商业计划书英文范文

商业计划书英文范文篇一：商业计划书提纲写作(中英文)Business Plan Outline - 23 Point Checklist For SuccessDave Lavinsky, ContributorIf you’re looking for funding for a new or existing business, you need a business plan. Your business plan gives lenders and investors the information they need to determine whether or not they should consider your company.Your business plan outline is the first step in organizing yourthoughts. And, when you follow the outline below, you ensure your business plan is in the format that prompts investors and lenders to take action.In the business plan outline below, you will see the ten (10) sections common to business plans, and the twenty-three (23) sub-sections you must complete.Section I – Executive Summary1 – Executive SummaryThe Executive Summary is the most important partof your business plan. Because if it doesn’t interest readers, they’ll never even get to the rest of your plan.Start your Executive Summary with a brief and concise explanation of what your company does. Next, explain why your company isuniquely qualified to succeed. For example, does your management team have unique competencies? Do you have any patents? Are you the first mover in your market? Does a huge, unmet market opportunity exist? Etc.Finally, include a synopsis of your financial projections in your Executive Summary. Specifically, include your expected revenues, expenses and profits for each of the next five years, how much funding you are seeking, and the key uses of these funds.Section II – Company Overview2 – Company OverviewThe Company Overview section provides a brief history of your company.Here you will answer questions such as when and how your organization was formed, what type of legalentity you are, and accomplishments to date.Importantly, your past accomplishments are perhaps the best indicator of potential future success, so be sure to identify and include all key milestones your company has achieved to date. Section III –Industry AnalysisYour Industry Analysis section has two sub-sections as follows: 3 – Market Overview The Market Overview section discusses the size and characteristics of your market. For example, if you are a restaurant, you would include the size of the restaurant market, a brief discussion of sectors (, fast food versus fine dining) and market trends.4 – Relevant Market SizeThe relevant market size is a much more specific calculation of your market size. It is the annual revenue your company could attain if it attained 100% market share. Your relevant market size is calculated by multiplying 1) the number of customers who might be interested in purchasing your products and/or services each year and 2) the amount these customers might bewilling to spend, on an annual basis, on your products and/or services.Section IV – Customer AnalysisYour Customer Analysis section has two sub-sections as follows: 5 – Target Customers Your Target Customers section precisely identifies your current and/or intended customers. Include as much demographic data on your target customers as possible, such as their gender, age, salary, geography, marital status and education.6 – Customer NeedsIn this section of your business plan, specify why customers want or need your products and/or services. For example, do customers care most about speed, quality, location, reliability, comfort, price, value, etc.?Section V – Competitive AnalysisYour Competitive Analysis section has three sub-sections as follows: 7 – Direct Competitors Direct competitors are companies that fill the same customer need you fill with the same solution. Forexample, if you operate an Italian restaurant, other Italian restaurants would be direct competitors. In this section of your business plan, outline who your direct competitors are, and their strengths and weaknesses.8 – Indirect CompetitorsIndirect competitors are companies that fill the same customer need you fill with a different solution. For example, if you operate an Italian restaurant, a French restaurant would be an indirect competitor.In this section of your business plan, outline who your indirect competitors are, and their strengths and weaknesses.9 – Competitive AdvantagesImportantly, identify your Competitive Advantages in this section. Specifically, state what is it about your company that will allow you to effectively compete (and win) against both direct and indirect competitors.Section VI – Marketing PlanYour Marketing Plan section has four sub-sectionsas follows: 10 – Products & ServicesHere is where you give the details of the products and/or services your company offers.11 – PricingDetail your pricing here. In particular, discuss how your pricingrelates to competition. For example, are you the premium brand? The low cost brand?Discuss your expected branding based on your chosen pricing model. 12 – Promotions Plan Your promotions plan details the tactics you will use to attract new customers. For example, you might choose radio advertising, oronline pay-per-click ads, or press releases, and so on. In this section, detail each form of promotions you will use.13 – Distribution PlanYour Distribution Plan outlines the ways in which customers can buy from you. In many cases, they can only buy directly from you,perhaps at your physical location or web address.In other cases, you might have distributors or partners who sell your products or services. In such a case, detail this structure.Section VII – Operations PlanYour Operations Plan section has two sub-sections as follows: 14 – Key Operational ProcessesYour Key Operational Processes are the daily functions your business must conduct. In this section, you will detail these functions. For example, will you maintain a Customer Service department? If so, what specific role will it fill?By completing this section, you’ll get great clarity on the organization you hope to build.15 – MilestonesIn this section of your business plan, list the key milestones you hope to achieve in the future and the target dates for achieving them.Here is where you set goals for specific and critical undertakings, such as when a new product will be created and launched, by when you plan to execute new partnerships, etc.Section VIII – Management TeamYour Management Team section has three sub-sections as follows: 16 – Management Team Members This section details the current members of your management team and their backgrounds.17 – Management Team GapsParticularly if you’re a startup venture, you will have holes in your team; roles that you’d like to fill later. Identify such roles here, and the qualifications of the people you will seek later to fill them. 18 –Board MembersIf you maintain a Board of Advisors or Board of Directors, detail your Board members and their bios in this section.Section IX – Financial PlanYour Financial Plan section has four sub-sections as follows: 19 – Revenue ModelAs simple as it seems, this section of your business plan gives clarity on how you generate revenues. Do you sell products? Do you sell advertising space? Do you sell by-products, like data? Do you sellall of the above?20 - Financial HighlightsYour full financial model (income statement, balance sheet and cash flow statement) belong in your Appendix, but in this section you’ll include the highlights. For instance, include your revenues, key expenses, and projected net income for the next five years. 21 – Funding Requirements/Use of Funds If you are seeking funding for your company, detail the amount here, and importantly for what you will use the funds.篇二：商务英语写作(商业计划书写作格式)商务英语写作:商业计划书写作格式XX-03-24 13:39:08 来源：爱词霸资讯官网封面 (Title page)企业的名称和地址Name and address of business负责人的姓名和地址Name(s) and address(es) of principals企业的性质Nature of business报告机密性的陈述Statement of confidentiality目录 (Table of contents)1. 概述/总结 (Executive summary)2. 行业及市场分析 (Industry analysis)对未来的展望和发展趋势 (Future outlook and trends)竞争者分析 (Analysis of competitors)市场划分 (Market segmentation)行业预测 (Industry forecasts)3. 企业的描述 (The description of the venture)企业的宗旨和目标（Mission statement and objectives）产品或服务的描述 (Description of the product or service)企业的规模 (Size of business)产品的进一步开发(Future potential/product development)竞争优势 (Competitive advantage)办公设备和人员 (Office equipment and personnel)创业者的背景 (Backgrounds of entrepreneurs)4. 生产计划 (Production plan)制造过程/被分包的数量 (Manufacturing process / amount subcontracted)选址 (Location)厂房 (Physical plant）机器和设备 (Machinery and equipment）原材料的供应情况 (Sources of raw materials to be supplied)生产能力和提高的可能性 (Output limitations， if any， and scale-up possibilities）质量控制计划 (Quality control plans)5. 营销计划 (The marketing plan)定价 (Pricing)分销 (Distribution)促销 (Promotion)产品预测 (Product forecasts)预见的涨价 (Anticipated mark-up)竞争对手的反应 (Competitors’ response)市场份额预测 (Market share projection)控制 (Controls)6. 组织计划 (Organizational plan)所有权的形式 (Form of ownership)合作者或主要股权所有人的身份 (Identification of partners or principal shareholders)负责人的权利 (Authority of principals)管理层成员的背景 (Management team background) 组织成员的角色和责任(Roles and responsibilities of members of organization)7. 风险与对策分析(Assessment of risks)企业弱点的评价 (Evaluate weakness if business)新技术 (New technologies)应急计划 (Contingency plan)8. 财务计划 (Financial plan)各种业绩比率和投资回报 (Summary of performance ratios, ROI etc.)销售预测 (Sales forecasts)财务预测的假设(Assumptions underpinning financial forecasts)损益表(Income statement / Profit and loss statement)预测现金流量表 (Cash flow projections)资产负债预估表 (Pro forma balance sheet)量本利分析 (Break-even analysis)资金来源和运用 (Sources and applications of funds)9. 融资需求 (Financing requirements)融资前的活动小结 (Summary of operations prior to financing)现在的股东和未付债款 (Current shareholders, loans outstanding)资金需要量及时间 (Funds required and timing)投资回报 (The deal on offer)资本负债比率和盈利与利息比率(Anticipated gearing and interest cover)投资者退出方式 (Exit routes for investors)附录 (Appendix)1. 管理人员简历 (Management team biographies)2. 职业咨询人员背景(Names and details of professional advisors)3. 技术参数和图纸 (Technical data and drawings)4. 专利、版权、设计等(Details of patents, copyright, designs）5. 审计的报表 (Audited accounts)6. 信件 (Letters)7. 市场调研数据 (Market research data)8. 租约或合同 (Leaser or contracts)9. 供应商的报价单 (Price lists from suppliers)10. 客户的订单 (Orders from customers)篇三：商业计划书英文版(免费) txt格式Exhibit 2 KEY FACTORS FOR SUCCESS OF INNOVATIVE START-UPS Ideas . Degree of innovation . Scope . Patent Capital . Availability/amount . Needs/ responsibilities . Exits for investors People . Inventors . Entrepreneurs . Team members Traditional service providers . Attorneys . Patent lawyers . Tax consultants/ accountants . Market researchers Network and exchange . Coaching . Networking . Team building . Innovative service provider –Venture capitalists –Headhunters –Angel investors –High-tech start-up consultants 1. THE ROUTE FROM CONCEPT TO COMPANY New, innovative companies generally try to grow from start-ups into established companies within 5 years. But they can seldom finance their activities alone along the way. Rather, they are dependent on professional investors with considerable financial clout. For entrepreneurs, financing is a critical question – the business plan must thus be consideredfrom the point of view of potential investors right from the outset. Success factors Successful companies arise from a combination of five elements (Exhibit 2).1. No business concept, no business Having an idea is just the beginning of the creative process. Many entrepreneurs are initially infatuated with their inspiration, losing sight of the fact that their idea is the point of departure for a long process of development which must face – and withstand – tough challenges before it can enjoy financing and market success as a mature business concept.2. Money matters Without somebody who invests money into the idea to grow it into a viable business, this business will never become a reality. From early on, therefore, much attention must be paid to convincing investors to provide the necessary funding. 3 Exhibit 3 STAGES OF START-UP DEVELOPMENT Business idea generation Business plan preparation Start-up and growth Established company Interest of investors Financing decisions Exit of initial investors3. No entrepreneurs, no enterprise Growing newfirms is not a one-person job. It can only succeed with a team of, usually, three to five entrepreneurs whose talents are complementary. Putting together well-functioning teams is a difficult process – one that takes time, energy, and an understanding of human nature. Do not lose any time in putting your team together and work on perfecting it throughout the entire start-up process. The characteristics of a high-performance management team are discussed in more detail in section of this Guide. 4. Traditional service providers will help you clear the first hurdles You will often need the advice of professional service providers, such as patent lawyers, tax advisors, and market researchers - especially at the beginning. Getting the right information early (, for registering a patent) can have consequences for later success or failure. 5. Strong networks are a "shot in the arm" for every new company Professional guidance for potential entrepreneurs through a network of sponsors, entrepreneurs, venture capitalists, and service providers is decisive in transforming viable ideas intoreal companies. Prime examples for such regional networks can be found in Silicon Valley and the Boston area. Stages of development The typical progression of the start-up and development of growing companies into established firms can be subdivided into three stages. The end of each stage serves as a milestone for venture capitalists by which to gauge the status of their investment. Being familiar with each stage and the challenges it poses may spare you wasted energy and disappointment. Please note, however, that the three stages in the development of a functioning start-up do not match the three phases in the development of a business plan within the framework of this competition (see Exhibit 3). If you intend to be successful, this start-up process should influence both your activities as the initiator of a business concept and your path toward forming your own company. To a large extent, it is the demands of investors that will determine how you must approach the individual stages of the start-up.4 Stage 1: Business idea generation The beginning isthe inspiration – your solution to a problem. It must be evaluated to determine if it delivers an actual customer value, whether the market is big enough, and just how big it will be. The idea itself has no intrinsic economic value. It acquires economic value only after it has been successfully transformed into a concept with a plan and implemented. You will need to start putting together your team as soon as possible, finding partners who can develop your product or service until it is ready for market (or at least until shortly before). In the case of products, this stage usually involves a functioning prototype. You will most likely have to do without venture capital during this stage. You will still be financing your plan with your own money, help from friends, perhaps state research subsidies, contributions from foundations, or other grants. Investors refer to this as "seed money," as your idea is still a seedling, not yet exposed to the harsh climate of competition. Your objective at this stage is to present your business concept and market – which forms the foundation of your new company – so clearlyand concisely as to pique the interest of potential investors in helping you cultivate your idea further. Stage 2: Business plan preparation。