Writing A Business Plan

"The basic philosophy of an organization plays a greater role in the organization than in technological resources, economic resources, organization, innovation and timing."

Thomas Watson, who drives IBM with values, has said so.

It is precisely the basic philosophy of such an organization.

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

How do you write a business plan?

It depends on whether the object of the plan is different from the purpose, whether it should be written to investors or bank loans, for different purposes, and the focus of the plan will also be different.

Just like drawing a blueprint before you build a house, you will know what to do in the first step, what to do in the second step, or what to do at the same time, so that others will know what you want to do.

Moreover, the environment and conditions will change, and business operations will be more than two or three years. This plan is on hand. When the environmental conditions are changing, it can be revised one by one and constantly updated.

BP-Business Plan some people will say that it is a career plan, also said to be a business plan and 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.

No matter how many kinds of business plan you have, it must have a standard, there are certain chapters, and there must be something missing. Here are six C.

The first C is CONCEPT concept.

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

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

Where is the scope of customers to be very clear? For example, if all women are customers, can women who are over fifty years old also use it?

Is it also a customer under five?

Where appropriate age groups should be clearly defined.

Third COMPETITORS competitors.

Did anyone sell anything?

If someone has sold it, is it in Taiwan or in the US?

Is there anything else that can be replaced?

Are these competitors directly or indirectly related?

The second is CAPABILITIES ability.

Do you know what you want to sell?

For example, if a restaurant opens, if the master fails to find someone, will he cook it?

If there is no such ability, at least partners will do it, or else they will have the ability to appreciate, otherwise it is best not to do it.

CAPITAL is also 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 management.

When your career is doing well, what are your future plans?

Whenever you master these six C, you can check at any time and make corrections at any time.

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.

A plan usually has more than 100 pages, so there is a need to write a summary in the front.

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

Chapter 1: career description is what business is.

We must describe what industry we are going to enter.

Is it a buying and selling industry, a manufacturing industry or a service industry?

What products do you sell?

Or what services do you offer?

Who is the main customer?

And is the industry's current life cycle in bud, growth, maturity or decline?

Is it new to enter the business?

Or join or undertake existing?

Then is it to use sole proprietorship or partnership or company type?

Why profit and grow?

When are you going to open?

Do you want to cooperate with festivals?

How long is the opening hours?

Is it seasonal?

The second chapter: product / service.

What are the products and services, or both?

What are the characteristics?

What benefits can the products bring to the customers?

What are the differences between competitors and competitors?

If the product or service is innovative and unique, how can people want to buy it?

And if the product service is not special, why should anyone else buy it?

The third chapter: market.

That is, who will sell to the market, first define the target market, just as we mentioned just now: how old is the age of the customer?

Is it to serve the existing customers in the existing market?

Or do you want to develop new customers in existing markets?

Or to serve existing customers in new markets?

Or to develop new customers in new markets?

Different markets and different customers have different ways of marketing.

What is marketing?

It is to find out who the customer is first, find out what the customers think, and let the customer get the money out of his pocket.

When you sell, you need to know where the real customers are.

What are the benefits of products to customers?

Which marketing method should be used?

Is access direct or dealer?

And how to locate, sell 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 strategy should be adopted?

Wait.

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 we want to start a business or enter a new market, we must analyze the competition first.

2. competition sometimes comes from direct competitors, sometimes from other industries, so when a new competitor enters the market in operation, he has to do competitive analysis.

3. do competitive analysis anytime and anywhere. This is the best and the most economical. You can think in these five directions: who is the nearest five competitors?

How is their business?

How similar are they to business?

What did they learn from them?

How to do better than them?

Sixth chapters: management.

To establish their own management expertise and related background, understand their weaknesses, how to complement each other?

How to divide jobs and responsibilities between entrepreneurial teams?

Is the responsibility clearly defined?

Is there any other resources that can be allocated and acquired in addition to the team itself?

98% of SMEs' failure 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.

Seventh chapters: personnel.

What are the personnel needs in the current, six months, and three years?

What are the professional skills that need to be introduced?

Where are people with professional skills?

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?

Is there any row of education and training?

How much are these personnel costs?

The eighth chapter: financial needs and application.

How should we use the financing / financing?

Is it to be used for business turnover?

Or purchase equipment, stock purchase or technology development?

When will it be used?

And suppliers, specifications, brands, prices, quantities, freight, taxes...

How do we calculate the demand?

How does raising finance contribute to professional profitability?

Is the profit and loss statement, balance sheet and cash flow statement estimated in the next 3 years?

The first year report should be based on a monthly basis and second, third years on an 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 examines the standards of BP, and on this side I start with six In words: 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 and profit?

Where are the levels of innovation?

Whether there is breakthrough innovation can have a foothold in the long term competition.

3.Industry enterprises.

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.