margin on sales and cash management and working capital.This business plan leads the way. It renews our vision and strategic focus: adding value to our target market segments, the small business and high-end home office users, in our local market. It also provides the step-by-step plan for improving our sales, gross margin, and profitability.This plan includes this summary, and chapters on the company, products and services, market focus, action plans and forecasts, management team, and financial plan.1.1 Objectives1. Sales increasing to more than $10 million by the third year.2. Bring gross margin back up to above 25%, and maintain that level.3. Sell $2 million of service, support, and training by 1998.4. Improve inventory turnover to 6 turns next year, 7 in 1996, and 8 in 1997.1.2 MissionAMT is built on the assumption that the management of information technology for business is like legal advice, accounting, graphic arts, and other bodies of knowledge, in that it is not inherently a do-it-yourself prospect. Smart business people who aren't computer hobbyists need to find quality vendors of reliable hardware, software, service, and support. They need to use these quality vendors as they use their other professional service suppliers, as trusted allies.AMT is such a vendor. It serves its clients as a trusted ally, providing them with the loyalty of a business partner and the economics of an outside vendor. We make sure that our clients have what they need to run their businesses as well as possible, with maximum efficiency and reliability.Many of our information applications are mission critical, so we give our clients the assurance that we will be there when they need us.1.3 Keys to Success1. Differentiate from box-pushing, price-oriented businesses by offering and delivering service and support -- and charging for it.2. Increase gross margin to more than 25%.3. Increase our non-hardware sales to 20% of the total sales by the third year.2.0 Company SummaryAMT is a 10-year-old computer reseller with sales of $7 million per year, declining margins, and market pressure. It has a good reputation, excellent people, and a steady position in the local market, but has been having trouble maintaining healthy financials.2.1 Company OwnershipAMT is a privately-held C corporation owned in majority by its founder and president, Ralph Jones. There are six part owners, including four investors and two past employees. The largest of these (in percent of ownership) are Frank Dudley, our attorney, and Paul Karots, our public relations consultant. Neither owns more than 15%, but both are active participants in management decisions.2.2 Company HistoryAMT has been caught in the vise grip of margin squeezes that have affected computer resellers worldwide. Although the chart titled Past Financial Performance shows that we have had healthy growth in sales it also shows declining gross margin and declining profits.The more detailed numbers in Table 2.2 include other indicators of some concernThe gross margin % has been declining steadily, as we see in the chart.Inventory turnover is getting steadily worse.All of these concerns are part of the general trend affecting computer resellers. The margin squeeze is happening throughout the computer industry worldwide.Balance Sheet: 1996Short-term AssetsCash $55,432Accounts receivable $395,107 Inventory $651,012Other Short-term Assets $25,000Total Short-term Assets $1,126,551 Long-term AssetsCapital Assets $350,000Accumulated Depreciation $50,000 Total Long-term Assets$300,000Total Assets $1,426,551Debt and EquityAccounts Payable $223,897Short-term Notes $90,000Other ST Liabilities $15,000Subtotal Short-term Liabilities $328,897 Long-term Liabilities $284,862Total Liabilities $613,759Paid in Capital $500,000Retained Earnings $238,140Earnings $437,411 $366,761 $74,652Total Equity $812,792Total Debt and Equity $1,426,551Other Inputs: 1996Payment days 30Sales on credit $3,445,688Receivables turnover 8.722.4 Company Locations and FacilitiesWe have one location-- a 7,000 square foot store in a suburban shopping center located conveniently close to the downtown area. It includes a training area, service department, offices, and showroom area.3.0 Products and ServicesAMT sells personal computer technology for small business including personal computer hardware, peripherals, networks, software, support, service, and training.Ultimately, we are really selling information technology. We sell reliability, and confidence. We sell the assurance to small business people to know that their business will not suffer an information technology disaster.AMT serves its clients as a trusted ally, providing them with the loyalty of a business partner and the economics of an outside vendor. We make sure that our clients have what they need to run their business as well as possible, with maximum efficiency and reliability. Since many of our information applications are mission critical, we give our clients the confidence that we will be there when they need us.3.1 Product and Service DescriptionIn personal computers, we support three main lines:The Super Home is our smallest and least expensive, initially positioned by its manufacturer as a home computer. We use it mainly as a cheap workstation for small business installations. Its specifications include ....The Power User is our main up-scale line. It is our most important system for high-end home and small business main workstations, because of .... Its key strengths are .... Its specifications include ....The Business Special is an intermediate system, used to fill the gap in the positioning. Its specifications include ...In peripherals, accessories and other hardware, we carry a complete line of necessary items from cables to forms to mousepads ...In service and support, we offer a range of walk-in or depot service, maintenance contracts and on-site guarantees. We have not had much success selling service contracts. Our networking capabilities ...In software, we sell a complete line of ...In training, we offer ...3.2 Competitive ComparisonThe only way we can hope to differentiate well is to define the vision of the company to be an information technology ally to our clients. We will not be able to compete in any effective way with the chains using boxes or products as appliances. We need to offer a real alliance.The benefits we sell include many intangibles: confidence, reliability, knowing that somebody will be there to answer questions and help at the important times.These are complex products, products that require serious knowledge and experience to use, and our competitors sell only the products themselves.Unfortunately, we cannot sell the products at a higher price just because we offer services; the market has shown that it will not support that concept. We have to also sell the service and charge for it separately.3.3 Sales LiteratureCopies of our brochure and advertisements are attached as appendices. Of course one of our first tasks will be to change the message of our literature to make sure we are selling the company, rather than the product.3.4 SourcingOur costs are part of the margin squeeze. As competition on price increases, the squeeze between manufacturer's price into channels and end-users ultimate buying price continues.With the hardware lines, our margins are declining steadily. We generally buy at ... Our margins are thus being squeezed from the 25% of five years ago to more like 13-15% at present. In the main-line peripherals a similar trend shows, with prices for printers and monitors declining steadily. We are also starting to see that same trend with software ....In order to hold costs down as much as possible, we concentrate our purchasing with Hauser, which offers 30-day net terms and overnight shipping from the warehouse in Dayton. We need to concentrate on making sure our volume gives us negotiating strength.In accessories and add-ons we can still get decent margins, 25% to 40%.For software, margins are ...3.5 TechnologyWe have for years supported both Windows and Macintosh technology for CPUs, although we've switched vendors many times for the Windows (and previously DOS) lines. We are also supporting Novell, Banyon, and Microsoft networking, Xbase database software, and Claris application products.3.6 Future Products and ServicesWe must remain on top of the new technologies, because this is our bread and butter. For networking, we need to provide better knowledge of cross platform technologies. Also, we are under pressure to improve our understanding of direct-connect internet and related communications. Finally, although we have a good command of desktop publishing, we are concerned about getting better at the integration of technologies that creates fax, copier, printer, and voice mail as part of the computer system.4.0 Market Analysis SummaryAMT focuses on local markets, small business and home office, with special focus on the high-end home office and the 5-20 unit small business office.4.1 Market SegmentationThe segmentation allows some room for estimates and nonspecific definitions. We focus on a small-medium level of small business, and it is hard to find information to make an exact classification. Our target companies are large enough to need the high-quality informationtechnology management we offer, but too small to have a separate computer management staff such as an MIS department. We say that our target market has 10-50 employees, and needs 5-20 workstations tied together in a local area network; the definition is flexible.Defining the high-end home office is even more difficult. We generally know the characteristics of our target market, but we can't find easy classifications that fit into available demographics. The high-end home office business is a business, not a hobby. It generates enough money to merit the owner's paying real attention to the quality of information technology management, meaning that there is both budget and concerns that warrant working with our level of quality service and support. We can assume that we aren't talking about home offices used only part-time by people who work elsewhere during the day, and that our target market home office wants to have powerful technology and a lot of links between computing, telecommunications, and video.4.2 Industry AnalysisWe are part of the computer reselling business, which includes several kinds of businesses:1. Computer dealers: storefront computer resellers, usually less than 5,000 square feet, often focused on a few main brands of hardware, usually offering only a minimum of software, and variable amounts of service and support. These are usually old-fashioned (1980s-style) computer stores and they usually offer relatively few reasons for buyers to shop with them. Their service and support is not usually very good and their prices are usually higher than the larger stores.2. Chain stores and computer superstores: these include major chains such as CompUSA, Computer City, Future Shop, etc. They are almost always more than 10,000 square feet of space, usually offer decent walk-in service, and are often warehouse-like locations where people go to find products in boxes with very aggressive pricing, and little support.3. Mail order: the market is served increasingly by mail order businesses that offer aggressive pricing of boxed product. For the purely price-driven buyer, who buys boxes and expects no service, these are very good options.4. Others: there are many other channels through which people buy their computers, usually variations of the main three types above.4.2.1 Industry Participants1. The national chains are a growing presence: CompUSA, Computer City, Incredible Universe, Babbages, Egghead, and others. They benefit from national advertising, economies of scale, volume buying, and a general trend toward name-brand loyalty for buying in the channels as well as for products.2. Local computer stores are threatened. These tend to be small businesses, owned by peoplewho started them because they liked computers. They are under-capitalized and under-managed. Margins are squeezed as they compete against the chains, in a competition based on price more than on service and support.4.2.2 Distribution PatternsSmall business buyers are accustomed to buying from vendors who visit their offices. They expect the copy machine vendors, office products vendors, and office furniture vendors, as well as the local graphic artists, freelance writers, or whomever, to visit their office to make their sales.There is usually a lot of leakage in ad-hoc purchasing through local chain stores and mail order. Often the administrators try to discourage this, but are only partially successful.Unfortunately our home office target buyers may not expect to buy from us. Many of them turn immediately to the superstores (office equipment, office supplies, and electronics) and mail order to look for the best price, without realizing that there is a better option for them at only a little bit more.4.2.3 Competition and Buying PatternsThe small business buyers understand the concept of service and support, and are much more likely to pay for it when the offering is clearly stated.There is no doubt that we compete much more against all the box pushers than against other service providers. We need to effectively compete against the idea that businesses should buy computers as plug-in appliances that don't need ongoing service, support, and training.Our focus group sessions indicated that our target Home Offices think about price but would buy based on quality service if the offering were properly presented. They think about price because that's all they ever see. We have very good indications that many would rather pay 10-20% more for a relationship with a long-term vendor providing back-up and quality service and support; they end up in the box-pusher channels because they aren't aware of the alternatives.Availability is also very important. The home office buyers tend to want immediate, local solutions to problems.4.2.4 Main CompetitorsChain stores:We have Store 1 and Store 2 already within the valley, and Store 3 is expected by the end of next year. If our strategy works, we will have differentiated ourselves sufficiently to not have to compete against these stores.Strengths: national image, high volume, aggressive pricing, economies of scale.Weaknesses: lack of product, service and support knowledge, lack of personal attention.Other local computer stores:Store 4 and Store 5 are both in the downtown area. They are both competing against the chains in an attempt to match prices. When asked, the owners will complain that margins are squeezed by the chains and customers buy on price only. They say they tried offering services and that buyers didn't care, instead preferring lower prices. We think the problem is also that they didn't really offer good service, and also that they didn't differentiate from the chains.4.3 Market AnalysisThe home offices in Tintown are an important growing market segment. Nationally, there are approximately 30 million home offices, and the number is growing at 10% per year. Our estimate in this plan for the home offices in our market service area is based on an analysis published four months ago in the local newspaper.Home offices include several types. The most important, for our plan's focus, are the home offices that are the only offices of real businesses, from which people make their primary living. These are likely to be professional services such as graphic artists, writers, and consultants, some accountants and the occasional lawyer, doctor, or dentist. There are also part-time home offices with people who are employed during the day but work at home at night, people who work at home to provide themselves with a part-time income, or people who maintain home offices relating to their hobbies; we will not be focusing on this segment.Small business within our market includes virtually any business with a retail, office, professional, or industrial location outside of someone's home, and fewer than 30 employees. We estimate 45,000 such businesses in our market area.The 30-employee cutoff is arbitrary. We find that the larger companies turn to other vendors, but we can sell to departments of larger companies, and we shouldn't be giving up leads when we get them.Market Analysis . . . (numbers and percentages)5.0 Strategy and Implementation Summary1. Emphasize service and support.We must differentiate ourselves from the box pushers. We need to establish our business offering as a clear and viable alternative for our target market, to the price-only kind of buying.2. Build a relationship-oriented business.Build long-term relationships with clients, not single-transaction deals with customers. Become their computer department, not just a vendor. Make them understand the value of the relationship.3. Focus on target markets.We need to focus our offerings on small business as the key market segment we should own. This means the 5-20 unit system, tied together in a local area network, in a company with 5-50 employees. Our values -- training, installation, service, support, knowledge -- are more cleanly differentiated in this segment.As a corollary, the high end of the home office market is also appropriate. We do not want to compete for the buyers who go to the chain stores or mail order, but we definitely want to be able to sell individual systems to the smart home office buyers who want a reliable, full-service vendor.4. Differentiate and fulfill the promise.We can't just market and sell service and support, we must actually deliver as well. We need to make sure we have the knowledge-intensive business and service-intensive business we claim to have.5.1 Marketing StrategyThe marketing strategy is the core of the main strategy:1. Emphasize service and support2. Build a relationship business3. Focus on small business and high-end home office as key target markets5.1.2 Pricing StrategyWe must charge appropriately for the high-end, high-quality service and support we offer. Our revenue structure has to match our cost structure, so the salaries we pay to assure good service and support must be balanced by the revenue we charge.We cannot build the service and support revenue into the price of products. The market can't bear the higher prices and the buyer feels ill-used when they see the same product priced lower at the chains. Despite the logic behind this, the market doesn't support this concept.Therefore, we must make sure that we deliver and charge for service and support. Training, service, installation, networking support-- all of this must be readily available and priced to selland deliver revenue.5.1.3 Promotion StrategyWe depend on newspaper advertising as our main way to reach new buyers. As we change strategies, however, we need to change the way we promote ourselves:1. AdvertisingWe'll be developing our core positioning message: "24 Hour On-Site Service - 365 Days a Year With No Extra Charges" to differentiate our service from the competition. We will be using local newspaper advertising, radio and cable TV to launch the initial campaign.2. Sales BrochureOur collaterals have to sell the store, and visiting the store, not the specific book or discount pricing.3. We must radically improve our direct mail efforts, reaching our established customers with training, support services, upgrades, and seminars.4. It's time to work more closely with the local media. We could offer the local radio a regular talk show on technology for small business, as one example.5.2 Sales Strategy1. We need to sell the company, not the product. We sell AMT, not Apple, IBM, Hewlett-Packard, or Compaq, or any of our software brand names.2. We have to sell our service and support. The hardware is like the razor, and the support, service, software services, training, and seminars are the razor blades. We need to serve our customers with what they really need.The Yearly Total Sales chart summarizes our ambitious sales forecast. We expect sales to increase from $5.3 million last year to more than $7 million next year and to more than $10 million in the last year of this plan.5.2.1 Sales ForecastThe important elements of the sales forecast are shown in the Total Sales by Month in Year 1 table. The non-hardware sales increase to about $2 million total in the third year.Sales Forecast . . . (numbers and percentages)2.2 Startup Summary93% of startup costs will go to assets.The building will be purchased with a down payment of $8,000 on a 20-year mortgage. The espresso machine will cost $4,500 (straight-line depreciation, three years).Startup costs will be financed through a combination of owner investment, short-term loans, and long-term borrowing. The startup chart shows the distribution of financing.Other miscellaneous expenses include:*Marketing/advertising consultancy fees of $1,000 for our company logo and assistance in designing our grand-opening ads and brochures.*Legal fees for corporate organization filings ($300).*Retail merchandising/designing consultancy fees of $3,500 for store layout and fixture purchasing.。
Business Plan Sample
Executive SummaryIntroductionGolden Valley Real Estate, LLC (GVRE) is a start-up company in the Tucson area. It is the mission of GVRE to provide real estate services in the newly established Golden Valley Retirement Community, located to the Northwest of scenic Tucson, Arizona. GVRE is a full service real estate, mortgage, and title company.The CompanyGVRE will be a limited liability partnership registered in the state of Delaware for tax purposes. Its founder is Mrs. Susan Egan, a former agent for RE/MAX real estate company, where she worked for 23 years.The company plans to be leveraged through private investment and a limited number of loans. The company expects to begin offering its services in June.The company's main clients will be retirement age couples looking for a community that can offer significant services for their age group and income levels. Since Mrs. Egan is within this demographic group and knows and understands this market's needs, she believes that she can appeal to such clients far more than most other competitors.The ServicesGVRE offers comprehensive real estate, mortgage and title services to our diverse clients. With Quadrant Homes, Inc. as our sponsor in the newly finished Golden Valley Retirement Community, we will have a premier position as the dominant seller of these new homes, condos, and retirement apartments. In addition we will offer a full range of services to facilitate the purchasing and selling of real estate including the following:∙Home search database.∙Moving consulting, quotes, planning, etc.∙Mortgage consulting and loan preapproval.∙Community information.∙Title transfer.∙Obtaining a comparative market analysis for potential sellers.∙Appraising.∙Property preparation.The MarketThe retirement industry has been steadily growing over the past twenty years. The percentage of the U.S. population over the age of 55 is at an all time high of 21% and is growing at an average rate of 3% each year. In certain parts of the country like the American Southwest, which has a high concentration of retirement communities, the growth rate is about 8%. This percentage is also expected to grow as the first of the "baby boomer" generation begins to reach retirement age in the next decade. It is estimated by the U.S. Census Bureau that the retirement industry, that includes homes, medical facilities, specialty equipment, retirement entertainment services, etc., accounts for 4.8 billion dollars each year. Financial ConsiderationsStart-up expenses and funding required are modest. They include expenses and the rest in cash needed to support operations until revenues reach an acceptable level. Most of the company's liabilities will come from outside private investors and management investment, however, we have current borrowing from Bank of America Commercial Investments, the principal to be paid off in two years. A long-term loan through Valley National Bank will be paid off in ten years.The company expects to reach profitability in the first year and does not anticipate any serious cash flow problems. We conservatively believe that during the first three years, average profitability per month per segment will be adequate. We expect that about one sale per month will guarantee a break-even point.1.1 MissionIt is the mission of GVRE to provide real estate services in the newly established Golden Valley retirement community, located to the Northwest of scenic Tucson, Arizona. GVRE is a full service real estate, mortgage, and title company.1.2 Keys to SuccessGVRE's keys to long-term survivability and profitability are as follows:∙Establish and maintain close contacts with residential real estate listing services, and all other service organizations that GVRE uses, such as Artco mortgage service company.∙Keeping close contact with clients and establishing a well functioning long-term relationship with them to generate repeat business and obtain a top notch reputation.∙Establish a comprehensive service experience for our clients that includes consultation, appraisal, sale preparation, community information, moving consultation, etc.1.3 ObjectivesThe three year goals for Golden Valley Real Estate (GVRE) are the following:∙Achieve break-even by year two.∙Finalize and then expand our contract with Quadrant Homes, Inc. to broker real estate property in the Golden Valley area.∙Establish minimum 95% customer satisfaction rate to establish long-term relationships with our clients and create word-of-mouth marketing.Company SummaryGVRE will be a limited liability partnership registered in the state of Delaware for tax purposes. Its founder is Mrs. Susan Egan, a former agent for RE/MAX real estate company, where she worked for 23 years.The company plans to be leveraged through private investment and a limited number of loans. Mrs. Egan is establishing this firm as a "lifestyle" oriented endeavor in order to supplement her retirement. The company has its main offices in Tucson, AZ. The facilities include a conference room and office spaces. The company expects to begin offering its services in June of 2003.The company's main clients will be retirement age couples looking for a community that can offer significant services for their age group and income levels. Since Mrs. Egan is within this demographic group and knows and understands this market's needs, she believes that she can appeal to such clients far more than most other competitors.2.1 Company OwnershipThe company will be jointly owned by Mrs. Susan Egan and her husband Daniel, who will be putting up equal amounts of equity. All other financing will come from loans.2.2 Start-up SummaryStart-up expenses and funding required are shown in the table below. This includes expenses and the rest in cash needed to support operations until revenues reach an acceptable level. Most of the company's liabilities will come from outside private investors and management investment, however, we have obtained current borrowing from Bank of America Commercial Investments, the principal to be paid off in two years. A long-term loan through Valley National Bank will be paid off in ten years.Legal $800utilities $200Accounting and bookkeeping fees $2,000Advertising $6,500Other Current Assets $3,500Start-up Expenses to Fund $30,000Cash Requirements from Start-up $44,500Cash Balance on Starting Date $44,500LiabilitiesLong-term Liabilities $45,000Other Current Liabilities (interest-free) $0Mrs Susan Egan $10,000Additional Investment Requirement $0ServicesGVRE offers comprehensive real estate, mortgage, and title services to our diverse clients. With Quadrant Homes, Inc. as our sponsor in the newly finished Golden Valley Retirement Community, we will have a premier position as the dominant seller of these new homes, condos, and retirement apartments. In addition we will offer a full range of services to facilitate the purchasing and selling of real estate including the following:∙Home search database.∙Moving consulting, quotes, planning, etc.∙Mortgage consulting and loan preapproval.∙Community information.∙Title transfer.∙Obtaining a comparative market analysis for potential sellers.∙Appraising.∙Property preparation.Much of the company's services will be outsourced. This includes title transfer, loan approval, appraising and market analysis services. Title transfer will be handled by TNT Legal Services, loan approval by GMC Credit Co. and appraising and market analysis by Templar Real Estate Services. Each of these companies encourage independent agents to use their services and all have a proven track record in terms of affordability and service. These companies have also been selected because they charge a flat monthly rate. Management includes this rate in the profit and loss statement under other expenses.Our first priority is to help the seller set a realistic price on their property. But like most of us who have invested untold hours of time and energy into our property it may be difficult to remain objective when it's time to price it and put it up for resale. There's a good reason for this. Usually property owners have much more than dollars and cents tied up in a home - an individual commitment that makes it a highly valued personal statement. But value becomes a reflection of the buyer's perspective as well when that property is put up for sale...and pride of ownership may not translate to market value.When house hunting, the buyer will shop the market, compare available homes, and try to find the very best value. Consequently, when the seller is ready to list their home, they need to step back and sharpen their focus. Look at the home objectively and price it competitively. This is where a real estate broker such as Golden Valley Real Estate can help.Listing property at 5% above current market value gives it a sales advantage that is ten times greater than if priced at 15-20% above. That's a statistic that can't be overlooked. An overpriced home will suffer from lack of exposure, and the longer it remains on the market the more difficult it will be to sell. And it will remain so, even after price reductions are taken to attract buyers.That is why it is very important to determine an accurate and objective market value for your property. We'll work with the buyers and sellers closely to achieve that, and to maximize their opportunities to sell their home at the best possible price within acceptable time frames.Market Analysis SummaryGVRE will be concentrating on only one market segment. This will be the retirement market consisting of those individuals and couples seeking to retire to the Tucson area. As a retiree, herself, Mrs. Egan deals with the very issues that her clients do, thus providing insight and opportunities to better assist her clients.The retirement industry has been steadily growing over the past twenty years. The percentage of the U.S. population over the age of 55 is at an all time high of 21% and is growing at an average rate of 3% each year. It is estimated by the U.S. Census Bureau that the retirement industry, that includes homes, medical facilities, specialty equipment, retirement entertainment services, etc., accounts for 4.8 billion dollars each year.The retirement home industry consists of thousands of small housing communities. These communities range from those owned by major name-brand firms to tens of thousands of small, one-location firms.GVRE believes that the greatest threat at the moment is in new entrants to the market who will want to capitalize on this high growth industry. The most likely entrants will be new, small real estate companies with fewer than ten employees. However, the one major advantage GVRE has is its exclusive rights to act as the agent for Golden Valley Retirement Community. However, due to the high number of competitors and the overall low profitability of each firm, competition is quite intense.Our most serious competitors are Bowditch Realty and RE/MAX. These companies effect us most because of their higher capitalization or geographical proximity.4.1 Market SegmentationGVRE will be concentrating exclusively on the retirement market segment. This means the company will be focused on buying and selling real estate to those seeking to retire in the Tucson area. This market segment has special needs and is almost always looking to find homes in specially constructed communities that serve those special needs such as medical, dining, entertainment, shopping, and other such facilities. Being the dominant broker for the new Quadrant Homes retirement community of Golden Valley will allow GVRE to fulfill those needs.The market analysis table and graph which follows shows the number of potential retirees that move into the Tucson area each year. We have also included a small number of other clients that may wish to use our services despite our strong market segment focus.Potential retirees relocating to8% 24,000 25,920 27,994 30,234 32,653 8.00% Tucson area4.2 Service Business AnalysisThe retirement industry has been steadily growing over the past twenty years. The percentage of the U.S. population over the age of 55 is at an all time high of 21% and is growing at an average rate of 3% each year. In certain parts of the country like the American Southwest, which has a high concentration of retirement communities, the growth rate is about 8%. This percentage is also expected to grow as the first of the "baby boomer" generation begins to reach retirement age in the next decade. It is estimated by the U.S. Census Bureau that the retirement industry, which includes homes, medical facilities, specialty equipment, retirement entertainment services, etc., accounts for 4.8 billion dollars each year.The retirement home industry consists of thousands of small housing communities. These communities range from those owned by major name-brand firms to tens of thousands of small, one-location firms.GVRE believes that the greatest threat at the moment is in new entrants to the market who will want to capitalize on this high growth industry. The most likely entrants will be new, small real estate companies with fewer than ten employees. However, the one major advantage GVRE has is its exclusive rights to act as the agent for Golden Valley Retirement Community. However, due to the high number of competitors and the overall low profitability of each firm, competition is quite intense.The power of potential clients is very great in this industry because most clients are very concentrated in our geographical area. Furthermore, clients tend to "shop around" for the best package of services and cost.4.2.1 Competition and Buying PatternsCompetitionThe real estate industry is highly fragmented, with a large number of potential rivals. Our most serious competitors are Bowditch Realty and RE/MAX. Bowditch is an established company that has been in operation for the past ten years, with a fine track record of quality service. It currently employees twelve agents and has long-term contracts with various home building companies. This company is slightly larger than GVRE in size and market capitalization.RE/MAX is one of the largest and best known real estate firms in the country. It has hundreds of agents and very deep pockets that can be used to counter any sort of competitive move.Buying patterns and needsClients usually deal with real estate companies based on their reputation of professionalism and quality of services rendered in the past. This reputation is difficult to obtain by new firms unless its personnel bring it with them from previous companies, such as ours. Price and scope are also important reasons for acceptance, especially if the company is small.Strategy and Implementation SummaryOur firm's business strategy is to enter into a limited geographical area where it can leverage its staffs' existing reputation into long-term contracts centered on excellent service and cost effectiveness. We believe that we can service this limited market better than larger firms and we have better service packages at a more reasonable cost than existing competitors of equal size.5.1 Sales StrategyGVRE's management will be focusing on leveraging its extensive contacts with the various construction companies such as Quadrant Homes, Inc. to generate sales. Furthermore, we will be offering promotions of various free services such as initial appraisals and information packets to generate sales once our ad campaign starts.5.1.1 Sales ForecastSales are based on the various clients we anticipate acquiring. Revenues are based on an average commission rate of 10% per sale based on closing costs. The company does not have any significant direct costs of sales.Retired couples relocating to Tucson $109,800 $150,000 $185,000Other $0 $0 $05.2 Marketing StrategyGVRE will be utilizing radio, newspaper, and phone directory advertising, and a small business referral group to generate sales and establish a presence in the Tucson area. In addition, Quadrant Homes, Inc. will be doing their own advertising, and all interested clients in the Golden Valley Retirement Community will be referred to GVRE.Management SummaryThe company will have only one full-time employee, Mrs. Susan Egan. The company's office will be in an office suite with four other businesses that will share the costs of a receptionist.6.1 PersonnelMrs. Susan Egan is a graduate of the University of Stony Brook where she obtained her BA in English in 1967. Since then, Mrs. Egan has had extensive experience in the real estate business, first working for Weston Realty in San Francisco, CA and then later for RE/MAX, where she became head of west coast operations. Mrs. Egan has recently retired from RE/MAX and desires to continue in the real estate business at a more "relaxed pace."Part-time receptionist $10,500 $13,000 $13,000Financial PlanSince the firm has concluded our contract with Quadrant Homes, Inc., it is management's opinion that initial profitability will be fairly high for a start-up company. Our financial plan anticipates that we will achieve positive net income by the end of the first year. We have budgeted enough investment to cover any potential losses and have an additional personal financial resources available for equity investment if sales do not match predictions.7.1 Important AssumptionsWe are assuming approximately 15% sales on credit and average interest rates of 10%. These are considered to be conservative in case our predictions are erroneous.Current Interest Rate 10.00% 10.00% 10.00%Tax Rate 30.00% 30.00% 30.00%7.2 Break-even AnalysisOur break-even analysis is based on the assumption that our gross margin is 100%. In other words, we will have insignificant direct cost of sales. It is conservatively believed that during the first three years, average profitability per month per unit will be about an average 10% commission rate. Management expects that about one home sold per month will guarantee a break-even point.Average Percent Variable Cost 0%7.3 Projected Profit and LossThe following table itemizes our revenues and associated costs. We expect to be paying higher costs in marketing and advertising than other companies as we attempt to build sales volume. As the reader can see in the accompanying charts, we expect consistent monthly profits to begin in May 2004.Direct Cost of Sales $0 $0 $0Gross Margin $117,800 $160,000 $195,000Sales and Marketing and Other Expenses $6,000 $6,000 $8,000Rent $18,000 $18,000 $20,000Insurance $1,100 $2,000 $2,000Travel $2,000 $3,000 $5,000EBITDA $19,425 $55,050 $72,300Taxes Incurred $4,086 $14,238 $19,7587.4 Projected Cash FlowThe following is our cash flow table and chart. We do not expect to have any short-term cash flow problems. Our short-term loan will be repaidin two equal payments in 2004-2005. Our long-term loan will be paid off in less than ten years.Cash Sales $100,130 $136,000 $165,750Additional Cash ReceivedNew Current Borrowing $0 $2,000 $2,000New Long-term Liabilities $0 $0 $0Sales of Long-term Assets $0 $0 $0Expenditures from OperationsBill Payments $60,318 $73,539 $87,320Sales Tax, VAT, HST/GST Paid Out $0 $0 $0Other Liabilities Principal Repayment $0 $0 $0Purchase Other Current Assets $5,000 $0 $0Dividends $1,000 $2,000 $6,0007.5 Projected Balance SheetThe following is the snapshot of our assets, liabilities, and equity.Cash $38,611 $59,080 $86,937Other Current Assets $8,500 $8,500 $8,500Long-term Assets $12,500 $17,500 $22,500Accounts Payable $4,448 $6,187 $7,266Other Current Liabilities $0 $2,000 $4,000Paid-in Capital $23,000 $23,000 $23,000Earnings $9,534 $33,222 $46,1027.6 Business RatiosOur current Standard Industrial Classification (SIC) code is 6531.0105 -- Real estate agent, residential. We have included industry standard ratios from the residential real estate agent industry to compare with ours. These ratios are as closely matched to our industry as management could find, however there are some significant differences, especially in sales growth, financing ratios, long-term asset investments and net worth. Most of these differences are because GVRE has a strong amount of personal equity to back up the company, which leads to lower debt leverage. Also we expect higher sales growth percentages in our initial years as we ramp up our sales. However, our projections indicate a healthy company thatwill be able to obtain and retain long-term profitability.Accounts Receivable 4.44% 4.36% 3.90% 7.77%Total Current Assets 79.96% 82.63% 85.11% 65.03%Current Liabilities 31.18% 19.91% 12.99% 14.92%Total Liabilities 97.54% 62.06% 38.01% 41.47%Sales 100.00% 100.00% 100.00% 100.00%Selling, General & Administrative Expenses 91.91% 79.24% 76.36% 61.47%Profit Before Interest and Taxes 16.49% 32.84% 35.79% 9.09%Quick 2.56 4.15 6.55 1.10Pre-tax Return on Net Worth 887.87% 144.89% 90.40% 55.36%Net Profit Margin 8.09% 20.76% 23.64% n.aAccounts Receivable Turnover 6.38 6.38 6.38 n.aAccounts Payable Turnover 13.89 12.17 12.17 n.aTotal Asset Turnover 1.89 1.85 1.66 n.aCurrent Liab. to Liab. 0.32 0.32 0.34 n.aInterest Coverage 3.35 10.32 17.72 n.aCurrent Debt/Total Assets 31% 20% 13% n.aSales/Net Worth 76.79 4.88 2.68 n.aRetired couples relocating to Tucson 0% $5,000 $10,000 $5,000 $12,000 $7,000 $12,000 $5,000 $15,000 $12,000 $10,000 $7,800 $9,000Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Part-time receptionist 0% $0 $0 $0 $0 $0 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500Current Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%Tax Rate 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00%Direct Cost of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Gross Margin $5,000 $10,000 $5,000 $12,000 $7,000 $12,000 $8,000 $15,000 $15,000 $10,000 $9,800 $9,000Sales and Marketing and Other$500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 ExpensesRent $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500Insurance $0 $0 $0 $0 $0 $1,100 $0 $0 $0 $0 $0 $0Travel 15% $0 $0 $0 $1,000 $0 $0 $0 $1,000 $0 $0 $0 $0EBITDA ($1,750) $3,050 ($1,950) $4,050 $50 $2,225 ($675) $5,325 $6,325 $1,325 $1,125 $325Taxes Incurred ($674) $767 ($733) $1,068 ($131) $522 ($347) $1,454 $1,754 $255 $196 ($44)Cash Sales $4,250 $8,500 $4,250 $10,200 $5,950 $10,200 $6,800 $12,750 $12,750 $8,500 $8,330 $7,650Additional Cash ReceivedNew Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Expenditures from OperationsBill Payments $3,119 $3,628 $5,161 $3,803 $6,435 $4,372 $6,216 $4,404 $7,085 $6,357 $4,903 $4,835Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Purchase Other Current Assets $0 $0 $0 $2,000 $0 $1,000 $0 $2,000 $0 $0 $0 $0Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000Cash $44,500 $42,331 $42,428 $38,992 $39,564 $36,564 $36,367 $34,726 $37,552 $39,652 $39,245 $40,097 $38,611Other Current Assets $3,500 $3,500 $3,500 $3,500 $5,500 $5,500 $6,500 $6,500 $8,500 $8,500 $8,500 $8,500 $8,500Long-term Assets $5,000 $5,000 $6,500 $6,500 $8,500 $8,500 $10,500 $10,500 $12,500 $12,500 $12,500 $12,500 $12,500Accounts Payable $3,000 $3,454 $5,038 $3,586 $6,291 $4,163 $6,073 $4,167 $6,872 $6,193 $4,741 $4,682 $4,448Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Paid-in Capital $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $21,500 $23,000 $23,000 $23,000 $23,000 $23,000Earnings $0 ($1,573) $215 ($1,495) $998 $691 $1,909 $1,099 $4,491 $8,584 $9,179 $9,636 $9,534。
英文商业计划写作模板(business plan)
SWOT and critical success factors
(Enter your text here)
Outline briefly your marketing strengths, weaknesses, opportunities and threats.
What are therefore the critical success factors for your business?
What target market(s) has your market research (and trading experience) established.
Explain how intimately you understand these markets (how close you keep to your customers) and how this feeds back into your business (improvements, product/service changes, etc).
Some sugested headings:
Brief summary and description of the Business.
Anticipated Start Date.
Owners and Partners
Trading Structure: IE Sole Trader/ Partnership / Ltd Company/ Social Enterprise/ LLP
Expected first year Sales/Turnover.
Expected First year Pre Tax Profit or Loss.
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What is a Business Plan?
What Should Your Business Plan Include?
An Introduction to Your Plan
Who You Are and What Your Business Does
Industry, Competitors and Business Strategy
Financials – Past, Present and Future
Other Supporting Documents
Checklist for Application of New Banking Facilities
The 5Cs of Credit
1. Character
2. Capital
3. Capacity
4. Conditions
5. Collateral
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Not Overdue In Other Loan /
Financing Repayments
No Bankruptcy Issues
No Bounced Cheques
Up-To-Date Audited Accounts
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A Written Plan Outlining :
1.
2. Your Vision / Objectives
How The Business Is To Be Managed
To Achieve These Objectives
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prev.
An Introduction to Your Plan
Who You Are and What Your Business Does
Industry, Competitors and Business Strategy
Financials – Past, Present and Future
Other Supporting Documents
1.2.3.4.5.next
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1. An Introduction to Your Plan
Financing Request
Reasons for Future Success
Contact Details
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prev.Type
Amount
Purpose
Repayment
2. Who You Are & What Your Business Does
Background & History
Business & Product
A description of your product(s), pictures / samples
Directors & Management Profile
Organisation Chart, Track Record
Business Cycle
Your buyers and sellers
The terms of your business dealings
Production Process
The processes involved in producing your Product(s), Production
Capacity, Volume, etc.
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3. Industry, Competitors & Business Strategy
Industry Overview
Describe the industry you operate in and how your business fits in this industry Who Your Competitors Are
The Factors That Will Ensure Your Success
What Is Your Business Strategy
Briefly describe your unique value proposition. For example, lower cost hence better value for money, your focus on niche markets allows your expertise to flourish, etc.
Sales & Marketing Strategies
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prev.Strengths
Opportunities Weaknesses Threats
4. Financials – Past, Present & Future
3 Years’ Historical Audited Accounts
Latest Management Accounts
Future Projections – At Least 1 Year
Bank Statements & Loan Statements
Repayment Record
Cashflow Management
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5. Other Supporting Documents
Memorandum & Articles (M&A) or Business Registration (Form A & D), Business License & Partnership Agreement
Registrar of Companies (ROC) Forms Creditors’ & Debtors’ Details & Ageing Completed Contracts, Contracts In Hand The Collateral Offered
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prev.Form 9
Form 24
Form 49
Annual Return
Table of Contents
prev.end。