商务计划大赛赛事指南

下载赛事指南

一、赛事宗旨

  “商务计划大赛”（以下简称大赛）旨在培养在校大学生的创业意识，营造良好的创新创业氛围，强化创业理念，提高综合素质，培养具有创新意识、实践能力和创业精神的复合性应用型人才。大赛重点考核参赛选手的创新能力、商务英语话语实践能力和跨文化商务沟通能力。大赛是落实以创业带动就业，促进高校毕业生充分就业，为企业录用人才提供选择渠道重要措施。大赛通过基于现代技术创建的赛事平台提高教学与学习的有效性，推动商务英语专业实践教学环节的发展与完善，满足新时期国家与社会对应用型外语人才培养的需求。

二、 赛事细则

（一）参赛方式

  1. 在线报名

    本项赛事为团体赛事，参赛院校负责组队参加本项赛事，每个团队由3-5名学生组成，参赛团队可自行选择1名本校相关专业指导教师。每个团队在大赛官方网站（bec.pigai.org）注册成功后（参见附件1）须在线填写《参赛团队及项目登记表》。经审核后符合参赛资格的团队可以参加比赛。参赛团队必须严格按照大赛组委会规定的赛程安排，逾期者视为自动放弃。为便于大赛评选及表彰，大赛组委会鼓励院校多组队参赛，但不允许学生跨校、跨专业组队参赛。

  1. 作品提交与修改

      参赛团队须根据大赛流程的规定，在每个环节规定的截止日期前,将参赛作品上传至赛事平台。每个团队空间容量为50MB（包括电子文档、音视频及图片等全部辅助性材料），超过容量上限将无法上传提交。该环节结束后将不能进行修改与提交。

3．咨询方式

大赛组委会联系电话：0451-86604611；0451-86604207  0451-86604968

大赛官方网站：bec.pigai.org

大赛咨询及投诉邮箱：bec_hlj@pigai.org

大赛QQ交流群： 244868178

 （二）赛程安排

本赛事时间为2014年9月10日至2014年11月10日，

项目

时间

内容

报名注册

2014.9.10-2014.9.15

1.赛事平台发布《赛事指南》

2.参赛团队在指定官方网站报名注册

3.参赛团队在线填写《参赛团队及项目登记表》

商务计划设计方案

2014.9.16-2014.9.20

1.参赛团队提交《商务计划设计方案》

2.参赛团队提交商务计划甘特图（参见附件2及术语表）

3.参赛团队提交《项目进程报告》

4.指导教师提交《指导纪要》

市场分析报告

2014.9.21-2014.9.29

1.参赛团队提交《市场分析报告》

2.参赛团队提交《项目进程报告》

3.指导教师提交《指导纪要》

市场营销计划

2014.9.30-2014.10.6

1.参赛团队提交《市场营销计划》

2.参赛团队提交《项目进程报告》

3.指导教师提交《指导纪要》

管理计划

2014.10.7-2014.10.10

1.参赛团队提交《管理计划》

2.参赛团队提交《项目进程报告》

3.指导教师提交《指导纪要》

财务计划

2014.10.11-2014.10.17

1.参赛团队提交《财务计划》

2.参赛团队提交《项目进程报告》

3.指导教师提交《指导纪要》

融资计划

2014.10.18-2014.10.21

1.参赛团队提交《融资计划》

2.参赛团队提交《项目进程报告》

3.指导教师提交《指导纪要》

风险管理计划

2014.10.22-2014.10.25

1.参赛团队提交《风险管理计划》

2.参赛团队提交《项目进程报告》

3.指导教师提交《指导纪要》

执行概要

2014.10.26-10.30

1.参赛团队提交《执行概要》

2.参赛团队提交《项目进程报告》

3.指导教师提交《指导纪要》

商务计划

2014.10.26-10.30

1.参赛团队提交《商务计划》终稿

2.参赛团队提交《项目进程报告》

3. 指导教师提交《指导纪要》

PPT和视频

2014.10.26-10.30

1.提交口头报告演示文件

2.提交团队现场演示的视频

3.参赛团队提交《项目进程报告》

4.指导教师提交《指导纪要》

结果公布

2014.11.5

公布获奖名单

 

（三）比赛内容

1. 大赛主要考察以创新能力为核心的商务英语话语实践能力。选题范围包括教学与学习过程中涉及的商务知识、体裁知识和基本的国际商务规约与规范等。

2. 本项赛事的内容包括8个阶段性任务和一个最终任务。参赛团队自行选择一个产品或一个服务来撰写商务计划。参赛团队围绕所选项目，按照给定的时间顺序依次完成《商务计划设计方案》、《市场分析报告》、《营销策略》、《管理计划》、《财务计划》、《融资计划》、《风险管理计划》、《执行概要》和《商务计划》（PDF格式）的写作任务。

3. 每个阶段参赛团队必须提交一份用中文填写的《项目进程报告》（参见附件3），内容包括本阶段的分工情况、项目完成情况、问题及解决方案和本阶段反思4部分内容。

4. 参赛团队提交的参赛作品必须为原创性作品。如有剽窃行为，一经查实，大赛组委会将取消该团队的参赛资格。

（四）指导教师要求

  1. 指导教师必须为参赛团队所在院校的正式在职教师。指导教师的职责是为参赛团队提供与比赛内容有关的辅导与帮助。指导教师与参赛团队根据自愿原则进行双向选择。
  2. 大赛组委会将在参赛团队报名结束后，将向各参赛院校核对指导教师身份。经核对身份无效者，大赛组委会将取消团队和该教师的参赛资格，并在大赛网站予以公布。
  3. 指导教师必须对参赛团队进行全程指导。指导教师须根据赛事流程的规定提交《指导纪要》（参见附件4）至赛事网络平台，内容包括时间、地点、参与人及指导内容摘要等。

三、命题与评分

（一）命题原则

    本项赛事采取开放式命题原则，即参赛团队自行选择创业项目，按照大赛组委会的要求，围绕自选题主题展开调研，并按照要求提交过程性的阶段性成果。

 （二）评分规则

    本赛事采用过程性评价与终结性评价相结合的评分原则，即每个阶段均包括整体评分和分项评分。

1. 商务计划设计方案评分标准

（1）商务计划设计方案整体评分量表

五 档

有效完成任务；思路清晰，内容完整，计划合理，可操作性强。

四 档

较好地完成任务；思路较为清晰，内容较为完整，计划较为合理，可操作性较强。

三 档

基本完成任务；思路基本清晰，内容基本完整，计划基本合理，有一定的操作性。

二 档

完成部分任务；思路不清晰，内容不完整，计划不合理，不具有可操作性。

一 档

不能完成任务。
 

（2）商务计划设计方案分项评分量表

维度

观测点

观测点描述

分数

语言维度

体裁规范

语言的使用符合情境、体裁规范和语篇功能的要求。

5

4

3

2

1

格式

文本设计及写作格式符合专业规范。

5

4

3

2

1

内容维度

1.项目描述

内容详实，分析深刻，构成要素完整。

5

4

3

2

1

2.项目管理

5

4

3

2

1

 

2. 市场分析报告

（1）市场分析报告整体印象评分量表

五 档

有效完成任务；思路清晰，逻辑性强，应用专业理论与方法分析市场，准确反映市场现状和发展趋势。

四 档

较好地完成任务；思路较为清晰，逻辑性较强，应用专业理论与方法分析市场，较准确反映市场现状和发展趋势。

三 档

基本完成任务；思路基本清晰，有一定的逻辑性，应用专业理论与方法分析市场，基本准确反映市场现状和发展趋势。

二 档

不能完成任务；思路不清晰，没有逻辑性，不能应用专业理论与方法分析市场，准确反映市场现状和发展趋势。

一 档

不能完成任务。
 

 

（2）市场分析报告分项评分量表

维度

观测点

观测点描述

分数

语言维度

体裁规范

语言的使用符合情境、体裁规范和语篇功能的要求。

5

4

3

2

1

格式

文本设计及写作格式符合专业规范。

5

4

3

2

1

内容维度

1.行业分析

内容详实，分析深刻，构成要素完整。

5

4

3

2

1

2.市场分析

5

4

3

2

1

3.竞争分析

5

4

3

2

1

4.附录

5

4

3

2

1

 

3. 营销计划

（1）营销计划整体评分量表

五 档

有效完成任务；思路清晰，定位准确，论证充分，可操作性强。

四 档

较好地完成任务；思路较为清晰，定位较为准确，论证较为充分，可操作性较强。

三 档

基本完成任务；思路基本清晰，定位基本准确，论证基本充分，有一定的可操作性。

二 档

完成部分任务；思路不清晰，定位不准确，论证不充分，不具有可操作性。

一 档

不能完成任务。
 

 

（2）营销计划分项评分量表

维度

观测点

观测点描述

分数

语言维度

体裁规范

语言的使用符合情境、体裁规范和语篇功能的要求。

5

4

3

2

1

格式

文本设计及写作格式符合专业规范。

5

4

3

2

1

内容维度

1.营销目标

内容详实，分析深刻，构成要素完整。

5

4

3

2

1

2.定位策略

5

4

3

2

1

3.目标市场

5

4

3

2

1

4.产品或服务策略

5

4

3

2

1

5.定价策略

5

4

3

2

1

6.分销策略

5

4

3

2

1

7.广告与推广策略

5

4

3

2

1

8.销售策略

5

4

3

2

1

9.销售预测

5

4

3

2

1

10.附录

5

4

3

2

1

 

4. 管理计划

（1）管理计划整体评分量表

五 档

有效完成任务；组织合理，责任明确，人力资源管理有效，可操作性强。

四 档

较好地完成任务；组织较为合理，责任较为明确，人力资源管理较为有效，可操作性较强。

三 档

基本完成任务；组织基本合理，责任基本明确，人力资源管理基本有效，有一定的可操作性。

二 档

完成部分任务；组织不合理，责任不明确，人力资源管理缺乏有效性，不具有可操作性。

一 档

不能完成任务。
 

 

（2）管理计划分项评分量表

维度

观测点

观测点描述

分数

语言维度

体裁规范

语言的使用符合情境、体裁规范和语篇功能的要求。

5

4

3

2

1

格式

文本设计及写作格式符合专业规范。

5

4

3

2

1

内容维度

1.公司描述     

内容详实，分析深刻，构成要素完整。

5

4

3

2

1

2.使命陈述

5

4

3

2

1

3.发展目标与战略

5

4

3

2

1

4.组织与管理风格

5

4

3

2

1

5.管理团队

5

4

3

2

1

6.公司成功要素

5

4

3

2

1

7.所有权结构

5

4

3

2

1

8.附录

5

4

3

2

1

 

5. 财务计划

（1）财务计划整体评分量表

五 档

有效完成任务；资金配置合理，财务数据明晰，效益预测合理。

四 档

较好地完成任务；资金配置较为合理，财务数据较为明晰，效益预测较为合理。

三 档

基本完成任务；资金配置基本合理，财务数据基本明晰，效益预测基本合理。

二 档

完成部分任务；资金配置不合理，财务数据不明晰，效益预测不合理。

一 档

不能完成任务。
 

 

（2）财务计划分项评分量表

维度

观测点

观测点描述

分数

语言维度

体裁规范

语言的使用符合情境、体裁规范和语篇功能的要求。

5

4

3

2

1

格式

文本设计及写作格式符合专业规范。

5

4

3

2

1

内容维度

1. 启动资金       

内容详实，分析深刻，构成要素完整。

5

4

3

2

1

2. 财务现状

5

4

3

2

1

3. 营业预测

5

4

3

2

1

4. 收支平衡分析

5

4

3

2

1

5. 资产负债状况

5

4

3

2

1

6. 收益状况

5

4

3

2

1

7. 现金流

5

4

3

2

1

8. 附录

5

4

3

2

1

 

6. 融资计划

（1）融资计划整体评分量表

五 档

有效完成任务；融资需求明确，方式合理，可操作性强。

四 档

较好地完成任务；融资需求较为明确，方式较为合理，可操作性较强。

三 档

基本完成任务；融资需求基本明确，方式基本合理，有一定的可操作性。

二 档

完成部分任务；融资需求不明确，方式不合理，不具有可操作性。

一 档

不能完成任务。
 

 

（2）融资计划分项评分量表

维度

观测点

观测点描述

分数

语言维度

体裁规范

语言的使用符合情境、体裁规范和语篇功能的要求。

5

4

3

2

1

格式

文本设计及写作格式符合专业规范。

5

4

3

2

1

内容维度

1.资金需求

内容详实，分析深刻，构成要素完整。

5

4

3

2

1

2.资金使用计划与进度

5

4

3

2

1

3.融资形式：资金使用

5

4

3

2

1

4.回报偿还计划

5

4

3

2

1

5.融资担保

5

4

3

2

1

6.公司估价

5

4

3

2

1

7.附录

5

4

3

2

1

 

7. 风险管理计划

（1）风险管理计划整体评分量表

五 档

有效完成任务；分析客观全面，风险规避措施及退出策略合理可行。

四 档

较好地完成任务；分析较为客观全面，风险规避措施及退出策略较为合理可行。

三 档

基本完成任务；分析基本客观，风险规避措施及退出策略基本合理可行。

二 档

完成部分任务；分析不客观，风险规避措施及退出策略不合理。

一 档

不能完成任务。
 

 

（2）风险管理计划分项评分量表

维度

观测点

观测点描述

分数

语言维度

体裁规范

语言的使用符合情境、体裁规范和语篇功能的要求。

5

4

3

2

1

格式

文本设计及写作格式符合专业规范。

5

4

3

2

1

内容维度

1.风险识别

内容详实，分析深刻，构成要素完整。

5

4

3

2

1

2.风险规避

5

4

3

2

1

3.退出战略

5

4

3

2

1

4.附录

5

4

3

2

1

8. 执行概要

（1）执行概要整体评分量表

五 档

有效完成任务；语言凝练得体，要素完整，思路清晰，创意新颖，说服力强。

四 档

较好地完成任务；语言较为凝练得体，要素较为完整，思路较为清晰，创意较为新颖，说服力较强。

三 档

基本完成任务；语言得体，要素基本完整，思路基本清晰，有一定的创意和一定的说服力。

二 档

完成部分任务；语言不得体，要素不完整，思路不清晰，没有创意和说服力。

一 档

不能完成任务。
 

 

（2）执行概要分项评分量表

维度

观测点

观测点描述

分数

语言维度

体裁规范

语言的使用符合情境、体裁规范和语篇功能的要求。

5

4

3

2

1

格式

文本设计及写作格式符合专业规范。

5

4

3

2

1

内容维度

1.公司描述

内容详实，分析深刻，构成要素完整。

5

4

3

2

1

2.产品或服务描述

5

4

3

2

1

3.市场分析

5

4

3

2

1

4.竞争

5

4

3

2

1

5.运营

5

4

3

2

1

6.管理团队

5

4

3

2

1

7.风险预测

5

4

3

2

1

8.营销策略

5

4

3

2

1

9.财务分析

5

4

3

2

1

10.资金需求与融资

5

4

3

2

1

 

9.商务计划评价标准

（1） 商务计划整体评分量表

分数

整体评价标准

  
 

五 档

有效完成任务，语言流畅得体，论证充分，可行性强，具有较大的商业价值。

  

四 档

较好地完成相关任务，语言较为流畅得体，论证较为充分，可行性较强，具有商业价值。

  

三 档

基本完成任务，语言基本流畅得体，论证基本充分，有一定的可行性，具有一定的商业价值。

  

二 档

完成部分任务，语言不得体，论证不充分，没有可行性和商业价值。

  

一 档

不能完成任务。

  
 

 

（2）商务计划分项评分量表

维度

观测点

观测点内容描述

分数

语言维度

体裁规范

语言的使用符合情境、体裁规范和语篇功能要求。

5

4

3

2

1

格式

文本设计及写作格式符合专业规范。

5

4

3

2

1

非语言维度

可行性

论证充分，具有很大的市场开发潜力，可操作性强。

5

4

3

2

1

专业性

合理有效地运用专业理论和研究方法。

5

4

3

2

1

创新性

商务创意新颖，方案设计独特。

5

4

3

2

1

项目管理

充分体现团队精神，合理规划、分工合作，执行力强。

5

4

3

2

1

内容维度

1.商务计划设计方案

内容详实，分析深刻，构成要素完整。

5

4

3

2

1

2.市场分析报告

3.营销策略

4.管理计划

5.财务计划

6.融资计划

7.风险管理计划

8.执行概要

9.附录

 

四、奖项设置与奖励机制

（一）奖项设置

奖项分类

参选范围

荣誉

一等奖

赛事成绩第一名

证书及奖品

二等奖

赛事成绩第二名至第三名

证书及奖品

三等奖

赛事成绩第四名至第六名

证书及奖品

佳作奖

赛事成绩第七名至第十一名

证书

最佳指导教师奖

一等奖获奖选手的指导教师

证书

优秀指导教师奖

二等奖、三等奖、佳作奖获奖选手指导教师

证书

 

（二）奖励机制

为鼓励学生积极参与，大赛组委会决定设立以下奖励机制：

向参与3项以上（含3项）系列赛事，并经大赛组委会评定成绩合格者颁发《商务英语专业专修证书》。

 

五、补充说明

对于本赛事指南及任何参与本届大赛有关的未尽事宜，大赛组委会均保留最终解释权。

 

附件1报名流程图

 

 

 

 

附件2甘特图样本

 

 

注：1. 将要完成的阶段性任务按照任务名称、开始时间、结束时间、持续时间和负责人的顺序制定出完整的计划。

2. 推荐的甘特图制作工具为Microsoft Office Project和GanttProject。

3. 甘特图文档命名方式为“国际商务案例分析流程甘特图+学校+团队名称”。

附件3项目进程报告

项目名称

 

报告填写人

 

填写日期

 

项目设计与

分工情况

（个人项目仅填写项目设计情况）

项目完成情况

 

问题及解决方案

 

本阶段反思

 

指导教师意见

 

 

附件4指导纪要

指导日期

 

指导地点

 

指导教师姓名

 

指导人数

 

指导方式

□当面指导    □电子邮件沟通

指导内容

理论指导：

方法指导：

资料辅助：

指导学生反馈

 

 

注： 1. 提供理论及方法指导的，需要详细说明指导教师具体的指导内容。

2. 提供资料辅助的，需要提交资料清单，并以附件的形式上传至赛事平台。

3. 指导方式中选择电子邮件的，请提交邮件记录，并以附件的形式上传至赛事平台。

 

 

 

附件5商务计划设计方案框架样本

Outline of Proposal for Business Plan

  1. Project Description

Please confirm a product or a service for your business plan, and briefly describe feasibility of your plan.

 

  1. Project Management

Please provide a management plan for this project, for example how to manage the team members, the time in order to achieve the project goals within the prescribed time range. A Gantt chart is required to illustrate the stages and activities of the Business Plan writing process.

 

 

 

附件6市场分析报告框架样本

Outline of the Market Analysis Report

The success of many new ventures is often determined by how well they have prepared this section of the business plan. The section itself should be broken down into subsections for industry analysis, market analysis, and competitor analysis. To properly write this section of the business plan, conducting or gathering market research is very important.

 

  1. Industry Analysis

The industry analysis subsection should objectively describe the industry in which you will compete. The government and suppliers of equipment for your industry are great sources of information. Use the Internet to research stats and reports. When completed with this section, potential investors and loan officers should understand the dynamics, problems, and opportunities driving your industry.

 

  1. Market Analysis

In your market analysis subsection, you have to describe the specific market in which you will be competing. Your market will probably be smaller than the entire industry defined above. Much of the research you do for this subsection will be to talk with experts in the marketplace, potential customers, competitors, sales representatives, wholesalers, distributors, and retailers. A thorough research of the market is the most important part in the development of a business plan. As well, it will help to isolate a target market and the behaviors and habits of the people within this market to better understand customer needs and expectations.

 

  1. Competitor Analysis

Competition occurs on a daily basis no matter what line of business you are in. Advances in technology can send the profit margins of a successful business into a tailspin causing them to plummet overnight or within a few hours. When considering these and other factors, we can conclude that business is a highly competitive, volatile arena. Because of this volatility and competitiveness, in some cases, it is important to know your competitors, what they have accomplished, and the challenge you have before you. Your competitors have preceded you into the market. They have established position, distribution, market exposure, and a customer base. The success of your business depends on your company’s ability to take market share away from these competitors or to address a segment of the market that is not currently being addressed. If you are anticipating taking market share, you need to explain how you are going to do it. There are a number of issues that you should consider in completing your competitive analysis. Potential investors and loan officers should have the sense that you have insights into your competition that they cannot get from reading the competitors' website or prospectus.

 

 

附件7市场营销计划框架样本

Outline of Marketing Plan

The marketing section of the business plan normally sets the stage for, or summarizes, a more detailed marketing plan. When the time is right -- either at startup or at some future stage – the marketing executives will need to develop a comprehensive marketing plan to guide that critical function on both an annual and a long-term basis. Regardless of whether the company is in the research and development stage or ready to take products to market, summarize the marketing goals. These goals should be quantitative, realistic and consistent with the marketing analysis. They should also address the consistently and rapidly changing markets of the new economy.

Here are some key areas of interest to prospective investors:

 

The Market Strategies and Sales section should include the following subsections:

 

  1. Introduction

Begin with the fundamentals of your marketing plan. State target market segments you wish to penetrate, how you plan to achieve this (e.g. through retail, mail order, multi-level marketing, the Internet) and the period for capturing a specific percentage of the market share.

 

  1. Market Segmentation Strategy

Explain your strategy for each segment you have described. Describe the unmet need of your target consumers that your product/service fulfils or the problem it solves.

 

  1. Targeting Strategy

Identify the targeting strategy to implement. This will determine which market segments you will focus on.  

 

  1. Positioning Strategy

Here you will include the strategy you will use to position your product vis-à-vis competitors.

 

  1. Product/Service Strategy

Describe how your product/service has been designed and tailored to meet the needs of your target customer and how it will compete in your target market.

 

  1. Pricing Strategy

Begin by stating your pricing strategy. Explain how you arrived at your pricing strategy (e.g. based on cost, gross margin objectives, market prices, perceived value). Point out how your pricing strategy compares to the competition. Be sure to include when you will review your pricing strategy, i.e. monthly, quarterly, annually.

 

  1.  

          © Copyright BizTree. 2006. All rights reserved. Protected by the copyright laws of the United States & Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.

 

文本框: © Copyright BizTree. 2006. All rights reserved. Protected by the copyright laws of the United States and Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL AUTOMATICALLY BE SUED IN A COURT OF LAW. Distribution Channels

 

Begin by providing the distribution channels your business will use and how they are good fits for your end users. Then point out the distribution channels used by your competition and the reasons why your choice of distribution channels is advantageous for you.

 

  1. Promotion and Advertising Strategy

Advertising and promotions, however, are the lifeline of a business. Your purpose is to introduce, promote, and support your products in the marketplace. Although considered a cost, a properly designed and executed campaign is an investment. Explain your advertising and promotion strategy. It is critical that you educate your target market about your product or service, inform it about its availability, and regularly communicate your benefits to that market.

 

  1. Sales Strategy

An effective sales strategy is critically important for most manufacturers, publishers, software firms, and many service providers. Do not overlook the importance of formulating an effective sales strategy.

 

  1. Sales Forecasts

Prepare a month-by-month sales forecast for a projected twelve-month period. The forecast should be based upon your historical sales, the marketing strategies that you have just described market research, and industry data if available.

 

 

附件8管理计划框架样本

Outline of Management Plan

  1. Business Description

Provide a brief description of your company. From this section, the investor must be convinced of the uniqueness of the business and gain a clear idea of the market in which the company will operate. The legal form of the business such as LLC, S-Corporation, C-Corporation, Partnership, or Proprietorship should be stated as well as the objectives of the business via a mission statement that clearly states the business' purpose and values. Include a vision statement as well as where you see the business in five to ten years.

 

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          © Copyright BizTree. 2006. All rights reserved. Protected by the copyright laws of the United States & Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.

 

Mission Statement

 

Your mission statement is a short inspirational statement of the vision and goals you have for your company. Be sure that your mission statement is concise, content rich, and that it excites your readers.  

 

  1. Goals and Objectives

In this section, explain in simple terms the objective of your business in a single paragraph. For example, your plans for the future of the business, your ambitions for the company, your developing growth strategies, you plan to increase production, diversify, or eventually sell the business, your short- and long-term goals for the company, your time frames for reaching different goals.

 

  1. Management Structure and Style
  1. Organizational Chart

If you have more than ten employees, do an organizational chart showing the management hierarchy and who is responsible for key functions. A very simple organizational chart will help explain how the company is organized, the reporting structure, and the positions that you plan to fill. The chart should reflect both current and open positions, or you can have two charts – pre- and post-funding. Two charts would be more applicable if you foresee significant changes in the organizational structure after funding.

  1. Management Style

Describe your company's management style. Management style should reflect and support the general corporate style, Include any innovative or unusual aspects of management style that would affect growth or give a competitive advantage.

 

  1. Management Team

The management team section should include the names and backgrounds of lead members of the management team and their respective responsibilities. Describe the founders and principal managers who will run your business.

 

  1. Critical Success Factors

The critical success factors identify what needs to be in place or managed in order to accomplish the objectives. Questions to address are: What factors will make this business a success? What are the internal and external elements that have an immediate and direct impact on your business? How are you prepared to deal with them or make them happen? What are your major competitive strengths? If you are asking for funding, go on to explain how the new capital will help you successfully meet your upcoming challenges.

 

  1. Ownership

In this subsection, you will list the majority owners of the business. State if you have authorized shares of common stock and then break down the number of the shares held and percentage of ownership for each stockholder.

 

 

附件9财务计划框架样本

Outline of Financial Plan

The Financials section should be a discussion and description of your financial projections -- put the actual financial spreadsheets in the appendices. Describe the timing and amount of investment that you will require to achieve your plans. Then demonstrate that this investment is a good one by showing that profits, assets, and ROI are all favorable as the business progresses. When potential investors and loan officers are finished with this section, they should be anxious to invest.

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          © Copyright BizTree. 2006. All rights reserved. Protected by the copyright laws of the United States & Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.

 

Start-up Funds

 

The section should identify all the costs associated with starting the business, expanding a current business, or taking over a business as well as the sources of investment capital and/or borrowed money. Include a start-up budget or estimate to account for the initial cost of the business.

  1. Financial History and Analysis (current businesses only)

A solid analysis of the past must precede any serious attempt to forecast the future. The Financial History and Ratios spreadsheet allows you to put a great deal of financial information from other statements on a single page for ease of comprehension and analysis. Your financial information is presented in dollars and percentages. Key financial ratios are calculated automatically. You may also enter industry average ratios for comparison.

  1. Operating Forecast

This section should provide an estimate of the sales and expenses your business will incur for a twelve-month period. Be sure to document any sources of information or any assumptions used for calculations.

  1. Break-Even Analysis

This section should provide a calculation for the break-even point in dollars and units for the business. Include all assumptions upon which your break-even calculation is based. A break-even analysis determines sales volume in dollars, at a given price, required to recover total costs.

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          © Copyright BizTree. 2006. All rights reserved. Protected by the copyright laws of the United States & Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.

 

Balance Sheet

 

The balance sheet is a "snapshot" of what you own and what you owe on a specific date. A "Pro Forma Balance Sheet" shows how things will be in the future, under given conditions, rather than how they are now.

A balance sheet follows a standard format (please refer to the appendix for Balance Sheet template), however, it may contain additional items depending on circumstances relating to the business for which it is prepared. State the assumptions you used for all major changes between your last historical balance sheet and the projection.

  1. Income Statement

The income statement is a financial statement that reveals whether or not a business has earned a profit or has suffered a loss after a specified period.

An income statement may also be referred to as a "profit and loss statement" (PNL) or an "operating statement.”

A "Pro Forma Income Statement" is used to show how things will be under given conditions rather than how they are at present.

  1. Cash Flow

A cash flow statement identifies monthly inflows and outflows of cash. It reveals whether a company will have enough money to meet its needs on a monthly basis.

Your cash flow will show you whether your working capital is adequate. Clearly if your cash on hand goes negative, you will need more. It will also show when and how much you need to borrow.

 

 

附件10融资计划框架样本

Outline of Financing Plan

  1. Capital Requirements

Clearly state the capital needed to start or expand your business. You should have a very clear idea of how much money you will need to operate your business for the first full year. If possible, summarize how much money has been invested in the business to date and how it is being used. Describe why you need the funds and why the opportunity is exciting. Keep in mind that one of the most common causes of new business failures is under-capitalization.

  1. Operating Forecast

This section should provide an estimate of the sales and expenses your business will incur for a twelve-month period. Be sure to document any sources of information or any assumptions used for calculations. The initial stage of funding will be used to, for example, complete development, purchase equipment, introduce and market our new/next product line, fund working capital, acquire a competitor and so on.

 

  1. Financing methods

In this section, you need seek additional financing methods, such as using equity, sub-debt, or senior financing to fund your growth for the next two or three years, At that time, you will need an additional money to reach a positive cash flow position.

 

  1. Repayment Plan

Define how much time you will require to pay back the loan or provide a return to investors. And tell us how the repayment will be accomplished, and what strategy will be used to achieve that exit.

 

  1. Financing Guarantee

We can provide and exit for this loan or investment within some years by a dividend of excess profits, recapitalizations, sale of company, or public offering.

 

  1. Valuation of Business

What is the value of your company? How do you calculate this value?

 

 

附件11风险管理计划框架样本

Outline of Risks Management Plan

 

  1. Risks Identification

This is also a critically important part of the plan. Knowing your risks and having a strategy is a must for attracting an investor. There are several kinds of risk, especially among entrepreneurial, growing businesses. Be sure to address the following, and provide your strategy for dealing with them;

 

Some of the major risks facing our development include limited operating history; limited resources; market uncertainties; production uncertainties; limited management experience, dependence on key management.

 

Be honest in this section. Expert review conducted by the investor should not yield many surprises.

 

  1. Risks Avoidances

Once risks have been identified and assessed, all techniques to manage the risk fall into one or more of these four major categories:

Avoidance (eliminate, withdraw from or not become involved)

Reduction (optimize – mitigate)

Sharing (transfer – outsource or insure)

Retention (accept and budget)

 

  1. Exit Strategy

This is where you explain to investors how they will get their money back, what you are anticipating they will recover in excess of their investment and in what time frame. Possible exit strategies can include:

The sale or merger of your company

A management buyout

An IPO or private placement

 

 

附件12执行摘要框架样本

Outline of Executive Summary

This three-page maximum section should summarize the business plan and provide an overview intended principally to catch and hold the interest of prospective financing sources. While the Executive Summary is the first section of the business plan, it should be written last in order to incorporate the relevant pieces found in the subsequent parts of the plan.

At the very least, the summary should include:

 

  1. Company summary
  2. A description of the business and the target markets for the product or service.
  3. Market analysis
  4. Ways in which the business will distinguish itself from its competition.
  5. Business operation
  6. A description of the management team, relevant experience and special skills of each key executive. Discuss strategies and timing for strengthening and inexperienced management team.
  7. Risks forecasting
  8. Marketing strategy
  9. A summary of key financial projections for the next three to five years.
  10. A synopsis of funding needs amounts of capital as well as when and how it will be spent.

 

 

附件13术语表

Glossary

 

Acquisition：The act of contracting or assuming or acquiring possession           of something, in this case generally another company; something acquired.

 

Adopter：a consumer that buys products, technologies, or assumes new life styles, habits, and practices; an "early adopter" would be a consumer buying a technology product before it becomes mainstream.

 

Angel investor：an individual who provides capital to one or more startup companies. The individual is usually affluent or has a personal stake in the success of the venture. Such investments are characterized by high levels of risk and a potentially large return on investment.

 

Articles of Incorporation：a document filed with a state by the founders of a corporation.

 

Assignment：the instrument by which a claim or right or interest or property is transferred from one person to another.

 

Assumptions：results of analysis that provide a reasonable basis for financial or other business performance projections.

 

Benchmark：a standard by which something can be measured or judged.

 

Binding：executed with proper legal authority.

 

Brand：a product's name, company name, or "mark;" the way the product or company it is perceived by the marketplace; the act of building a unique reputation for a product or company.

 

Burn rate：used in venture capital financing to refer to the rate at which a startup company expends capital to finance overhead costs prior to the generation of positive cash flow.

 

Business Plan：a proposal written to attract capital investment by designing a blueprint for planned 40 profitable growth. The proposal should be market-driven and investor-centered.

 

Capital：wealth in the form of money or property owned by a person or business and human resources of economic value.

 

Cash flow：money coming into and going out of a business.

 

Cause-and-effect relationship：a association between actions or events such that one or more are the result of the other or others.

 

Channels：official routes of communication, also used to indicate routes of sales distribution.

 

"clicks and mortar" business：a retail business model that combines online e-commerce with physical retail outlets.

 

Commercialization：the process whereby scientific research or basic technology is developed for selling, delivering or placing on the market in any other form.

 

Competition：the act of competing as for profit or a prize; a business relation in which two parties struggle to gain customers; also refers to those companies with which a firm competes.

 

Competitive process：a situation in which buyer(s) or seller(s) are engaged in being perceived as the better alternative product, solution, services, etc.; in the awarding of grant funds, the process by which bids or proposals are solicited.

 

Compliance：acting according to certain accepted standards.

 

Consideration：something of value given to make a contract, both legal and binding.

 

Contingency：a possible event or occurrence or result.

 

Contract：a binding agreement between two or more persons that is enforceable by law.

 

Corporate investors (also strategic investors)：representatives of a corporation that invest funds into another- usually start-up- company, in the manner similar to a venture capital investor.

 

Corporation：a business firm whose articles of incorporation have been approved in some state.

 

Customer：someone who pays for goods or services.

 

Critical factors：extremely important issues.

 

Debt：money or goods or services owed by one person to another

 

Differentiate：emphasizing a distinctive feature, attribute, or trait, generally in a very positive sense.

 

Double taxation：government taxation of the same money twice; specifically, earnings taxed first at the corporate level and then again as dividends at the stockholder level.

 

Due diligence：investigation and analysis a prudent entrepreneur, owner, executive, or lender does in making business decisions; an internal audit of a target firm by an acquiring firm.

 

Equity：the ownership interest of shareholders in a corporation; the difference between the market value of a property and the claims held against it.

 

Executive Summary: synopsis of the key points of a business plan or proposal.

 

Exit strategy: the way in which an investor plans to close out an investment. For example, a venture capitalist or angel investor may look to an Initial Public Offering (IPO) or acquisition as his/her exit strategy; also called "liquidity event."

 

Financial projections: a written report which quantitatively describes the financial expectations of a start-up company.

 

Financial statement: a written report which quantitatively describes the financial health of a company. This includes an income statement and a balance sheet, and often also includes a cash flow statement. Financial statements are usually compiled on a quarterly and annual basis.

 

Funding- financial resources provided to make some project possible.

 

Gantt charts: Gantt charts are named for Henry Gantt, a management pioneer of the early 1900s. He proposed the use of a visual aid for loading and scheduling. Appropriately, this visual aid is known as a Gantt chart. This Gantt chart is used to organize and clarify actual or intended use of resources within a time framework. Generally, time is represented horizontally with scheduled resources listed vertically. Managers are able to use the Gantt chart to make trial-and-error schedules to get some sense of the impact of different arrangements.

There are a number of different types of Gantt charts, but the most common ones, and the ones most appropriate to our discussion, are the load chart and schedule chart. A load chart displays the loading and idle times for machines or departments; this shows when certain jobs are scheduled to start and finish and where idle time can be expected. This can help the scheduler redo loading assignments for better utilization of the work centers. A schedule chart is used to monitor job progress. On this type of Gantt chart, the vertical axis shows the orders or jobs in progress while the horizontal axis represents time. A quick glance at the chart reveals which jobs are on schedule and which jobs are on time.

Gantt charts are the most widely used scheduling tools. However, they do have some limitations. The chart must be repeatedly updated to keep it current. Also, the chart does not directly reveal costs of alternate loadings nor does it consider that processing times may vary among work centers.

 

General partnership: a business partnership featuring two or more partners in which each partner is liable for any debts taken on by the business.

 

Government contractor: someone (a person or firm) who contracts to provide goods or services to a government agency.

 

Human resources: the field of business concerned with recruiting and managing employees; all the people who work in a business or organization, considered as a whole.

 

Hypotheses: a tentative theory about the natural world; a concept that is not yet verified but that if true would explain certain facts or phenomena; a proposal intended to explain certain facts or observations; a message expressing an opinion based on incomplete evidence.

 

Indemnify/indemnification: to secure against future loss, damage, or liability; the act of securing against future loss, damage, or liability.

 

Industry standards- a basis for comparison or a reference point against which other things can be evaluated which is generally accepted by a particular industry or group.

 

Initial public offering (IPO): a company's first sale of stock to the public.

 

Integrated: formed into a whole or introduced into another entity.

 

Intellectual property (IP): intangible property that is the result of creativity (such as patents or trademarks or copyrights).

 

Legal entity: a person or organization that can legally enter into a contract, and may therefore be sued for failure to comply with the terms of the contract; a corporation is an example of a legal business entity.

 

Liability: the state of being legally obliged and responsible; an obligation to pay money to another party.

 

License: the act of giving a formal (usually written) authorization; a legal document giving official permission to do something.

 

Licensee: someone to whom a license is granted.

 

Licensor：a person who gives another a license, particularly a private party doing so, such as a business giving someone a license to sell its product.

 

Limited Liability Company (LLC)：an organization form that blends the benefits of partnership and

 

Limited liability partnership (LLP)：another name for a Limited Liability Company, often used by professional associations. The partner or investor's liability is limited to the amount he/she has invested in the company.

 

Limited partnership：a business organization with one or more general partners, who manage the business and assume legal debts and obligations. Limited partners also enjoy rights to the partnership's cash flow, but are not liable for company obligations.

 

Liquidity：the ability of an asset to be converted into cash quickly and without any price discount.

 

Management team：top executives of a company.

 

Margins：a financial term referring to the net sales minus the cost of goods and services sold.

 

Marketing mix：different marketing strategies a company employs to promote its product and service lines.

 

Market share：the percentage of sales a company captures for a particular product line; the percentage of total industry sales that a particular company controls.

 

Milestones：a significant event in a project.

 

Offering：the making available of a new securities issue to the public through an underwriting; also called public offering.

 

Order fulfillment：systems necessary to deliver a sales order.

 

Original Equipment Manufacturer (OEM)：a producer that provides a product to its customers, who proceed to modify or bundle it before distributing it to their customers.

 

Patent rights：the right granted by a patent; especially the exclusive right to an invention.

 

Potential customers：someone who could potentially pay for goods or services.

 

Premium：having or reflecting superior quality or value; payment for insurance.

 

Principal investigator (PI)：the scientist in charge of an experiment or research project.

 

Product：commodities offered for sale; an artifact that has been created by someone or some process; a consequence of someone's efforts or of a particular set of circumstances.

 

Product certification：a document attesting to the truth of certain stated facts; validating the authenticity of something.

 

Projections：a prediction made by extrapolating from past observations; financial projections predict future performance.

 

Proof of concept：evidence that demonstrates that a business model or idea is feasible.

 

Proposal：a formal description of the creation, modification or termination of a contract. A proposal may serve as the blueprint for a future agreement and may be accepted or rejected by the entity or entities that receive it.

 

Reference customers：purchasers of a product or service whose background or reputation is widely known and generally valued.

 

Request for Proposals (RFP)： invitation to suppliers to bid on supplying products or services that are needed by a company or public agency but that may be difficult to describe.

 

Research and development R&D：a process of systematic investigation to establish facts, followed by the act of improving by expanding or enlarging or refining.

 

Regulations：rules specifying the appropriate behavior of agencies, organizations or individuals in industry or government activities.

 

Revenue：the entire amount of income before any deductions are made.

 

Royalties：payments to the holder of a patent or copyright or resource for the right to use their property.

 

Sales channel：a means of access to customers.

 

Self assessment：analysis of oneself or one’s performance in relation to an objective standard; calculation of one’s own taxable liability.

 

Shareholder： someone who holds shares of stock in a corporation.

 

Sole proprietorship：a small business owned by a single owner and not incorporated; a sole proprietor pays no corporate income tax but has unlimited liability for business debts and obligations.

 

Solicitation：a petition or request; in the case of the government procurement process, an open invitation to submit a bid or other proposal for consideration.

 

Sole-source：designating a company contracted, without competition, to be the sole supplier of a product or service, as a firm having an exclusive contract for certain military technology.

 

Spin off：a form of corporate divestiture that results in a business unit or division becoming an independent company.

 

Stakeholder：any party that has an interest ("stake") in a firm or organization.

 

Stock：an instrument that signifies an ownership position (called equity) in a corporation, and represents a claim on its proportional share in the corporation's assets and profits.

 

Strategic alliance：a collaboration between two or more companies designed to achieve some corporate objective. May include licensing agreements, management contracts, or joint ventures.

 

Strategic investor (also corporate investor)：a company that commits capital in order to gain financial returns, generally in a situation where the outcomes will produce synergistic business or product development returns as well.

 

Syndication：an association of companies for some definite purpose; in venture capital, a group of investors who act together to underwrite and distribute an offering.

 

Tax treatment：the way in which a revenue item or expense is reported for tax purposes.

 

Technology transfer：movement of technology or knowledge, often from the laboratory into commercial enterprise.

 

Term sheet：a document summarizing the details of a potential venture capital investment which serves as the basis for a final business agreement.

 

Validating：serving to support or corroborate.

 

Valuation：the determination of the value of a company's stock based on earnings and the market value of assets; appraisal.

 

Vendor：someone who promotes or exchanges goods or services for money.

 

Venture：a commercial undertaking that risks a loss but promises a profit; an investment that is very risky but could yield great profits.

 

Venture capitalist (VC)：a speculator who makes money available for innovative projects.

 

Warranty：a written assurance that some product or service will be provided or will meet certain specifications.

 

White paper：an objective and in-depth report; a government report, bound in white.

 

Window of opportunity：a very narrow time frame in which to take advantage of a given situation.

 

Working capital：assets available for use in the production of further assets.

 

Work plan：a series of steps to be carried out or goals to be accomplished.

 

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