The executive summary is a one-page or two-page summary of the business plan. Including:

1, a brief description of the business (that is, "elevator statement")

2. Overview of opportunities

3. Description and forecast of the target market

4. Competitive advantage

5. Forecast of economic situation and profitability

6. Team overview

7. Benefits provided

Two. Industry background company profile 1. Detailed market description, main competitors and market driving forces.

2. The company overview should include a detailed description of products/services and how to meet the needs of key customers.

3. Be sure to describe your entry strategy and market development strategy.

Third, market research and analysis This is a window to show your understanding of the market. Be sure to explain the following questions:

1, customer

2. Market capacity and trends

3. Competition and their respective competitive advantages

4. Estimated market share and sales volume

5. Market development trend (this is quite difficult for new markets, but we must try our best to get close to the facts)

Fourth, the company strategy explains how companies compete, which includes three questions:

1, marketing plan (pricing and distribution; Advertising and promotion)

2, planning and development plan (development status and goals; Difficulties and risks)

3, manufacturing and operation plan (operation cycle; Equipment and improvements)

Verb (abbreviation for verb) Overall timetable The timetable of the company includes important events in the following fields:

1, revenue

2. Balance point and positive cash flow

3. Market share

4. Introduction to product development

5. Main partners

6. Financing

Risks, problems and assumptions of intransitive verbs 1. Entrepreneurs often think that companies and the risks they will face are not realistic enough.

2. Explain how you will handle risks and problems (contingency plan).

3. strike a careful balance between pragmatism and optimism about the company's potential.

Seven. Management team 1. Introduce the management team of the company. Be sure to introduce each member's education and work background related to managing the company.

2, pay attention to the management division of labor and complementarity.

3. Finally, it is necessary to introduce leading members, business consultants, major investors and shareholding.

Eight. The economic situation of the enterprise introduces the company's financial plan and discusses the key driving factors of financial performance. Be sure to discuss the following levers:

1, gross profit and net profit

2. Profitability and durability

3. Fixed, variable and semi-variable costs

4, the number of months needed to achieve balance of payments.

5. Number of months required to achieve positive cash flow

9. Financial forecast 1, including income report, balance report, quarterly report for the first two years and annual report for the first five years.

2. Cash flow analysis of valuation in the same period.

3, highlighting the cost control system

X. Assumed income This is your "selling point", including

1. Total capital requirements

2. What level does this round of financing need?

3. How do you use these funds?

4. Investors can get a return.

5. You can also discuss the possible exit strategies of investors.

Write a planning book

How to write an executive summary of a business plan [3]

When reading a business plan, investors like to read the first two pages of the abstract first. If the outline of a business plan is like a glamorous marketing list, with words arranged in columns and some related pictures, it can better attract investors' attention, otherwise they may be too lazy to read it.

Many websites and books have articles about how to write a perfect executive summary. These articles list a lot of writing points, and it may take 50 pages to finish them all. Of course, the author will ask you to write concisely.

Before you start writing, please remember that the purpose of the executive summary is to provide a printed version of elevator lobbying and leave a positive first impression on readers. Think of it as a sales attempt, not an attempt to fully describe the project or product. When writing the executive summary, please pay attention to the following key elements:

1, problems and solutions: These are hooks used to hook investors, and it is best to describe them clearly in the first paragraph. State the value orientation of the project and what special things to provide to whom. Don't write abbreviations, company history and the technology behind your proposal in this section.

2. Market size and growth opportunities: investors are looking for a huge and growing market. Write down the basic market segments, market size, growth and market dynamics in a few sentences: how many people or companies, how much output value, how fast the growth is, and what factors drive this market segment. If the market penetration rate is conservatively estimated to be only 1%, then don't mention it.

3. Competitive advantage: determine sustainable competitive advantages, such as unique advantages, cost savings or industry relations. At the very least, write how it competes with other people's solutions. Investors may have seen many business plans similar to yours.

4. Business model: Who are your customers, how are the products priced, and what is the cost of a product? Are there any real customers at present, in the development stage? Summarize sales and marketing strategies (direct marketing, sales channels, virus marketing, potential customer development, etc. ). List some key figures, such as customer quantity, authorized quantity, product quantity and profit.

5. Senior management team: Remember, investors invest in people, not ideas. Why is your team successful? What have they done before? Explain everyone's background, role and company. If your business mentor or consultant has relevant industry experience, you can also mention it in the team introduction.

6. Financial forecast and financing: Generally, it is necessary to show the revenue and expenditure forecast for 3 to 5 years. Investors need to know how much money you want to melt now and what kind of return you can give them. This financing demand is usually the minimum amount needed to achieve the next important milestone in the business plan.

These summary points are not rigid requirements or dogmas of business plan summary. There is no executive summary that can cover all entrepreneurial projects, but make sure that every key issue is mentioned. Think about the key points in the entrepreneurial project, with special emphasis on advantages. If the key point is ignored, it is a red flag. Investors' first impression of the project will turn negative.

The last important element is not the executive summary, but the company introduction paragraph in the email sent to investors. Here, less is more, so write something striking to show passion and commitment.

How to write a business plan [4] The core of a business plan is to explain three issues: what are we doing, what services or products we are providing to whom, and how to achieve them. Around these three core issues, an excellent business plan, including appendices, is generally between 20 and 30 pages. Too long a business plan will make people lose patience. The writing of the whole business plan is a step-by-step process, which can be completed in five stages.

The first stage: the business plan is refined and the plan is initially put forward.

The second stage: market research, contact with enterprises and professionals in the industry to understand the market situation of the whole industry, such as product prices, sales channels, customer distribution, market development trends, etc. You can conduct some questionnaires yourself, and if necessary, you can turn to market research companies.

The third stage: competitor survey, determine your potential competitors and analyze the competitive direction of this industry. What about the distribution problem? The possibility of forming a strategic partner? Who are your potential allies? Prepare a one-or two-page summary of the competitor survey.

The fourth stage: financial analysis, including the value evaluation of the company. Make sure that all possibilities are considered. Financial analysis quantifies the company's revenue target and company strategy. Require detailed and accurate consideration of the funds needed to realize the company.

The fifth stage: the writing and revision of business plan. The collected information will be used to formulate the company's future development strategy, and the relevant information will be adjusted according to our above structure to complete the writing of the whole business plan. After the completion of the plan, the feasibility of the plan can still be further demonstrated, and the whole plan can be continuously improved according to the accumulation of information and changes in the market.

Writing Skills A famous American venture capitalist once said, "Inviting people to invest or join a venture is like proposing to a divorced woman, not like first love with a girl. Both sides have their own plans, and it is useless to rely on empty checks. " Business plan is the "golden key" for venture enterprises to seek funds, which determines the success or failure of investment. For venture enterprises that have just started a business, the role of business plan is particularly important. By making a business plan, writing down the pros and cons, and then scrutinizing them one by one, we will find that the original "embryonic" projects have become clear and distinguishable, which is more conducive to the understanding and grasp of the projects by venture entrepreneurs.

The business plan first sells the enterprises to be established in the plan to the venture entrepreneurs themselves. Secondly, the business plan can also help to promote the planned venture enterprises to venture capitalists. One of the main purposes of the company's business plan is to raise funds. Therefore, the business plan must explain:

(1) Why take risks and spend energy, time, resources and funds to start a business?

(2) Why do you need so much money to start a business? Why is it worthwhile for investors to inject funds into this?

For established venture enterprises, business plans can set more specific directions and priorities for the development of enterprises, let employees know the business objectives of enterprises and encourage them to work hard for the same goal. More importantly, it can make the investors, suppliers and sellers of the enterprise know the operating conditions and objectives of the enterprise, and persuade investors (old or new) to provide funds for the further development of the enterprise. It is for the above reasons that the business plan will be the most important business document written by venture entrepreneurs. So, how to make a business plan?

Part I: Overview.

This is the first part that venture capitalists see. Through the abstract, venture capitalists form their first impression of you and your plan, so the abstract must be perfect in form and clear and smooth in narrative.

Part II: The Company and the Future

In this part, venture capitalists should have a certain understanding of several major projects and future development strategies of your company, and each topic should be unique and constitute a related whole.

1. Overview: As long as the company name, address, telephone number, contact person and other information you provide are clear and correct, venture capitalists will not ask any questions. If possible, industry classification standards can be proposed. Please be careful never to give someone a phone number that you can't receive. If you are not here, you should set up a service agency to transfer the phone or ask a friend to transfer it.

2. The natural situation of the company: Here, you should try to describe the company's operation in the most concise paragraph. More importantly, let venture capitalists know about your company in the shortest sentence. If your company is already a member of the computer network, your description of the company should be consistent with that in the computer, so that venture capitalists can get a general understanding of your company according to your industry classification catalogue. If your writing is not concise enough, the other party may ask you to explain it to confirm your company's industry.

3. Historical situation: Here, venture capitalists mainly seek a general understanding. Even if the other person has seen the company history, he may ask you to describe the company history. They want to know more about what happened in the past. It seems difficult to determine the basic types of questions in this part, but the other party is likely to ask questions related to the company's special historical events. One of the typical questions may be: "Why do you do this or that for someone?" Another typical question may be: "What are the important milestones in the development history of your company? Why do you realize these historical turning points? "

4. Company management: This part mainly introduces the management, leaders and other people who have a key influence on the company's business. Usually, there are no more than three key people in a small company. Venture capital pays great attention to key people. You should start from the top and introduce them in turn, noting that key people are not equal to achievers. It mainly includes the professional ethics and remuneration of directors and senior staff, core employees and managers.

5. The company's future development plan: here, venture capitalists still seek information about the milestones that the company can complete in the future. They may ask questions related to key stages in the future. The basic question may be: "How do you achieve the key indicators specified in the plan?"

6. Uniqueness (unique management, unique products and services, unique investment base, etc. ): Here, the question you have to answer is: "What makes our company different?" The question is rephrased as: "Compared with all the small companies in the world, what makes your company prosperous?" As a whole, large companies are usually superior to small ones. If this rule is reasonable, how can you guarantee that your company will win when you have to compete with big companies? In order to satisfy venture capitalists, you must clearly point out the unusual advantages of our company to ensure success. If you just answer "besides, I'm almost the same", the other person is likely to fall asleep.

7. Product or service introduction: Here, venture capitalists should know what you are selling, what products and satisfactory services the market needs; He will try his best to evaluate the marketability and innovation of your products; He also cares about where your company is in the product life cycle. His question may be: "Why is this product or service of practical value? What functions does it provide for users? What is the user's purchase motivation? " What is the life cycle of this product? When will it be devalued by new products? Do you have any plans to develop new products or use existing products to break out of your product market? Is this craze beneficial or harmful? What is your product responsibility? If the user is hurt when using your product, what responsibility will you bear? What is the price limit of your products? What is price elasticity? How durable is the product? How to improve product technology? Where is your product in the product life cycle curve? "

8. Industry: Here, venture capitalists try their best to analyze and understand your industry. His question may be: "What is the key to your success in your field? How to ensure that your company and products are in harmony with your industry? In addition, there are some basic questions, such as "how do you know and confirm the total sales and growth rate of your industry?" What is the basic development trend of your industry? What industry changes have the greatest impact on your company's profitability? What are the trade barriers in your industry? How difficult is it for a third party to enter your industry circle for the first time? What's new about your product compared with other products in the same industry? What seasonal factors affect the sales of this industry? How wide is your sales circle? Is it local, regional, national or global? "

It should be noted that the sales of the industry you introduced in a certain period of time cannot include the sales of the areas where your products are not occupied. For example, if a company only manufactures microcomputers, it cannot be said that it has occupied all the computer markets. The microcomputer market is only a part of the whole computer market, and the corresponding industry is only the microcomputer market, not the whole computer market. In fact, the current microcomputer market is already very broad.

9. Competitors: Here, venture capitalists want to know: Who is the competitor, what is its strength, what is its advantage, and what is your own advantage. A typical question may be: "What advantages do you have over your competitors? How does your company compare with competitors in terms of price, performance, service and safeguard measures? What advantages do competitors have over you? Who is your main competitor? Who is your industry partner? Who do you compete with on the basis of high level? Are there any substitutes for your products? If so, who made this product? What is its replacement frequency? How big is the price gap between you and your competitors? Are there any competitors joining your industry? If you plan to choose a market to share with your competitors, what are your specific measures? How do you think your competitors will react? Do your competitors have publicly listed companies? "

10. sales strategy: here, venture capitalists will concentrate on analyzing and studying your marketing strategy, and they want to know the whole process of your product from the production site to the hands of users. Some basic questions may be: "describe the distribution channel of your product, that is, explain the whole process of your product from the place of production to the end user." What are the marketing links of your product? Does the company directly retail or sell through the industry sales network? What is the position of advertising in marketing strategy? What is your basic advertising strategy? How much is the charge? How sensitive is your sales to advertising? What market penetration strategies have you adopted? What kind of market penetration strategy do you plan to adopt? What kind of marketing strategy do you plan to adopt if your products and industries enter maturity? How difficult is it to sell now? Do you need direct sales? That is, does the salesperson need to sell directly to the user? Complex sales and long cycle; Still quite simple and direct? Is it high or low to buy a single item? Do users have to budget in advance to buy products? How long does it take from signing the contract with the buyer to the final transaction? Does the government have strict control over market transactions? "。

Part III: Investment Description

With regard to investment, we should put forward our own financing plan, that is, clarify our opinions on various investment forms such as loans, stock options, preferred stocks and common stocks. And the opinions should be as specific as possible, so that the other party can fully and accurately understand what financing method they are going to take and how much they are willing to pay.

Part IV: Risk factors.

What risks may investors encounter when investing in your company? You should describe it from the aspects of policy, management, resources and finance. In the process of explanation, only a positive description is made without critical explanation, which mainly includes: business history, resources, management experience, market uncertainty, production uncertainty, and bankruptcy's dependence on key managers.

Part V: Return on investment and outlet.

This is a problem that investors are very concerned about. Because most venture capitalists don't really want to hold the company's equity for a long time, but want to "shell" when the conditions are ripe, so as to gain income through the appreciation of the stock. Generally speaking, venture capitalists can put forward three ways to realize investment, including listing shares, selling companies and repurchasing. You should point out which way you want to adopt.

Part VI: Business analysis and forecast.

This part is mainly based on the company's historical operating performance analysis, so as to predict the future operating situation. Here, we should mainly predict the income, costs and expenses that may occur in the future operation according to the company's past financial data. At the same time, the ratio analysis can predict the future operating efficiency and operating results.

Part VII: Financial Report

The plan should include your company's current financial report with appropriate explanations. In any case, plans without current financial statements are unacceptable. A project without the financial report of the year can hardly arouse the interest of venture capitalists.

Part VIII: Financial Forecast

To predict the company's financial situation in the next five years, it is also necessary to predict the annual cash flow statement, so that every reader can accurately understand the company's cash flow situation.

Part IX: How do investors "pay attention" to their own business plans with six elements: product report, introduction, sample and picture writing? Without being thrown into the dustbin? In order to ensure that the business plan can make investors shine and get the funds of venture capitalists smoothly, the business plan must pay attention to the following six points.

First, introduce the product in detail.

In the business plan, all details related to the products or services of the enterprise should be provided, including all surveys conducted by the enterprise. These questions include: What stage of development is the product in? What is its uniqueness? What is the method for enterprises to distribute products? Who will use the products of the enterprise and why? What is the production cost and price of the product? What is the enterprise's plan to develop modern new products? Bring investors into the products or services of the enterprise, so that investors will be as interested in the products as you are. In the business plan, the author should try to describe everything in simple language. The definition and attributes of commodities are very clear to the author, but others may not know their meaning.

Second, the description of enterprise competitiveness

In business planning, we should carefully analyze the situation of our competitors. Who are the competitors? How do their products work? What are the similarities and differences between competitors' products and our own products? What are the marketing strategies adopted by competitors? Make clear the sales, gross profit, income and market share of each competitor, and then discuss your competitive advantage over each competitor. The business plan should convince investors that you are not only a strong competitor in the industry, but also a leader in determining industry standards in the future.

Third, the marketing plan

A business plan should provide investors with an in-depth analysis and understanding of the target market. It is necessary to carefully analyze the influence of economic, geographical, occupational and psychological factors on consumers' choice to buy the products of this enterprise, and the role of each factor. The business plan should also include a major marketing plan, which should list the areas where you intend to carry out advertising, promotion and public relations activities, and specify the budget and income of each activity. The business plan should also briefly describe your sales strategy: Do you use external sales representatives or internal employees? Is it a dealer, distributor or franchisee? What kind of sales training will be provided? In addition, the business plan should also pay special attention to the details of sales.

Fourth, formulate an implementation plan.

Your action plan should be impeccable. The following questions should be made clear in the business plan: How do you bring the product to the market? How to design production lines and assemble products? What raw materials are needed for production? With those production resources, what production resources are needed? What is the cost of production and equipment? Does the enterprise buy equipment or rent equipment? Explain the fixed and variable costs associated with product assembly, storage and delivery.

Verb (short for verb) management team

The key factor to turn an idea into a successful venture enterprise is to have a strong management team. The members of this team must have high professional and technical knowledge, management ability and many years of work experience. The function of managers is to plan, organize, control and guide the company's actions to achieve its goals. In the business plan, we should first describe the whole management team and its responsibilities, then introduce the special talents, characteristics and achievements of each manager respectively, and describe in detail the contribution each manager will make to the company. The business plan should also specify the management objectives and organization chart.

Outline of intransitive verb refinement plan

The plan outline of the business plan is also very important. It must make investors interested in getting more information, and it will leave a lasting impression on investors. The plan summary in the business plan will be the last part of writing, but it is the first thing investors should read. It will extract the most relevant details from the plan, including a concise and vivid summary of the company's internal basic situation, the company's capabilities and limitations, the company's competitors, marketing and financial strategies and the company's management team.

Model business plan

Chapter 1 Basic Information of the Company

I. Project Company and Associated Companies

Second, the organizational structure of the company

Third, the composition of the company's management.

Four. Historical financial operation status

Verb (abbreviation of verb) historical management and marketing basis

Geographical location of intransitive verb company

Seven. The company's development strategy

Eight, the company's internal control management

Chapter II Introduction of Project Products

1. Product/service description (classification, name, specification, model, output, price, etc.). )

Second, the product features

Three. Product trademark registration

Fourth, the product update cycle

Verb (abbreviation of verb) product standard

Raw materials for the production of intransitive verbs.

Seven, product processing technology

Eight, the main equipment of production line

Nine, the core production equipment

X. Research and development

1. Brief introduction of products under development/to be developed

2. The company's past research and development achievements and its advanced technology.

3.R&D plan and timetable

4. Intellectual property strategy

5. The company's existing technical development resources and technical reserves.

6 intangible assets (trademarks, intellectual property patents, etc.). )

Eleven, product after-sales service network and user technical support.

Twelve. Geographical location and background of the project

Thirteen. Basic plan of project construction

Chapter III Project Industry and Product Market Analysis

First, the industry situation (industry development history and trend, which industry changes have a greater impact on product profits and profit margins, and technologies entering the industry.

Barriers, trade barriers, policy restrictions, etc. , industry market prospect analysis and forecast)

Second, the product raw material market analysis

Three, the target area product supply and demand situation and forecast (target market analysis)

Fourth, the product market supply situation analysis

Verb (abbreviation of verb) product market demand analysis

Six, product market balance analysis

Seven, product sales channel analysis

Eight, competitors and analysis

1. competitors

2. Comparison between our company and the top five competitors in the industry.

Nine, industry access and policy environment analysis

X. Product market forecast

Chapter IV Production Development Strategy and Marketing Implementation Plan of Project Products

I. Project implementation strategy

Second, the project cooperation plan

Third, the company development strategy

Fourth, the market rapid response system (IIS) construction

Verb (abbreviation of verb) Construction of enterprise safety management system

Six, the composition of the product sales cost and the basis for setting the sales price.

Seven, product marketing strategy

1. Strategy and implementation of establishing sales network, sales channels, agents and distributors.

2. Strategy and implementation of advertising promotion.

3. Strategy and implementation of product sales price.

4. The strategy and implementation of establishing excellent sales team.

Seven, product sales agency system

Eight, product sales plan

Nine, product after-sales service strategy and implementation

Chapter V Project Product Production and SWOT Comprehensive Analysis

I. Manufacturing situation of project products

1. Product production workshop

2. Existing production equipment

3. Manufacturing process and technological process of products

4. Main raw material suppliers

Second, the project advantage analysis

Third, the project weakness analysis

Fourth, the project opportunity analysis

Verb (abbreviation of verb) project threat analysis

Sixth, SWOT comprehensive analysis

Chapter VI Project Management and Personnel Planning

I. Organizational structure

Second, the introduction of management team.

Third, the construction and improvement of the management team

1. What kind of incentive mechanism will the company adopt for management and key personnel?

2. Do you consider the issue of management shareholding?

Four. Personnel recruitment and training plan

Verb (abbreviation of verb) personnel management system and incentive mechanism

Six, cost control management

Seven. Project implementation schedule

Chapter VII Project Risk Analysis and Avoidance Countermeasures

I. Management Risk and Its Avoidance

Second, the risk of technical personnel and its avoidance

Three. Safety, Pollution Risk and Control

Fourth, the risk of product market development and its avoidance

Verb (abbreviation of verb) policy risk and its avoidance

The financing risk of small and medium-sized enterprises and its countermeasures

Seven. The risk of relying on key personnel of the company

Chapter VIII Project Input Estimation and Financing Description

First, the financing needs and loan methods of small and medium-sized enterprises in the project

Second, the project funds use plan

Three, the use of small and medium-sized enterprise financing funds plan

Four. Loan method and repayment guarantee

Verb (abbreviation of verb) What supervision and management power can investors enjoy?

How do investors recover their investment, the specific way and the implementation time?

Chapter IX Project Financial Budget and Financial Plan