Writing a business plan requires the 6c's of specification first.

First is the CONCEPT. It is to let others know what you are going to sell.

The second is CUSTOMERS. The scope of the customer should be very clear, for example, think all women are customers, so are women over fifty and under five also your customers.

The third is COMPETITORS (competitors). You need to ask, has anyone sold your stuff, are there any substitutes, is the competitor's relationship with you direct or indirect, etc..

The fourth is capabilities (ability). To sell the things they know how to do? For example, to open a restaurant, if the master does not do not find people, they will not stir-fry? If you don't have this ability, at least your partner should be able to do it, or else you should have the ability to appreciate it, or else it's better not to do it.

The fifth is CAPITAL. Capital may be cash or tangible or intangible assets. Be very clear about where and how much capital is there, how much of it is owned and how much can be borrowed.

Finally, there is continuation. When the business is doing well, what are the plans for the future.

Generally speaking, there are three main parts in a business plan. The first one is the main part of the business, which is the main content of the business. Then there is the financial data, such as turnover, cost, profit, how much money is needed in the future, etc. The third part is the supplementary documents, such as whether there are patents or not. The third is supplementary documents, such as whether there is a patent certificate, professional license or certificate, or a letter of intent or recommendation.

Ten chapters of a business plan

Usually a business plan needs to write about a one-page summary in the front, followed by specific chapters of the business plan, which is usually divided into ten chapters.

Chapter 1: Business Description. It is important to describe what industry is to be entered, what products (or services) are to be sold, who are the main customers, and whether the life cycle of the industry to which it belongs is in the stage of germination, growth, maturity or decline. Also, whether the business is to be in the form of a sole proprietorship or a partnership or corporation, when it is intended to open, how long it will be in business, and so on.

Chapter 2: Products/Services. Need to describe what exactly your products and services are, what's special about them, how is your product different from the competition and if it's not special why should customers buy it.

Chapter 3: Marketplace First, you need to define where the target market is, whether it is an existing marketplace with existing customers, or developing new customers in new markets. Different markets have different marketing approaches for different customers. After defining the target, decide how to market, promote, price, etc., and make a good budget.

Chapter 4: Location. The general company may not have as much influence on the choice of location, but if you are opening a store, the choice of store location is important.

Chapter 5: Competition. The following three times in particular to do a competitive analysis: 1. to start a business or enter a new market; 2. when a new competitor enters the market in which they are operating; 3. anytime and anywhere to do a competitive analysis, so that the least effort. Competitive analysis can be done in five directions: who are the top five closest competitors; how is their business; how similar are they to this business; what have they learned from them; and how can they do better than them.

Chapter 6: Management. 98% of SME failures come from a lack of management, and 45% of these are due to uncompetitive management, for which there is no clear solution.

Chapter 7: Personnel. To consider the personnel needs now, within six months, the next three years, and specifically consider what professional and technical personnel need to be introduced, full-time or part-time, how the salary is calculated, the required personnel costs.

Chapter 8: financial needs and utilization. Consider the use of financing, working capital turnover, etc., and project the income statement, balance sheet, and cash flow statement for the next three years.

Chapter 9: Risk. It's not that someone competing is a risk, a risk could be the risk of import/export exchange, the risk of having a fire in the restaurant, etc. and note how to deal with the risk when it comes.

Chapter 10: Growth and Development. What is going to happen next and how will it be in three years, this is also mentioned in the business plan. A business is meant to be sustainable, so it is important to be able to diversify and globalize when planning.