How To Write A Business Plan

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The business plan is to describe the basic philosophy of an organization.

The business plan is the carrier of many ideas about entrepreneurship.

How to write a business plan?

BP-Business Plan some people will say that it is a career plan, or that it is a business plan and a business plan.

When a career plan is used for entrepreneurship, it is called entrepreneurship plan.

Sometimes we hear the business plan, which is usually divided into the annual plan, which is the whole year plan of the company, such as how to do the operation, what the name of the new product is, whether the marketing channel should be used for distribution or direct sale.

These must be recorded in detail.

The purpose of the business plan is to invest and finance. If the funds have been raised and the loan has been borrowed, when the business really starts, it must follow the first year's business plan.

Elements of entrepreneurship plan

No matter how many kinds of business plan, there must be a standard, there are certain chapters, there must be no missing. Here are six C.

The first C is the CONCEPT concept.

The concept refers to writing in a plan so that others can quickly know what to sell.

After the sale, who will be the next customer and who is the customer CUSTOMERS?

Where is the customer's scope very clear? For example, if all women are customers, can women who are over fifty years old also use it? Do they also serve customers under the age of five?

Third COMPETITORS competitors.

Has anyone sold it? If someone has sold it, is it in Taiwan or in the US? Is there anything else that can be replaced? Is the relationship between competitors directly or indirectly?

Again, CAPABILITIES capability.

Do you know if you want to sell something? For example, if you open a restaurant, if you don't do it, can you cook it? If you don't have the ability, at least partners will do it, or else you will have the ability to appreciate, otherwise you'd better not do it.

The other is CAPITAL capital.

Capital may be cash or assets, something that can be exchanged for cash.

It is clear that the capital is there, how much, how much it has and how much it can borrow.

The last one is CONTINUATION sustainable operation.

When your career is doing well, what is the future plan? Whenever you master these six C, you can check and make corrections at any time. You are not afraid of missing anything.

Contents of entrepreneurship plan

There are three main parts of a business plan.

The first is the main part of the business.

After finishing the part of the ontology, there are financial related data. For example, how much turnover, cost and profit will be predicted, and how much capital turnover will be needed in the future.

Third: supplementary documents.

For example, whether there is a patent certificate, whether there is a professional license or certificate, or a letter of intent or recommendation.

Usually a plan is written in more than 100 pages, so it is necessary to write a summary in the front.

Next is the chapter of the business plan, which is divided into ten chapters.

Chapter one: career description is what the business is.

Must we describe what industry it is going to enter? What is it going to enter? What products are it selling or services? What products are they selling? What services are they offered? Who are the main customers? What are the main customers? What is the industry's current life cycle in its budding, growing, mature or declining stages? Is it necessary to enter the new business, or to join or undertake the existing ones? Is it to use the sole proprietorship or partnership or company type? Why can it profit and grow? When will it start? Do you want to cooperate with festivals? How long is the business? Is there seasonal?

The second chapter: product / service.

What are the products and services, or both?

What are the characteristics of the products? What benefits can the products bring to the customers? What are the differences between the competitors and the competitors? If the products or services are innovative and unique, how can they make people want to buy them? And if the products and services are not special, why should others buy them?

The third chapter: market.

That is, who should be sold to the market, first define the target market, just as it has just mentioned: how old is the age of the customer, whether to serve the existing customers in the existing market, or to develop new customers in the existing market, or to serve the existing customers in the new market, or to develop new customers in the new market? Different markets and different customers have different marketing methods.

What is marketing? It is to find out who the customer is first, and find out what customers want to do, so that customers can get the money out of their pockets.

When we sell, we need to know where the real customers are. What are the interests of the products? What kind of marketing should we use? Are marketing channels direct or distributors? And how to locate, list and promote sales are all related to the market size, market share and growth potential.

When the market grows, will the market share increase or decrease? Is the market competitive? If not, why? How to make a price and how to do the budget? What kind of strategy should we take?

The fourth chapter: location.

Generally speaking, the choice of location may not be so great. But if you want to open a shop, the choice of storefront location is very important, otherwise, why McDonald's should be on the corner of the street corner.

Usually a bad place will definitely shut down, and a good location will make profits more.

The fifth chapter: competition.

In the following three situations, we should do competitive analysis and pay attention to the relationship with competitors.

1. when you want to start a business or to enter a new market, you must do competitive analysis.

2. competition is sometimes from direct competitors, sometimes from other industries, so a competitive analysis is made when a new competitor enters the operating market.

3. do competitive analysis anytime and anywhere. This is the best and most economical way to think in these five directions: who are the closest five competitors? What is their business? What is their similarity to business? What have they learned and how to do better than them?

The sixth chapter: management.

To establish their own management expertise and related background, understand their weaknesses, how to complement each other between entrepreneurial teams, how strong the weak teams are between the entrepreneurial teams, how to divide the responsibilities and responsibilities between each other? Are the responsibilities clearly defined? Apart from the team itself, are there other resources that can be allocated and obtained? 98% of the failure of SMEs comes from the lack of management, of which 45% is due to the lack of competitiveness in management, and there is no clear solution yet.

In addition, 20% is because the company's internal professional imbalance, it is necessary to strengthen their professional.

Another 18% is lack of management experience, and we need to find complementary partners to make up for it.

In addition, there are 9% experiences without relevant industries, 3% is that the operators take lightly, 2% are betrayal by others, and the last 1% come from natural or man-made disasters.

The other 2% failure of SMEs is not the above factor.

The seventh chapter: personnel.

What are the personnel needs in the current, half a year or three years? What are the professional skills that need to be introduced? Where are the professionals? Can it be introduced? Is it a full-time or part-time workforce? What is the monthly salary or time salary? What are the benefits offered? Do you have overtime pay? Are there any training programs? What is the cost of these personnel?

The eighth chapter: financial needs and application.

How should we use the financing / financing? Do we need to use the business turnover, or purchase equipment, stock purchase, or technology development?

When will it be used? There are suppliers, specifications, brands, prices, quantities, freight and taxes.

How do we calculate the demand? What is the contribution of the financing to the professional profit? Is the profit and loss statement, balance sheet and cash flow statement estimated in the next 3 years? The first year report is based on the monthly basis, and the second, third year is based on the annual basis.

The ninth chapter: risk.

There must be risks in running a business.

Risk is not that competition is a risk. The risk may be that there is a MRT near the primary location, but later the MRT does not pass.

There are risks of exchange and risk of fire in restaurants.

In addition, we should also pay attention to how to deal with risks.

The tenth chapter: growth and development.

In the business plan, we need to think about what to do next, what to do in three years, and what to do in five years. This plan is sustainable, so we must be able to deepen, diversify and globalized in planning.

BP auditing standard

To review the BP standard, here I use six In to begin with:

1.Integrity.

The management team must have integrity, and corporate culture should be based on integrity.

2.Innovation.

Is there innovation in technology, or innovation in product, profit making mode? Where is the level of innovation? Is there any breakthrough innovation that can have a foothold in long-term competition?

3.Industry enterprise.

Including the location, customers, market, competition and industrial development of enterprises should be considered.

The first three are entrepreneurs, and the other three are incubators.

4.Incubation.

We should strive for various support from government incubators, individual counselling and support from public entrepreneurship platforms.

5.Investment.

Not only invest some resources of money, but also invest in any marketing channel, public relations and resources.

6.Integration integration.

In addition to investment, upstream and downstream integration, strategic alliances, mergers and acquisitions and risk management are also needed.