The Business Plan Concealed Four Traps.

Trap 1: invisible debt. In the business plan, financial statements are one of the most important concerns of investors.

After all, the first sensitive issue for investors is how much money I should pay and how much I can repay.

Generally speaking, the financial analysis in the business plan belongs to the information that the financing party needs to keep secret.

However, the more financiers are making financial analysis mysterious, the more investors are shouting.

Among them, the invisible debt problem has become a big headache for investors.

Pan Dong, who has been engaged in project investment analysis for many years, told reporters, "now the financing side's means of making financial fraud are really becoming more and more brilliant. Invisible debts are the most troublesome for us now."

According to Pan Dong, the invisible debt situation is more complicated.

For example, once such a software manufacturer, in order to support several regional general agents in the west, guarantee agents so that agents can borrow money from banks.

But before long, three agents ran away.

The software manufacturer also owes a debt.

Later, when the software manufacturer was financing, there was no mention in the business plan, which led to a large sum of money invested by the investors later.

Another company in Beijing has annexed a bankrupt enterprise in the field.

The financing side did not explain the situation in the business plan. After the successful financing of the Beijing company, the new stockholder naturally carried such a big pot.

Pan Dong told reporters that the financing side generally does not voluntarily refer to the "invisible debt" problem in the business plan book, and even if the investor has made a thorough investigation, it is still difficult to find out what happened.

Trap two: team collective elopement, a mature business plan, in addition to a more attractive business model, entrepreneurial team has also become an important reference for investors to decide whether to invest or not.

Therefore, the general business plan will feature the team composition and core characters, trying to convey the information to investors: "this project can only be done by a team like ours."

However, it is hardly known that the entrepreneurial team is also a big trap for investors.

Not to mention that some entrepreneurs share a very luxurious team with investors, but there may be one or two people in this company.

After the successful financing, the phenomenon of "team collective elopement" is even more important for investors to point out.

"I never expected such a situation". Mr. Zhong Li, the investor representative of the project negotiations, has long forgotten his mistake.

Zhong Li is the chief representative of a well-known overseas venture capital institution in China.

In the spring of 2000, in the hottest days of IT industry, he was responsible for finding good projects in China.

According to Zhong Li, everything is perfect, including business model, marketing plan, investment benefit analysis and so on. Of course, there is also an excellent team excited at that time.

However, after the formal investment, the team went uncollectively "collective elopement" and swept away the first 5 million yuan investment.

Because of this incident, Zhong Li was resigned and decided not to intervene in venture capital again.

Trap three: patent protection is not conducive to business success. In addition to having a mature business model, excellent entrepreneurial teams must also have unique technologies, especially those with proprietary patents.

However, a lot of business plans described in the seemingly proprietary technology, but investors have suffered a great deal.

According to Jiang Guangsheng, a pioneer of Cci Capital Ltd in Qing Dynasty, there are three kinds of situations: the first one is "the first technology of competition", and the other is the technical backbone of "no competition".

In high-tech enterprises, especially in R & D departments, companies are particularly strict in controlling technology backbone, and they usually sign "non competition contracts" with technical backbone.

According to the contract, the technical backbone of the company shall not work in the same industry within two years after resigning from the company.

There are many entrepreneurial teams that lack such "free men".

They are often the developers of some technology in the original company.

After leaving the original company, they organize or participate in the new team to make use of the original company's technology to finance.

At the risk of huge punishment (according to the regulations, the company can be prosecuted after its discovery), it also brings a big trap to investors who are still in the dark: once they are prosecuted by the original company, the investor naturally loses a large amount of investment.

There are second kinds of adventures during the patent application.

There are many technical leaders who have resigned from the original company to join the new company with the new technology that the company is applying for patent, and packaging and financing technology.

Because the patent is being applied, it can temporarily confuse investors and turn it into money.

Third kinds of items, such as packaging, shape design and other low technology content, often fail to protect patents in time.

As a result, many of their peers cleverly used the packaging or design, until they really began to do marketing promotion when the difficulty is extremely large, which will undoubtedly bring some losses to investors.

Jiang Guangsheng told reporters that these means of financing are relatively secretive, and generally difficult to detect in the business plan and even later negotiations.

Trap four: a business plan to conceal market risks, and introduce business prospects and competitive advantages of start-ups.

In order to increase investor confidence in the project, many financiers exaggerate or even fabricate market expectations, make full use of some uncertain market factors, or hide some real market risks to achieve their own purpose.

These market risks include policy risks.

According to the insiders, there are often some start-ups who come to finance with the red papers, instructions and not very mature business plans of local governments and even the central government.

Such enterprises generally claim that they have extensive government resources, and know where the Central Committee will expand their investment, which projects will be immediately launched, and produce a lot of supporting documents to prove that their project market potential is huge.

The general investors will be more cautious about such projects, but there are also a few investors who are hard to resist the temptation to be dragged down.