l Developing a Bed & Breakfast Business
Plan
l
North Central Regional Extension
Publication 273
Developing a Bed & Breakfast Business Plan
Robert D. Espeseth
Coordinator, Illinois-Indiana Sea Grant Program Recreation Specialist University of Illinois Cooperative Extension Service
Robert D. Buchanan
Extension Specialist, Restaurant,Hotel and Institutional Management
Purdue University
1..................................................................Introduction 5..................................................................Step One Consult Professionals with Expertise Related to the Bed and Breakfast Business 7..................................................................Step Two Analyze Yourself and Your Family 10................................................................Step Three Develop the B&B Concept 1
2................................................................Step Four Determine and Research Your Market 15................................................................Step Five Forecast Sales Revenue 17................................................................Step Six Choose a Location and a Building 19................................................................Step Seven Develop a Marketing Plan 27................................................................Step Eight Furnishing Your B&B 29................................................................Step Nine Develop an Organizational and Operational Plan 32................................................................Step Ten Develop a Plan to Meet Laws and Regulations 35................................................................Step Eleven Develop an Insurance Plan 38................................................................Step Twelve Develop a Financial Plan 44................................................................Step Thirteen Complete the Business Plan
47................................................................Appendix A Bed and Breakfast Business References 60................................................................Appendix B List of Important Sources of Information for Prospective Bed and Breakfast Hosts 62................................................................Appendix C A Guide: When a B&B Is Not a B&B 64................................................................Appendix D Determining Personal Goals 66................................................................Appendix E Housing and Family Responsibilities Associated with Owning a Bed and Breakfast Business 67................................................................Appendix F A Sample Bed and Breakfast Concept 69................................................................Appendix G Types of Visitor Attractions 70................................................................Appendix H Marketing Worksheet 74................................................................Appendix I Amenities Checklist 76................................................................Appendix J Bed and Breakfast Guest Studies 78................................................................Appendix K Questions to Answer When Choosing a Location and a Building 80................................................................Appendix L Ideas for Continental Breakfasts 82................................................................Appendix M Which Form of Business Organization Is Best for Me?84................................................................Appendix N Planning for a Tax Audit 86................................................................Appendix O Example of a Projected Profit and Loss Statement 88................................................................Appendix P B&B Start-Up Costs 90................................................................Appendix Q Sample Chart of Accounts 92................................................................Appendix R Examples of B&B-Related Zoning Ordinances
Contents
In
1
Country Inn: A commercially licensed establishment primarily known for its cuisine that is removed from planned, commercial areas and generally accessible for patronage only by automobile. Overnight accommodations are available and a full-service restaurant provides breakfast and dinner to overnight guests and/or the public. The number of guest rooms usually ranges from a minimum of four to a maximum of 20, although a number of Country Inns have more than 20 guest rooms. The business is salable to a new owner, and is subject to all local, state, and federal regulations.
Small or historic hotels are also recognized as a part of Bed and Breakfast accom-modations. They are frequently thought of as establishments with twenty or more rooms that provide the service and privacy of a hotel in the setting of an inn with some individual attention from a host. The State of Michigan defines their historic hotels as "at least fifty years old and associated with events or persons of significance in contrib-uting to the broad patterns of history. Many embody the distinctive characteristics of a type, period, or method of construction in architecture. Most are located in historic districts and all have twenty-one or more rentable rooms. If breakfast is not included
in the room price, it cannot be a true Bed and Breakfast.
Although all prospective B&B hosts should find much of the information in this book useful, it is designed primarily for someone planning to operate a B&B inn as a full-time business for profit. Whether you generate a reasonable profit will depend on many variables. The primary variable will be your monthly overhead and debt payments and annual number of room nights sold. Other variables will include number of rooms, occupancy rate, seasonality of your location, start-up and improve-ment costs, advertising expenses, owner/host wage level, and your own profit goals. A five-room B&B inn completely free of debt with no hourly wage taken out by the owner, may generate a profit with 20 percent occupancy, while an eight-room operation with high monthly debt payments may not turn a profit at 65 percent occupancy. A 1988 study by The Professional Association of International Innkeepers3 indicated that most B&B inns needed at least five to six rooms to reach the break-even point before debt service and at least six to seven guest rooms to reach the break-even point after debt service. The study also revealed that average B&B owners devoted more than 74 hours a week to the daily running of a five- to ten-room inn.
The B&B Business Plan
The Business Plan is a comprehensive analysis of the details surrounding the creation or expansion of a Bed and Breakfast business. It transforms ideas and concepts into a working operation. It requires you to decide what to do, how to do it, when to do it, the resources needed to do it and how to obtain them, how and when financial requirements will be met, and what to expect. By completing a business plan, you can take an objective look at your proposed B&B to identify areas of strength, weakness, and opportunity early; pinpoint needs and problems you might otherwise overlook; and plan how best to achieve your business goals.
The Business Plan will help you determine your goals and organize a strategy to meet them. The plan will help you evaluate and decide whether or not to open a Bed and Breakfast. The plan will:
x Determine if the B&B is worth your time and money.
x Improve the probability of success by avoiding a business venture doomed to fail.
x Provide carefully thought-out steps to achieve goals for opening the business.
(People who succeed are the ones who know the most about what they are doing.) x Help you consider alternatives and reduce or eliminate difficulties and mistakes before they occur.
2
x Provide an efficient, effective tool to use in communicating with your attorney, accountant, insurance agent, banker, zoning board, partner, and others.
x Serve as a management tool for continuous evaluation and monthly and yearly refinement.
The planning process presented in this book is in a series of 13 steps that enable you to carefully analyze the prospects for success on paper before investing time and money in a B&B. The suggested outline is flexible so you can tailor it to your own needs. Use the flow chart (Figure 1.) to help guide you through the development of the Business Plan. As you can see, some steps should be carried out simultaneously.
The Business Plan is a fluid, working document and an evolving process. Informa-tion gathered during later steps may alter the thinking and conclusions developed during the early planning stages. A change in one step or segment because of new data, information, contacts, resources, valued opinions, etc., may interrelate with several other steps and must be integrated into these segments.
When developing a business plan, it is important to keep complete notes with each step, documenting all facts, backing all assumptions, and giving authority for all opinions.
3
4
l Step O
D Consult Related t
5
6
l Step T
Analyze
E
7
8
Hillestad (see Appendix C) adds these factors:x Excessive optimism x Inadequate planning x Misuse of time x Poor marketing
x Confusion of business and personal relationship x Burn out
x
Downplaying the need for experience
Determine How the B&B Will Affect Your Family
Another important consideration is how the B&B will fit into your family life. You should carefully consider the feelings and attitudes as well as ages and work styles of each family
member and try to anticipate family tension and personal impact that the business may cause. You and your family should discuss how your time will be divided between the business,the family, community functions, and leisure activities. It will be important to establish areas of the house for family only, and to define rules for using the kitchen and the telephone,both of which will be important to the business.
Also, if family members plan to help with the business, you will need to assign responsibilities (see “Hous-ing and Family Responsibilities Associated with Owning a Bed and Breakfast Business,” Appendix E),decide how much each member will interact with guests, and determine how definite the distinction will be between family and business relation-ships. By addressing these types of concerns before you open, you will be able to avoid tensions, resentment,and misunderstandings among family members later. Also, assess the effect of support or disenchantment of friends and neighbors on yourself,spouse, and children (loss of play-mates, etc.). Remember that friends and neighbors can cause conflict.
Next, evaluate your inventory of skills and interests. Sort out your own skills and the skills of your partner(s).Determine how you and your partner(s)will overcome any deficiencies you may have in skills that are necessary to
operate a B&B. Decide how important these factors are to the success of the business. Keep in mind that an abun-dance of skills in one category will not necessarily make up for a deficiency in another. Success is most probable when you (and/or your partner) rate high in each of the categories.
The successful entrepreneur is often an overachiever—healthy, energetic,confident, open to reasonable risk,
industrious, goal-oriented, accountable,innovative, and technically competent.Being your own boss means meeting customer demands, working long hours,providing necessary government reports,and coping with uncontrollable economic conditions.
Discussions between groups of small business owners revealed 10common challenges they faced.1
1.Knowing your business
2.Knowing the basics of business
management
3.Having the proper attitude
4.Having adequate capital
5.Managing finances effectively
6.Managing time efficiently
7.Managing people
8.Satisfying customers by providing
high quality
9.Knowing how to compete 10. Coping with regulations and
paperwork In the hospitality industry you
must show your desire to accommodate.Your primary job will be to satisfy your guests’ needs. Simply providing a clean room and a good breakfast will not be enough to make your guest feel that your B&B is special. Only through a genuine interest in customers and a commitment to making their lodging experience unique, can you create the
atmosphere that your B&B will need to develop a regular clientele and to secure bookings from favorable referrals. To help you decide whether to enter the B&B business, you may want to consult the U.S. Small Business Adminis-tration’s Checklist for Going Into Business , (see Appendix A).
Essentials for survival in small businesses include (1) capitalizing on strengths and compensating for
weaknesses, (2) recognizing problems and limitations, and (3) building on natural strengths.
The proper frame of mind, realistic expectations, and strong personal commitment to your B&B are at least as important to success as industry knowledge (accounting and bookkeep-ing, food preparation and sanitation,financial management, marketing,hosting, housekeeping, etc.) Finding something that you love, that has the potential of being successful, something that you passionately enjoy doing, will contribute much to your success. The love of doing it is necessary to with-stand the long hours and pressures of starting and managing your B&B. Long hours and a variety of tasks require good time management skills. Referring back to the business plan will help you set priorities and ensure that you spend time most efficiently. The ability to adjust to many variables is paramount to increase revenue, reduce costs, and effectively serve guests.
Research by Dun and Bradstreet clearly indicates that business failures result primarily from incompetence.Following are the reasons for business failure (in decreasing order) that apply to B&Bs: 1.Inadequate sales
https://www.doczj.com/doc/9518391266.html,petitive weakness
3.Heavy operating expenses
4.Poor location
5.Excessive fixed costs and debt
6.
Other problems indicating poor judgment
9
Establishing areas of the house and grounds for family only and those available for guest use is an important consideration when contemplating opening a B&B.
Goals of Step T wo:
1.Determine your strengths (what
you like to do passionately) and how you will capitalize on these items.
2.Determine your weaknesses,
limitations, what you absolutely do not like to do, and how you will overcome these factors.
3.Determine how to gain an in-depth knowledge of the B&B industry.
4.Determine how to learn the basics
of managing a B&B, such as the principles of accounting, hosting,financial management, marketing,housekeeping, food preparation,and planning for the future. 5.Examine your frame of mind,
expectations, and personal commitment.
6.Determine your short-term and
long-term goals (see Appendices D and E)
? personal goals ? family goals
? family B&B responsibilities ? goals for friends and neighbors 7.Determine how you will set time
priorities.
1
1989 Dun & Bradstreet.
l Step T
Develop T
10
11
of check-in and check-out,breakfast hours, etc.
? Describe what you learned from other B&B operators that you will put into practice.
? Define policies that affect the B&B image and customer preference, such as smoking,alcohol, children, and pets.? Describe the price structure and how it relates to the competi tion, perceived price to value ratio, and to the image of the B&B.
? Relate the name of the B&B to the logo, theme, image of the business, and the community or area.
? Tell what amenities might be provided in the future and how they will contribute to the success of the B&B.Hillestad (Appendix C) thinks of the concept as a four-legged stool with one leg being the architecture, decor,and amenities, another being service and hospitality, the third being food,and the fourth being location. His point is that if one leg is weak, the other three better be very strong. The stool cannot stand if two or more of the legs are weak.
Determine whether the compo-nent parts fit together and complement each other. Is each part compatible with the overall concept? Is the concept
x
Assistance and hospitality:? Explain how thinking begins and ends with the customer—how staff attitudes, manner of serving guests, and personaliza-tion of service will make guests feel like welcome VIPs. Explain how the staff and service will sell and promote the B&B. Describe the staff dress and grooming and how it relates to the theme and image of the B&B. Describe how the telephone will be used as a goodwill ambassador.
? Tell what amenities or physical items or articles will be given to guests such as special soaps, food trays or baskets, flowers,departing gifts, etc.
? List the unique services or objects that the host and staff will provide for the benefit of the guest such as a tour of the house and grounds, afternoon tea, use of the telephone, tour arrangements, bed turn-down service, laundry service, credit card acceptance, and 24-hour message-taking service. Also describe the assistance provided to the guest on local activities,menus, maps, etc.
? Describe activities that will be offered, including inside enter-tainment such as games, TV,books, and hosts’ hobbies;
activities on the grounds such as outdoor cooking, horseshoes, or badminton; and nearby
attractions such as restaurants,shops, and recreation and entertainment centers.x
Consider the unique support features of your location and neighborhood like nearby tourist attractions and demand generators.x
Business aspects :
? Describe your experience or related experience in the hospitality industry.
? Decide on your B&B’s opening date, degree of seasonality, hours
compatible with the market segment you are trying to attract? At this point, you should evaluate how your concept fits your strengths and customer interest in staying at your B&B. Be sure your concept answers these questions about your proposed B&B: Why will customers want to stay in my B&B rather than the competition’s? What is unique or different about my B&B? What will my B&B provide for my customers?How will I generate satisfied custom-ers? Why will customers feel they obtained more than expected? Why will my concept succeed?
Goals of Step Three:
1.Tell who your customers are,
what your B&B’s major features and attractions are, where your business will be located, how you will operate the business, and why you are in this business. 2.State exactly what you are selling. 3.Describe the strong points of
your B&B.
4.Describe anticipated customer
expectations and how to meet them.
As part of your B&B concept, you should decide on what type of dining atmosphere you would like to present.
l Step Fo
Determi T
12
Many state tourism and develop-ment offices have considerable informa-tion about travelers, such as their income, age, location, education level, etc. Some states have departments, bureaus, or university divisions that collect and chart demographic data by the state and county. The Small Business Administration (SBA) consulting arm called “SCORE”(consisting of retired executives) might also be able to help in your market research project.
The Department of Commerce oversees the research and distribution of economic information. Their Survey of Current Business and census bureau reports population statistics and other changes in the nation’s economy. Don’t overlook the Superintendent of Documents, U.S. Printing Office,
Washington D.C. 20402, which offers books, reports, and government documents on a variety of subjects.
The marketing worksheet in Appendix H will help you identify and research your market. Fill in the worksheet as you analyze aspects of your B&B. The result of your analysis, recorded on the worksheet, will form the basis of the marketing plan that you will develop in Step Seven. Consider the following points as you complete the marketing worksheet:
x Determine what you are selling, taking into account the type of
B&B and area. For example,
decide whether you are marketing
a unique experience, a personal
service, a friendly atmosphere, a
good location, an opportunity to
meet new people, or an area of
scenic beauty.
x Evaluate your community. Assess the quality and availability of
resources (facilities, services, staff,
and image). Consider how the
tourist attractions in the area might
affect your market potential and
how your B&B might better
attract overnight guests. Take into When considering your bedroom de′cor, it is helpful to have a profile of your prospective customers in mind.
account the following types of attrac-
tions:
? Natural features such as lakes,
beaches, streams, forests,
wildflowers, foliage, scenic
valleys, rugged terrain areas,
caves, nature preserves, and
state parks.
? Historic sites such as historic
homes, old mills, round barns,
Indian burial grounds, monu-
ments, memorials, birthplaces of
famous people, and exhibitions of
old-fashioned lifestyles.
? Annual or seasonal events such
as flea markets, craft fairs,
festivals, pageants, outdoor art
shows, community theater
productions, and sporting
events.
? Recreational areas such as zoos,
parks, amusement parks,
museums, and botanical
gardens.
? Recreational facilities such as
health spas, racquetball courts,
golf courses, tennis courts,
swimming pools, bicycling and
hiking trails, and skiing areas.
? Restaurants and shopping areas.
? Nighttime entertainment such
as theaters, comedy houses,
nightclubs, and concert halls.
x Evaluate the advantages and
disadvantages of your B&B. Take
into account the following aspects
of your B&B and determine
whether they would be considered
advantages or disadvantages by
your target market:
? Determine the uniqueness of
your B&B. Consider unusual
features such as a collection of
paintings, antiques, a library, or
an exceptional view. Also
consider services and amenities
such as brushing snow off cars,
providing coffee and a news-
paper with personal wake-up
calls, placing flowers in the room
or chocolates on the bed pillows,
and 24-hour answering and fax
service. (For a more complete
listing of amenities see Appen-
dix I.)
13
14
l Step Fi
Forecast
A
15
increase to about 25 percent the
second year and perhaps by
another 5 to 10 percent the third year. x Annual revenue is projected by
multiplying the number of rooms by
the room rate times the number of
days open, times the occupancy rate
plus additional sales. (See Table 5-1). x Additional Sales
? services, such as:
- transportation
- guided tours
- child care
- laundry
- mending
- meeting/banquet rental space
? retail sales, such as:
- catering extra meals, luncheons,
or off-premise (if in a licensed
kitchen)
- baked goods
- crafts
- antiques
- books
The sales revenue is based on room rate, occupancy, and the number of
days open. It is a key estimate because it serves as the basis for almost all other estimates you make. It is vital, therefore, that occupancy and income be pro-jected in a realistic way—not just picked out of the air. Revenue projections must be based on facts and well-thought-out assumptions. It is critical that you
know the anticipated time between
start-up and the time you reach occupancy break-even. You may need to refer to a book about break-even analysis, a hospitality accounting book, or an accountant.
Goals of Step Five:
1.Apply your knowledge from
researching the market; and make
realistic assumptions, taking into
account the travel volume to your
area and your competitor’s
occupancy percentage. Make goals
for:
? first year - weekly
? second year - monthly
? third year - quarterly
2.Make assumptions based on
everything going right.
3.Determine how much lower
revenue would go if everything
went wrong.
4.Determine how sales could be
increased, and by how much:
? promotion and advertising
? personal selling
? word-of-mouth
? quality services
? retail sales
? other
5.Project the time between start-up
and reaching break-even occu-
pancy.
16
l Step Si
Choose a
A
17
JULY
1.Executive summary 1.1 Business overview This business is for building a fast food restaurant, located at Shanghai railway station. It named ‘Bolero’. It can hold 60 covers. The decor of the restaurant will be brief. Give customers a clean and nice environment. In the restaurant will broadcast the pop music. Customers will feel relax. The restaurant located in the shanghai railway station, with high pedestrian traffic. There are many tourists and locals go to the station every day. They will go to my restaurant convenient. 1.2 Mission statement: The company's goal is that of a multi-faceted success. Our first responsibility is to the financial well-being of the restaurant. We will meet this goal while trying to consider; 1) the effect of our products on the health and well being of our customers (and our staff), 2) the impact that our business practices and choices will have on the environment, and 3) the high quality of attitude, fairness, understanding, and generosity between management, staff, customers, and vendors. Awareness of all these factors and the responsible actions that result will give our efforts a sense of purpose and meaning beyond our basic financial goals.
Businessplantempl ate全英商业计划 书模板 1 2020年4月19日
Business plan for a new business The business plan consists of a narrative and several financial worksheets. The narrative template is the key to the business plan. It contains more than 150 questions divided into several sections. Omit any questions that do not apply to your type of business. When you have finished writing your first draft, you will have a collection of small essays on the various aspects of the business plan. The next stage is to edit them into a smooth-flowing narrative. The real value of creating a business plan is not in having the finished plan in your hand; rather, the value lies in the process of researching and thinking about your business in a systematic way. The act of planning helps you to think things through thoroughly, study and research if you are not sure of the facts, and look at your ideas critically. It takes time now, but will help avoid costly, perhaps disastrous, mistakes later. 2 2020年4月19日
Business plan for the pet market
Miracle Nov－２２－２００９
E X E C U T I V E S U M M A R Y Pets sold on the market today is very large, an increasing number of younger age groups like to keep as pets and to their partners. They not only satisfied with a simple feeding, but also regard them as their parents. Because they have this mentality, the other relevant market came into being and pets - pet grooming, health care and so on. At present, there are already many such institutions abroad; many domestic first-line has also been developed cities, a similar organization, but due to technical reasons, and other aspects of a single national comparison of many of these institutions In developed city markets,there exists a lackage of all-package organization for all kind of pet services.In second line cities,some service organizations for only one kind of pet still have a large market share,but we need a more effective solution to develop market there.For the consideration,our program is to design the market in Nanning,through the program,we can find a more effective way to learn how the pet service market works and how to explore potential business opportunity.
. . 商业计划书Business Plan 校园KTV项目名称： 项目负责人：联系方式： 班级：学号： 项目成员及所在班级：
保密承诺 本商业计划书内容涉及商业秘密，仅供内部成员和有资助意向的单位或个人审阅，请收到本商业计划书的人做出以下承诺： 妥善保管本商业计划书，未经策划本团体同意，不得向第三人公开本商业计划书涉及的商业秘密。 承诺人签字： 年月日 目录 概要 (1) 第一部分企业基本情况 (2) 第二部分企业管理层 (4) 第三部分市场分析 (7) 第四部分产品或服务 (10) 教育资料word . . 第五部分营销策划 (12) 第六部分财务计划 (14)
第七部分融资及退出 (17) 第八部分风险及控制 (18) 第九部分项目实施进度 (19) 第十部分附件 (20)
概要 _________________ ___________________________ ___ 第一部分企业基本情况 教育资料word . . 一、企业基本情况 企业已设立为或将登记为哪种形式： 【】个体工商户 【】个人独资企业 【】合伙企业 【√】有限责任公司 【】股份有限公司 【】其他（含学生模拟公司） 企业名称：
营业范围： KTV、饮食 成立时间： 注册地点： 企业住址： 二、企业资本 企业资本总额： 首期到位资本：，现金占总资本中的比例： % 企业资本是由以下股东/合伙人/出资者出资组成的：
教育资料word . . 三、企业沿革 四、企业要实现的目标 1．占领大学生娱乐市场、生活区居民娱乐市场、工厂区职工娱乐市场2．全省各市、区连锁经营 3．占有KTV市场的52%以上市场份额 五、企业内部资源 1，
商业计划书（Business Plan） 目录 [隐藏] 1 什么是商业计划书？ 2 商业计划书的内容 3 商业计划书的作用？ 4 商业计划书的主要编写格式 5 撰写商业计划书应注意的几个问题 6 《商业计划书》规范化格式 7 商业计划书范本 7.1 东盛步行街招商计划书 7.1.1 第一部分招商策划 7.1.2 第二部分招商计划 8 相关条目 [编辑] 什么是商业计划书？ 商业计划书，英文名称为Business Plan，是公司、企业或项目单位为了达到招商融资和其它发展目标，在经过前期对项目科学地调研、分析、搜集与整理有关资料的基础上，根据一定的格式和内容的具体要求而编辑整理的一个向投资者全面展示公司和项目目前状况、未来发展潜力的书面材料。商业计划书是以书面的形式全面描述企业所从事的业务。它详尽地介绍了一个公司的产品服务、生产工艺、市场和客户、营销策略、人力资源、组织架构、对基础设施和供给的需求、融资需求，以及资源和资金的利用。 编写商业计划书的直接目的是为了寻找战略合作伙伴或者风险投资资金，其内容应真实、科学的反应项目的投资价值。一般而言，项目规模越庞大，商业计划书的篇幅也就越长；如果企业的业务单一，则可简洁一些。一份好的商业计划书的特点是：关注产品、敢
于竞争、充分市场调研，有力资料说明、表明行动的方针、展示优秀团队、良好的财务预计、出色的计划概要等几点。在申请融资时，商业计划书是至关重要的一环，无论申请对象是风险投资机构或其他任何投资或信贷来源。因此，商业计划书应该做到内容完整、意愿真诚、基于事实、结构清晰、通俗易懂。 [编辑] 商业计划书的内容 商业计划书应能反映经营者对项目的认识及取得成功的把握，它应突出经营者的核心竞争力；最低限度反映经营者如何创造自己的竞争优势，如何在市场中脱颖而出，如何争取较大的市场份额，如何发展和扩张。种种“如何”是构成商业计划书的说服力。若只有远景目标、期望而忽略“如何”，则商业计划书便成为“宣传口号”而已。 商业计划书包含的范围很广，但一般离不开以下题目：经营者的理念、市场、客户、比较优势、管理团队、财务预测、风险因素等等。对市场的分析应由大入小，从宏观到微观，以数据为基础，深刻的描述公司/ 项目在市场中将争取的定位。对比较优势，应在非常清楚本身强弱情况及竞争对手的战略而作分析。至于管理团队，应从各人的背景及经验分析其对公司/ 项目中不同岗位的作用。财务预测是最关键的，应将绝大部分的假设及其所引致的财务影响彻底的描述及分析。当然，假设是不确定的，但有理据的假设加上严谨的逻辑思维及系统的演示方法，将可大大地增强可信性。虽知道绝大部分人都有倾向成功的心态，只要道理明白，不浮夸，自然会让人相信的。风险因素最能显示经营者是否真的明白自己的生意，风险因素多不等于该生意不该做，关键是如何控制或回避风险，能将控制或回避风险的手段交代清楚，是代表成功的重要一步。 通过编写商业计划书，经营者会更了解生意的整体情况及业务模型，亦能让投资者判断该生意的可盈利性，它是市场融资的一种关键工具。 [编辑] 商业计划书的作用？ 制定商业计划书有很多作用。其中最重要的有以下几条： 1、达到企业融资的目的
Business Plan of FairNature GmbH Submitted to: Miller Bank Adress:xxxxx FairNature GmbH Address Tel
FairNature GmbH Address Tel Mail Mr David Miller President Miller Bank Address Germany June, 1st 2015 Dear Mr Miller, Thank you for our meeting on Thursday, 28th May 2015. As already discussed, I hereby hand in a detailed business plan for our business idea FairNature GmbH in order to apply for a loan in the amount of € 60.000 from your bank. I hope you will be convinced of our concept and consider the loan I am asking for. According to our market analysis and financial calculations I will be able to pay back the loan within 36 months at the proposed annual interest rate of 7.15 %. Nowadays, environmental protection plays an important role in our society and becomes a primary mission in the life of daily citizen. FairNature GmbH creates an exceptional solution to enable the German society an environmental-conscious lifestyle. With our optimal do-it-yourself concept, FairNature GmbH will set itself apart from the crowd and set the milestone to succeed in the German furniture market and the do-it-yourself branch. With reference to the currently growing trend of environmental-friendly commodities, we are convinced that our product is going to arouse interest. I am looking forward to discussing our business idea with you in person. Yours sincerely, XXX Achenbach FairNature GmbH
客户经营计划 A c c o u n t B u s i n e s s P l a n 文稿归稿存档编号：[KKUY-KKIO69-OTM243-OLUI129-G00I-FDQS58-
撰写：客户 组 （组员） 核实：客户 组 （组长） 日期： 年 月 日 客户经营计划 Account Business Plan Part 1 财务： 1、 请填写下表 2000actua(实际) 2001proj （预期） 2001 vs 2000（相比） Billings(营业额) Income%（毛收入） Gross profit margin （净利润率） 对于2000年的收入及2001的预期是否满意，为什么？ 2、 付款条件说明 a 、 佣金比例 b 、 付款票期 c 、 制作费收费标准 平面创意费：报纸全版 约 元 客户经营计划 Account Business Plan 【最新资料，WORD 文档，可编辑修改】
平面制作费：报纸全版彩色约元 影视创意费： 其他费用： （详细见收费标准文件） 不能执行收费基准的原因： （AE） （AM） Account business plan 范围 这份计划书主要针对我们在业务上的四个关键层面—财务、产品、客户关系和作业过程管理。 其内容涵盖两个部分；第一个部分用来检验我们的现况，第二个部分需要你详细写出2001年主要的优先次序，以及行动。而相关的绩效成果将列入评估中。 这些主要的优先次序，应与作业小组伙伴共同讨论，并最终必须取得总经理的同意。 客户名称： 品牌/产品： 专责AE： 全体小组成员及职责划分： 总经理意见： 时间：
创业计划书 Busin ess Pla n 项目名称：校园KTV 项目负责人：王燕龙联系方式： 班级： 08地理信息系统学号： 项目成员及所在班级： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 保密承诺 本商业计划书内容涉及商业秘密，仅供内部成员和有资助意向的单位或个人审阅，请收到本商业计划书的人做出以下承诺：妥善保管本商业计划书，未经策划本团体同意，不得向第三人公开本商业计划书涉及的商业秘密。
承诺人签字： 年月日 目录 概要 (1) 第一部分企业基本情况 (2) 第二部分企业管理层 (4) 第三部分市场分析 (7) 第四部分产品或服务 (10) 第五部分营销策划 (12) 第六部分财务计划 (14) 第七部分融资及退出 (17) 第八部分风险及控制 (18) 第九部分项目实施进度 (19) 第十部分附件 (20) 概要 _________________ ___________________________ ___ ______________________ ____________ ____________________ _______________________ ________________ _______________ _________________________________ ___ __________________ ________________________ ___ __________________________ _________________________ _ ____________________________ _______________________ __ _____________________________ _____________________ _____ ____________________________ _________________ _________ ____________ ____________ _____________ _____________ ____________________________
Business plan for the pet market Miracle Nov－２２－２００９
E X E C U T I V E S U M M A R Y Pets sold on the market today is very large, an increasing number of younger age groups like to keep as pets and to their partners. They not only satisfied with a simple feeding, but also regard them as their parents. Because they have this mentality, the other relevant market came into being and pets - pet grooming, health care and so on. At present, there are already many such institutions abroad; many domestic first-line has also been developed cities, a similar organization, but due to technical reasons, and other aspects of a single national comparison of many of these institutions In developed city markets,there exists a lackage of all-package organization for all kind of pet second line cities,some service organizations for only one kind of pet still have a large market share,but we need a more effective solution to develop market the consideration,our program is to design the market in Nanning,through the program,we can find a more effective way to learn how the pet service market works and how to explore potential business opportunity.
欢迎阅读创业计划书 Busin ess Pla n 姓名：班级：学号： 姓名：班级：学号： 保密承诺 本商业计划书内容涉及商业秘密，仅供内部成员和有资助意向的单位或个人审阅，请收到本商业计划书的人做出以下承诺： 妥善保管本商业计划书，未经策划本团体同意，不得向第三人公开本商业计划书涉及的商业秘密。
承诺人签字： 年月日 目录 概要 (1) 第一部分企业基本情况 (2) 第二部分企业管理层 (4) _________________________ _ ____________________________ _______________________ __ _____________________________ _____________________ _____ ____________________________ _________________ _________ ____________ ____________ _____________ _____________ ____________________________ _____________________ ______ ___________________________
________________________ ___ ___________________________ __________________________ _ ___________________________ ________________________ ___ ___________________________ ______________________ _____ ___________________________ ___________________ _________ __________________________ ____________________ ________ __________________________ _____________________ _______ _________________________ 成立时间： 注册地点： 企业住址： 二、企业资本 企业资本总额： 首期到位资本：，现金占总资本中的比例： % 企业资本是由以下股东/合伙人/出资者出资组成的：
Business plan for a new business The business plan consists of a narrative and several financial worksheets. The narrative template is the key to the business plan. It contains more than 150 questions divided into several sections. Omit any questions that do not apply to your type of business. When you have finished writing your first draft, you will have a collection of small essays on the various aspects of the business plan. The next stage is to edit them into a smooth-flowing narrative. The real value of creating a business plan is not in having the finished plan in your hand; rather, the value lies in the process of researching and thinking about your business in a systematic way. The act of planning helps you to think things through thoroughly, study and research if you are not sure of the facts, and look at your ideas critically. It takes time now, but will help avoid costly, perhaps disastrous, mistakes later. This business plan is a specific model suitable for high-tech businesses. Before you begin, look atthe 1st section Tailoring the plan. It has tips for fine-tuning your plan to make an effective presentation to investors. If this is why you’re creating your plan, pay particular attention to your writing style. You will be judged by the quality and appearance of your work as well as by your ideas. It typically takes several weeks to complete a good plan. Most of that time is spent in researching and revising your ideas and assumptions. But this is the value of the process. So make time to do the job properly. Those who do so never regret the effort. And finally, be sure to keep detailed notes on your sources of information and on the assumptions underlying your financial data. Tailoring the plan The generic business plan presented should be modified to suit your specific type of business and the audience for which the plan is written. For raising capital For investors Investors have a different perspective. They are looking for dramatic growth, and they expect to share in the rewards: o Funds needed short-term
[YOUR COMPANY NAME] BUSINESS PLAN [YOUR NAME] [YOUR TITLE] [YOUR ADDRESS] [YOUR ADDRESS 2] [YOUR CITY], [YOUR STATE/PROVINCE] [YOUR ZIP/POSTAL CODE] [COUNTRY] [YOUR PHONE NUMBER] [YOUREMAIL@https://www.doczj.com/doc/9518391266.html,] [YOUR WEBSITE ADDRESS] [DATE]
Table of Contents Statement of Confidentiality & Non-Disclosure3 Executive Summary4 Business Description4 Products and Services4 The Market4 Competition5 Operations5 Management Team6 Risk/Opportunity6 Financial Summary6 Capital Requirements7 1. Business Description9 1.1 Industry Overview9 1.2 Company Description9 1.3 History and Current Status10 1.4 Goals and Objectives10 1.5 Critical Success Factors10 1.6 Company Ownership11 1.7 Exit Strategy11 2. Products / Services12 2.1 Product/Service Description12 2.2 Unique Features or Proprietary Aspects of Product/Service13 2.3 Research and Development14 2.4 Production14 2.5 New and Follow-on Products/Services15 3. The Market16 3.1 Industry Analysis16 3.2 Market Analysis18 3.3 Competitor Analysis20 4. Marketing Strategies and Sales23 4.1 Introduction23 4.2 Market Segmentation Strategy23 4.3 Targeting Strategy23 4.4 Positioning Strategy24 4.5 Product/Service Strategy24 4.6 Pricing Strategy25 4.7 Distribution Channels26 4.8 Promotion and Advertising Strategy26 4.9 Sales Strategy27 4.10 Sales Forecasts28 5. Development29 5.1 Development Strategy29 5.2 Development Timeline29 5.3 Development Expenses29