巴西市场商业计划书-英(1)

BUSINESS DYNAMICS: BRAZIL Euromonitor InternationalMay 2017LIST OF CONTENTS AND TABLESChart 1SWOT Analysis: Brazil (1)Regulatory Environment (1)Time Taken To Pay Taxes Is the Highest Globally in 2017 (1)Chart 2Overview of the Business Environment in Brazil (2)Operating Risks (2)Corruption Is Prevalent, But Lower Than Peers (2)Chart 3Case Study on Operating Risks: Brazil (3)Chart 4Operational Risks in Brazil (3)Access To Finance (4)Brazil Continued To Record the Highest Annual Lending Rates Regionally in 2017 (4)Chart 5Finance in Brazil (4)Transport and Infrastructure (5)Fourth Highest Logistics Ranking in the Region (5)Chart 6Infrastructural Environment in Brazil (5)Communications and Innovation (6)A Relatively Developed Ict Environment (6)Chart 7Case Study on Communication and Innovation: Brazil (7)Chart 8ICT Environment and Innovation in Brazil (7)Education and Skills (8)Skill Shortage Is A Key Challenge (8)Chart 9Education and Skills in Brazil (9)Employment and Labour Costs (10)Youth Unemployment Rate Surged To Reach A Record High Level in 2016 (10)Chart 10 An Overview of the Labour Market in Brazil (10)Regional Comparison (11)Chart 11Chart 11 Overview of Regional Comparison (11)BUSINESS DYNAMICS: BRAZILBrazil’s business environment benefits from generally open policies towards foreign direct investment (FDI), government support to infrastructure and innovation activities, and a developing information and communications technology (ICT) sector. However, several challenges remain in the form of excessive bureaucratic procedures, a cumbersome tax system, persistent corruption, rigid labour market and weak quality of education.Chart 1 SWOT Analysis: BrazilSource: Euromonitor InternationalREGULATORY ENVIRONMENTTime Taken To Pay Taxes Is the Highest Globally in 2017Brazil ranks to be one of the most difficult places to do business in Latin America:▪Brazil’s economic freedom ranking deteriorated over 2011-2017, making it the eighth most economically unfree nation regionally in 2017, due to its weak fiscal position, high state intrusion and inefficient regulations;▪Generally open policies towards FDI exist in Brazil, but limitations persists in certain sectors, including health, mass media, telecommunications and aerospace. The government in March 2016 passed a bill to ease restrictions on FDI in the airline companies to 49.0% from 20.0%, and also seeks to open agricultural lands to foreign buyers;▪The Ease of Doing Business ranking worsened in the past two years, making Brazil the 10th most difficult place to do business in Latin America in 2017, owing to excessive levels of red tape that prevail in its business regulations;▪Brazil recorded the fourth highest total tax rate regionally in 2017. While the country does offers tax rebates for exporters and investment made in less developed areas, the effective tax burden remains very high.Chart 2 Overview of the Business Environment in BrazilSource: Euromonitor International from the World Bank/Heritage FoundationNote: The Index of Economic Freedom Rankings 2017 are out of 180 nationsOPERATING RISKSCorruption Is Prevalent, But Lower Than PeersBurdensome regulations and persistent corruption make it difficult for businesses to operate: Corruption remains prevalent in Brazil despite various government initiatives. The Clean Company Act 2014 stipulates strict penalties for companies whose employees engage in corrupt acts. Under the ongoing ‘Operation Car Wash’, Brazil’s former President Dilma Rousseff was ousted in August 2016, accused of corruption;Brazil’s 2015 regulatory qua lity ranking worsened over the years and stood relatively lower, as firms operating here are known to suffer from long bureaucratic delays, efficiency losses, and additional costs owing to red tape.Chart 3 Case Study on Operating Risks: BrazilSource: Euromonitor InternationalChart 4 Operational Risks in BrazilSource: Euromonitor International from Transparency International/Institute for Economics andPeace/UNDOC/World BankNote: Global Terrorism Index 2016 scores were calculated for 162 countries. A higher score (out of 10.0) in the Global Terrorism Index implies a worsening country environment related to terrorism. A higher ranking in the Rule of Law Index implies better governanceACCESS TO FINANCEBrazil Continued To Record the Highest Annual Lending Rates Regionally in 2017It is getting tougher for businesses to get credit in Brazil, but the central bank recently slashed its key interest rate:▪Given low economic activity and inflation, between October 2016 and April 2017, Brazil’s Central Bank slashed its key interest rate by 300 basis points in total to reach 11.25%, signalling the reduced cost of borrowing;▪A low level of information available on borrowers as well as lenders, signals higher occurrences of defaults and fraudulence, making getting credit difficult in Brazil;▪To control inflation the central bank continuously raised interest rates over 2013-2016, causing the annual lending rate to rise to reach its highest level of 52.3% in more than a decade. Prolonged recession over 2013-2016, contributed to the rise in bank nonperforming loans over the years to become the fourth highest regionally in 2016;▪The country’s Stock Market Index was one of the worst performing globally as it contracted by 13.4% over 2011-2016, owing to four years of prolonged recession that caused both investor and consumer confidence to plunge.Chart 5 Finance in BrazilSource: Euromonitor International from IMF/IFS/World Bank/World Federation of Exchanges/national sources/OECD/UNTRANSPORT AND INFRASTRUCTUREFourth Highest Logistics Ranking in the RegionBrazil has a generally weak infrastructure network with logistics and transport services doing poorly:▪Brazil recorded the fourth highest ranking regionally in the Logistics Performance Index 2016, as its ranking improved since 2014, partly due to a higher score in the efficiency of customs and border clearance sub-category. However, the share of paved roads in Brazil was only 12.1% in 2016 compared to the OECD and Latin American averages of 70.6% and 21.0% respectively, contributing to logistical bottlenecks and rising transportation costs;▪In June 2015, the government launched an infrastructure package worth US$64.0 billion; a third of the amount will be spent by 2018 on transport infrastructure and the rest will be rolled out gradually commencing from 2019.Chart 6 Infrastructural Environment in BrazilSource: Euromonitor International from ICAO/World Bank/national statistics/IRF/International Union of Railways (UIC)/EurostatNote: A higher score in the Logistics Performance Index (and its sub-categories) implies a better logistical environmentCOMMUNICATIONS AND INNOVATIONA Relatively Developed Ict EnvironmentThe government is taking steps to enhance digital coverage in rural areas:▪Brazil’s Networked Readiness Ranking worsened over 2011-2016, but stood higher than most of its peers, thanks to its large mobile subscription rate. Purchase of digital devices is on the rise, driven by declining technology prices, an expanding access network and a growing ‘new middle class’. However, regional disparities in purchasing power and educ ation levels impact possession rates, as does the state of the network infrastructure. In 2015, the government announced a new National Broadband Plan, to encourage higher coverage among poorer consumers;▪R&D intensity of 1.2% in 2016 was the highest regionally, thanks to various government programmes launched to boost R&D amongst private enterprises.Chart 7 Case Study on Communication and Innovation: BrazilSource: Euromonitor InternationalChart 8 ICT Environment and Innovation in BrazilSource: Euromonitor International from UNCTAD/Eurostat/ITU/WEFNote: Networked Readiness Ranking (NRR) 2011 is out of 138 nations and NRR 2016 is out of 138 nations EDUCATION AND SKILLSSkill Shortage Is A Key ChallengeHigher education rate is rising, but was the second lowest regionally in 2016:▪While Brazil’s higher education rate continuously rose over 2011-2016, it still stood as the second lowest regionally in 2016, as a large proportion of Brazilians cannot afford to pay for higher education;▪Brain drain is somewhat a problem, but Brazil’s resilience during the 2008-2009 globalfinancial crisis has helped ease it. The low quality educational system continues to generateskills shortages that are most evident for positions like doctors and engineers, hampering innovation in its high-tech industries.Chart 9 Education and Skills in BrazilSource: Euromonitor International from national statistics/UN/Eurostat/OECD/UNESCONote: PISA stands for Programme for International Student AssessmentEMPLOYMENT AND LABOUR COSTSYouth Unemployment Rate Surged To Reach A Record High Level in 2016Brazil has a very rigid labour market, due to its tough hiring and firing procedures:▪Huge layoffs across sectors caused the unemployment rate to reach its highest level in more than a decade in 2016 and the youth unemployment rate to reach its record high level of28.9% in 2016;▪Despite continuous decline, both wage per hour and in manufacturing ranked amongst the highest regionally in 2016, adversely impacting the competitiveness of Brazil’s manufacturing and services sectors. Conversely, the country’s mo nthly minimum wage stood relatively low in 2016, but the government recently increased it to BRL937 (US$288) in 2017 from BRL880 (US$270) in 2016;▪Powerful and well-organised labour unions have led to lack of flexibility in wage determination. Chart 10 An Overview of the Labour Market in BrazilSource: Euromonitor International from ILO/Eurostat/national statistics/World BankNote: (1) ‘Wholesale and Retail Trade’ includes Repair of Motor Vehicles, Personal and Household Goods;(2) ‘Financial Intermediation’ includes Real Estate, Renting and Business Activities;(3) ‘Undefined sectors’ refers to activities not adequately defined elsewhere in the other categories REGIONAL COMPARISONChart 11 Chart 11 Overview of Regional ComparisonSource: Euromonitor International from International from International Monetary Fund (IMF)/International Financial Statistics/ International Labour Organisation (ILO)/Eurostat/national statistics/World EconomicForum/World Bank。

Business Plan (English Version)Executive SummaryThis business plan outlines the strategy and profitabilityprojections of our startup company, which will provide innovative software solutions to businesses in the healthcare sector. Our team has extensive experience in both healthcare and software development, and we are confident that our product will meet a critical need in the market. We project growth to be swift and steady, with profitability achieved within three years.Company OverviewOur company, HealthTech Solutions, will develop software that streamlines the operations of healthcare businesses, including hospitals, clinics, and private practices. Our team includes experienced software developers, as well as healthcare professionals with backgrounds in nursing, medicine, and administration. We will be headquartered in New York City, with a satellite office in San Francisco.Market AnalysisThe healthcare market is ripe for disruption, with many businesses still relying on outdated technology and manual processes. In the United States alone, healthcare spending reached $3.5 trillion in 2017. Our software will appeal to businesses seeking to increase efficiency and reduce costs, while improving patient outcomes. We will target mid-to-large sized healthcare organizations, with plans to expand into smaller practices in the future.Product DescriptionOur flagship product, HealthTrack, is a cloud-based softwaresolution that integrates all aspects of healthcare operations into one platform. Its modules include medical records management, appointmentscheduling, billing and insurance management, and patient engagement tools. The platform will be highly customizable, with different modules available based on the client’s needs.Revenue ModelWe will employ a subscription-based revenue model, charging clients a monthly fee based on the number of users and modules they require. We anticipate that our software will save clients significant amounts of money compared to their current operating costs, leading to high demand for our product.Marketing and Sales StrategiesWe will employ a multi-faceted approach to marketing and sales, including targeted email campaigns, trade show attendance, and referral incentives. We will also offer a free trial of our software to potential clients, and schedule product demos with interested parties. Our sales team will consist of experienced healthcare sales professionals, who have a deep understanding of our target market.Financial ProjectionsWe project a steady increase in revenue over the first three years of operation, with total revenue reaching $10 million by year three. Our net profit margin is expected to be 30% by year three. Our initial investment will be $1 million, which will cover software development costs, marketing and sales expenses, and operational overhead. We plan to begin seeking additional funding within two years, in order to fuel further growth and expansion.ConclusionHealthTech Solutions is poised to disrupt the healthcare industry with our innovative cloud-based software. Our experienced team is confident in our ability to meet a critical need in the market, while generating significant revenue and profit. We look forward to bringingHealthTrack to healthcare businesses around the world, and to expanding our product offerings in the future.。

市场营销战略征对宝洁公司对巴西市场的开发，我们将以汰渍低价版进入巴西市场为例对宝洁公司的市场营销战略进行分析，将市场营销战略分为以下几个重点战略：产品战略，价格战略，促销战略，品牌战略，分销战略以及管理营销组合。

首先是基于巴西本土情况确定目标市场，巴西约有37%的自立人口从事农业；南部、西部等地居民以畜牧业为主；部分人从事林业和渔业。

工业比较发达，生产的集中程度很高。

巴西人的文化主要是在欧洲文化、印第安文化和非洲文化相互结合的基础上产生的。

在消费方面，巴西人很喜欢分期付款。

当地的超市，在标价时往往都会体现分期付款的价格。

另外，巴西人习惯在周末去超市购物，周末是当地人消费的最主要时间。

全球市场情报公司思纬发布的全球日用品消费调查所获数据，结果显示超过50%的巴西人喜欢“每月大采购一次，另外再加临时购物几次”，大部分巴西人的购物风格是：每月拿到工资以后马上来一次大采购。

而且这种购物风格是一种根深蒂固的习惯。

以宝洁旗下的“汰渍”为例，从2002年开始，它的价格底线先是从元降到元，直到推出元的超低价，直逼成本底线。

而与此同时，汰渍的市场份额也随之一升再升。

2009年，在全球经济衰退的背景下，宝洁迫于成本压力而再度开发低价版的“汰渍”产品，据称削减成本的比例达到20%。

根据宝洁公司已经推出的这款产品，我们将针对巴西市场研发出升级版的低价汰渍，并且将目标市场定位为收入处于中低端的普通家庭，并且考虑到巴西家庭消费情况，将重点消费者定位为家庭主妇。

1.产品战略首先是产品战略，巴西的大部分土地处于赤道线与南回归线之间，只有占全国面积五分之一的土地位于南回归线之南，因而巴西的气候以热带气候为主。

根据气候特点，巴西共分潮湿赤道带、潮湿热带、半潮湿热带、半干旱热带和潮湿亚热带五个气候带。

平均气温从南向北缓慢上升。

巴西每年分旱季和湿季，年降雨量为1500毫米。

半干旱热带在巴西东北部，年降雨量一般低于1000毫米，而且多集中于一段时期，全年大部分时间缺雨。

市场营销战略征对宝洁公司对巴西市场的开发，我们将以汰渍低价版进入巴西市场为例对宝洁公司的市场营销战略进行分析，将市场营销战略分为以下几个重点战略：产品战略，价格战略，促销战略，品牌战略，分销战略以及管理营销组合。

首先是基于巴西本土情况确定目标市场，巴西约有37%的自立人口从事农业；南部、西部等地居民以畜牧业为主；部分人从事林业和渔业。

工业比较发达，生产的集中程度很高。

巴西人的文化主要是在欧洲文化、印第安文化和非洲文化相互结合的基础上产生的。

在消费方面，巴西人很喜欢分期付款。

当地的超市，在标价时往往都会体现分期付款的价格。

另外，巴西人习惯在周末去超市购物，周末是当地人消费的最主要时间。

全球市场情报公司思纬发布的全球日用品消费调查所获数据，结果显示超过50%的巴西人喜欢“每月大采购一次，另外再加临时购物几次”，大部分巴西人的购物风格是：每月拿到工资以后马上来一次大采购。

而且这种购物风格是一种根深蒂固的习惯。

以宝洁旗下的“汰渍”为例，从2002年开始，它的价格底线先是从5.9元降到3.5元，直到推出1.9元的超低价，直逼成本底线。

而与此同时，汰渍的市场份额也随之一升再升。

2009年，在全球经济衰退的背景下，宝洁迫于成本压力而再度开发低价版的“汰渍”产品，据称削减成本的比例达到20%。

根据宝洁公司已经推出的这款产品，我们将针对巴西市场研发出升级版的低价汰渍，并且将目标市场定位为收入处于中低端的普通家庭，并且考虑到巴西家庭消费情况，将重点消费者定位为家庭主妇。

1.产品战略首先是产品战略，巴西的大部分土地处于赤道线与南回归线之间，只有占全国面积五分之一的土地位于南回归线之南，因而巴西的气候以热带气候为主。

根据气候特点，巴西共分潮湿赤道带、潮湿热带、半潮湿热带、半干旱热带和潮湿亚热带五个气候带。

平均气温从南向北缓慢上升。

巴西每年分旱季和湿季，年降雨量为1500毫米。

半干旱热带在巴西东北部，年降雨量一般低于1000毫米，而且多集中于一段时期，全年大部分时间缺雨。

“梅花牌”服饰进驻巴西市场策划书第一部分：巴西文化分析巴西的文化具有多重民族的特性，巴西作为一个民族大融炉，有来自欧洲、非洲、亚洲等其他地区的移民。

在音乐、舞蹈方面都有十分不同的表现。

一、服装业巴西拥有拉美最为完善的产业体系，经济实力居拉美首位。

巴西是世界主要的纺织服装生产国之一，它是世界第二大粗斜纹布生产国，第三大针织布生产国，第五大服装生产国。

巴西纺织服装从业人员有150万人，企业3万余家。

2005年，巴西纺织服装总产值为260亿美元，主要供应国内市场，出口额仅为22亿美元。

巴西棉花加工业很发达，能满足国内需要，其棉花纤维在国际上具有一定的竞争力。

巴西每年生产100万吨棉纱，原料主要本国供给。

巴西也出口棉花纤维，年出口量从3万吨到30万吨不等。

进口量每年变化也很大。

巴西的服装市场是一个巨大的群体，并不断壮大着，大多数尚未被跨国竞争对手开发。

二、服装搭配（一）民族服装巴西的民族服装色彩艳丽，有着当地民族的特色。

而巴西的民族服装被穿出来最多的时候，就是在巴西当地的舞蹈展示给世人的那一刻。

非洲人带来了桑巴舞，在热情奔放的音乐节奏中剧烈抖动身体，双脚飞快地移动、旋转，身着炫彩服饰的桑巴舞者曼妙的舞姿让人眼花缭乱。

葡萄牙人又带来了狂欢节，狂欢节里跳桑巴、看桑巴是巴西人生活必不可少的一部分。

在狂欢节的时候巴西人会穿上各种民族服装来庆祝节日。

（二）正式服装在正式场合，巴西人的穿着十分考究。

他们不仅讲究穿戴整齐，而且主张在不同的场合里，人们的着装应当有所区别。

在重要的政务、商务活动中，巴西人主张一定要穿西装或套群。

在一般的公共场合，男人至少要穿短衬衫、长西裤，女士则最好穿高领带袖的长裙。

（三）运动服装对巴西人来说，足球是运动，但更是文化。

每当联赛或重大国内国际比赛进行时，巴西人常常举家前往观战，整个城市万人空巷，而赛场人山人海。

巴西几乎人人都是球迷，巴西人笑称“不会足球、不懂足球的人是当不上巴西总统的，也得不到高支持率”。

目录Contents第一章摘要 (1)Chapter I Description 1 第二章公司介绍 (2)Chapter II Brief Introduction to the Company 2 第三章商业发展计划 (7)Chapter III Business Development Program 4一、南非投资环境 (7)1. Investment Environment of South Africa 4二、投资计划 (9)2. Investment Program 4三、人员培训计划 (14)3. Personnel Training Program 6四、企业的发展趋势 (18)4. Development Trend of the Enterprise 8 第四章公司管理 (23)Chapter IV Management 11一、组织管理结构图 (23)1. Schetch of Organizing and Management Structure 11二、人力资源 (24)2. Human Resources 11三、管理体系 (36)3. Management System 16 第五章市场分析 (41)Chapter V Market Analysis 19一、市场需求情况 (41)1. Market Demand 19二、市场的确定 (44)2. Target Market 20三、市场营销计划 (46)3. Marketing Program 21四、竞争者情况和市场占有额 (48)4. Competitors and Market Share 22 第六章生产过程 (50)Chapter VI Process of Production 23一、原料供应商情况 (50)1. Situation of Suppliers 23二、产品制造过程的描述 (53)2. Description on Process of Manufacture 24（一）预处理工序的制作过程 (55)1) Process of Preliminary Treatment 24（二）钢化工序的制作过程 (59)2) Process of Tempering（三）夹层工序的制作过程 (61)3) Process of Laminating 27 第七章财务计划 (65)Chapter VII Financial Program 29一、财务管理 (65)1. Financial Management 29二、资金的来源、使用及回收期预测 (65)2. Estimation on Source and Use of Fund and Payoff Period 29三、财务成果预测 (66)3. Estimation on Financial Outcome 29 第八章结论 (70)Chapter VIII Conclusion 32摘要Chapter I Description这份《商业计划书》是南非旭日安全玻璃有限公司为在南非建厂而制作的一份文件。

商业计划书英文版Business PlanIntroduction:The purpose of this business plan is to outline the strategies and objectives for establishing and operating a new business venture. The business, which will operate under the name [Company Name], aims to provide [Product/Service] to [Target Market]. This document will present a comprehensive overview of the business concept, market analysis, marketing strategy, organizational structure, financial projections, and risk management plan.1. Executive Summary:[Company Name] is a start-up company that aims to offer[Product/Service] to [Target Market]. With a mission to [Mission Statement], we intend to meet the needs and preferences of our target customers by offering a unique value proposition. Our goal is to establish a strong presence in the market and become a trusted and preferred provider within [Industry].2. Business Concept:The business concept of [Company Name] revolves around delivering high-quality [Product/Service] to meet the demands of our target customers. We will differentiate ourselves from competitors by [Unique Selling Proposition]. Our core values include [Core Values], which will guide our operations and decision-making processes.3. Market Analysis:3.1 Market Overview:- Description of the target market- Market size and growth potential- Market trends and customer preferences3.2 Competitive Analysis:- Identification of key competitors- Analysis of their strengths and weaknesses- Assessment of market opportunities and threats3.3 Customer Analysis:- Target customer demographics and psychographics- Identifying customer needs and preferences- Evaluation of customer buying behavior4. Marketing Strategy:4.1 Product/Service Offering:- Detailed description of the product/service features and benefits - Unique selling points and competitive advantage4.2 Pricing Strategy:- Pricing objectives and rationale- Pricing structure and positioning4.3 Promotion and Advertising:- Advertising channels and strategies- Promotional campaigns and initiatives- Online and offline marketing activities4.4 Distribution Strategy:- Channels of distribution- Logistics and supply chain management5. Organizational Structure:5.1 Management Team:- Overview of key management personnel and their roles - Skills and expertise of each team member5.2 Staffing and Human Resources:- Recruitment and training strategies- Human resource policies and procedures5.3 Organizational Culture:- Core values and company culture- Employee engagement and motivation6. Financial Projections:6.1 Start-up Costs:- Breakdown of initial investment requirements - Sources of funding6.2 Revenue Forecast:- Sales projections for the first three years- Pricing and sales volume assumptions6.3 Operating Expenses:- Fixed and variable costs- Overhead expenses6.4 Cash Flow Analysis:- Cash inflow and outflow projections- Break-even analysis and profitability assessment 7. Risk Management Plan:7.1 Identification of Key Risks:- Market risks- Operational risks- Financial risks7.2 Risk Mitigation Strategies:- Measures to minimize risks- Contingency plansConclusion:This business plan outlines the strategies, objectives, and financial projections for [Company Name]. With a solid understanding of the market, a differentiated product/service, and a strong marketing strategy, we aim to achieve success and profitability. We are confident that our dedicated team and innovative approach will position us as a leader within the [Industry] sector.。

商业计划书（英文）商业计划书的英文版该如何写呢?下面是小编为大家整理的：商业计划书(英文)，欢迎大家参阅，更多资讯尽在工作计划栏目!商业计划书(英文)BUSINESS PLANBillion Team International Investment Ltd.Unit I 3/FGood Harvest Ctr 33 On Chuen St. FanlingHongkong************(86************[Your Name][DATE]TABLE OF CONTENTSExecutive Summary..........................Management..................................[Company] History...........................[Product/Service] Description.............Objectives..................................Competitors................................Competitive Advantages...................Innovation..................................Pricing..................................Specific Markets..................................Growth Strategy....................................Market Size and Share..........................Targeting New Markets.......................Location..................................Manufacturing Plan................................Research & Development......................Historical Financial Data........................Proforma Financial Data.........................Proforma Balance Sheet.........................Cost Control..................................Effects of Loan or Investment...............Attachments..................................Executive Summary[My Company] was formed as a [proprietorship, partnership, corporation] in [Month, Year] in [City, State], by [John Doe] in response to the following market conditions:[Startup, growth] opportunities exist in [Product/Service].The need for use of efficient distribution and financial methods in these overlooked markets.[I/We] have several customers who are willing to place large [orders,contracts] within the next three months.Several other prospective [customers/clients] have expressed serious interest in doing business within six months.[I/We] previously owned a company that was active in the widget markets. Over the past few years I spent much time studying ways to improve overall performance and increase profits. This plan is a result of that study.The basic components of this plan are:1. Competitive pricing2. Expand the markets3. Increased advertising4. Lower our unit costs,5. Thereby achieving higher profits.1. Sign contracts2. Increased advertising3. Increase office staffTo this end, [I/we] need investment from private individuals and/or companies. A total of $XXX is being raised which will be used to finance working capital, plant and equipment. The company will be incorporated and common stock issued to investors. The company will be run as a [proprietorship, partnership, corporation].Financial GoalsYear 1Year 2Year 3Sales$1,000,000$1,400,000$1,600,000Net Income$25,000$250,000$375,000Earnings per share.01.12.14Management[Name][Title][Experience]Sales growth from zero to $1,000,000 in five years.Led market in market share - 30%.Formulated advertising budgets & campaigns.Pioneered new distribution channels.Established national sales force.Established national repair & service centers.Brought new and innovative products to the market.Designed point-of-purchase materials.[Education}University of BostonBoston, MAB.A. - Computer SciencesShort BiographiesPresidentJohn Q. Doe, Chief Executive Officer, and Director since February 1988 and President since January 1990. Mr. Doe was the founder and Chief Executive Officer of the original operating company known as Random Excess, Inc. He has had experience in the widget field with his own firm, John Doe Co., of Oshkosh (Wisconsin), from 1980 to 1987. This firm was sold to FatCat Widgets, Inc. in 1987. Mr. Doe has held a sales position with U S West Inc. since then. Mr. Doe graduated from the University of Color ado in 1981 with a bachelor’s degree in philosophy. Mr. Doe is employed by the Company on a full-time basis.Chief Financial OfficerRichard Roe, CPA, Chief Financial Officer, Treasurer and Director. Mr. Roe joined Random Excess, Inc. in December 1988 as a corporate controller and was named Chief Financial Officer in July 1989. Mr. Roe was appointed Treasurer and a Director in July 1990. He served as corporate controller of XYZ Lumber Company from August 1981 to December 1988. Mr. Roe graduated from Metropolitan State College in Denver, Colorado in 1976 with a bachelor’s degree in accounting. Since 1979 hehas been licensed as a Certified Public Accountant in the State of Colorado and is a member of the American Institute of Certified Public Accountants. Mr. Roe is employed by the Company on a full-time basis.Vice PresidentJoe Dokes, Secretary, Executive Vice President and Director. Mr. Dokes supervises the company’s sales and implementations to its largest corporate customers, including US West, Great West Life Insurance, etc. Mr. Dokes has served as Secretary and a Director since February 1988, Vice President of Operations from February 1988 to December 1988, President of the Company from December 1988 to January 1990 and Vice President of Contract Sales since January 1990. He has been involved since 1986 with the private company originally formed as Random Excess, Inc., where his duties included managing the purchasing and sales department. From November 1984 to May 1986 he managed the sales department at Integrated Management Systems, Inc. From June 1983 to October 1984 he was a buyer for Adams County, Colorado, School District 50. Mr. Dokes attended Oklahoma State University in 1980 and 1981 and Trinidad State College in Trinidad, Colorado in 1981 and 1982. He did not receive a degree from either university. Mr. Dokes is employed by the Company on a full-time basis.Vice PresidentSally Seaugh Vice President of Marketing. Ms. Seaugh has been the Company’s Vice President of Marketing since November 1988. From September 1986 to October 1988 she was involved in business development and marketing for United Bank of Aurora (Colorado). From February 1980 to August 1986 she was self-employed as an independent oil and gas landman. Ms.Seaugh graduated from the University of Denver in 1974 with a bachelor’s degree in Education. She is employed by the Company on a full-time basis.ResponsibilitiesJohn Q. Doe, Chief Executive Officer - Responsible for entire operation. Oversees management function and all other executives.Salary - $60,000.Richard Roe, CPA, Chief Financial Officer - Responsible for financial operations, accounts payable, accounts receivable, interaction with auditors, investor relations. Salary - $40,000 Joe Dokes, Executive Vice President - Responsible primarily for sales and sales support.Salary - $35,000Sally Seaugh Vice President of Marketing. Responsible for marketing, human resources and training.Salary - $30,000.Total Executive Compensation$165,000.[This Page is for an Organization Chart, if applicable.][Company] HistoryIn [Month, Year] [I/we] formed a [Product/Service] company that manufactured start-of-the-art complex widgetry. This company was located in [City, State]. [I/we] formed this company as a [proprietorship, partnership, corporation]. Others involved in this business were: [names].The main goal of this company was to [explain].Financing was arranged through [home equity loans, savings, venture capital, friends and family, etc.] [Explain terms, rates and ability to repay.]This venture was very successful in generating and increasing sales, but was not effective in achieving profitability. The main reason for this was the amount of actual overhead experienced. This overhead was not initially anticipated by me at the beginning of that venture. Items including credit checking, warranty program management, extensive travel, maintaining warehouse stock and the management and expense of a national sales force were expenses not originally forecast or expected. With this level of overhead, it was mathematically impossible to achieve profitability.or:This venture was very successful in generating and increasing sales, as well as effective in achieving profitability. This was due to the following reasons:[Reason 1}[Reason 2][Reason 3]OR:[My Company] was recently conceived and is still in the beginning stages. To this point the following has been accomplished:§ A team consisting of [list names and primary responsibility.(i.e John Doe - Marketing) has been formed.§ A prosp ective [customer/client] list has been drawn up.§ Strategy meetings are being held every Monday, Wednesday and Friday evenings.§ This business plan has been drawn up.[Now link the past to the future - why a former company will lead into this one or how your present company and history will lead into any future plans. A short paragraph should suffice.]We are now able to adequately address the markets we have targeted. We have adjusted our staff, redirected our advertising and sales force, and have added the products necessary to meet the needs and expectations of our customers.[Product/Service] Description[My Company] intends to offer [product/service]. This [product/service] offers our customers the best possible solution as it:§ Offers the lowest price on the market§ Is the most technically advanced§ Offers more useful features§ Saves them time and money§ Offers our users better value per dollar spent§ Provides an alternative way to achieve a similar task.§ Provides a service which is not pre sently available in this area.§ Is strengthened by a team with combined experience of XX years.§ Saves them time and money§ Provides an alternative, cost effective way for them to realize a similar goal.We have a [copyright, service mark, trademark] or [exclusive agency, marketing rights] for this [product/service]. This agency will last until XXX at which time it may be extended for XX years or terminated. This agency agreement is cancelable upon XX days written notice.The [product/service] has a useful life of XX years. To distribute this product so that it remains usable for our customers, we must use the following methods of storage and transportation:1. Overnight delivery2. Cold storage3. Incorporate preservatives4. Shipment within two weeks to distributors.5. Specially padded boxcars.Even though the technology used to create this product is new, we expect that others will be able to substantially reproduce our patented results within XX years. To remain on the leading edge of this product, we will need to devote approximately XX% of revenues toward research and development. Also due to the fast changing nature of this industry, we will need to retrofit these machines within XX years at customer expense. Our manufacturing plan has considered this.[If general service to be offered is not obvious, such as carpet cleaning, sales rep, lawn care, consulting, etc. explain what service is. Then give a detailed description of your particular service and its uniqueness.]Short Examples:1. Our carpet cleaning machinery is state-of-the-art.2. Our consulting practice will address these specialized areas: [list]3. We will only rep these specific product lines. [list]Even though at this time our expertise is unique in the marketplace, we expect advances to be made and competitors to arise and offer similar services. We will meet this challenge by:1. Hiring staff specialized in these new areas.2. Increase our continuing education and training expense.3. Adding complementary lines.4. Make regular investments in new equipment.ObjectivesLong Term[My Company] believes very strongly in technical, financial, business and moral excellence. T o secure a stable future for all those connected with [My Company] we have set the following long term goals:Present market is estimated at $XXX. Our goal for market share is XX%.We want to be considered by our peers to be the market leader in sales as evidenced by:Trade industry awardsHigh end of scale in financial ratiosMajor market shareTechnical excellence (awards, honors, etc.)Community involvement (Rotary, United Way, etc.)Short TermMarket share goals -1. First Year XX%2. Second Year XX%3. Third Year XX%4. Fourth Year XX%[Decrease, Maintain] costs through acquisition of new plant and equipment. Increase productivity by investing in employee training and education.1. Budget for complete computer training for appropriate applications.2. Set up, Maintain] employee benefit program for continuing college education.3. Budget for necessary seminars and/or continuing job-specific education.4. Maintain state-of-the-art accounting system for carefultracking.5. Monthly reports on financial status vis-a-vis the industry.6. Aggressive recruitment of the best technical staff in the industry.7. Support company involvement in various local and national charity events.CompetitorsNameAddressCity, StateStrengths:§ Location - next door to supplier factory, on major artery, close to terminal, etc.§ Pricing - Low cost producer, known for aggressive pricing policy.§ Delivery - ships overnight to anywhere in the world.§ Management - Everyone has an MBA from Harvard.Weaknesses§ Service - takes more than 3 months to receive spare parts.§ Dedication - If it’s sunny, they’re on the golf course or ski slope.§Machinery - Slowly approaching obsolescence unless replaced within six months.§ Overhead - Spend lavishly on corporate dining room, limousines and champagne.Competitive AdvantagesThe distinctive competitive advantages which [My Company] brings to this market are:Experience in this market. [I/we] have XXX years of hands-on experience in this industry.Sophistication in finance and distribution. This results in my being the low cost supplier in these price sensitive markets.The philosophy of [My Company] is to price not just according to our costs, but also according to what the market will pay.Our targeted minimum gross profit margin for a category must be XX%.By pricing to the market, [I/we] will achieve higher sales and therefore increase my buying power. As the amounts of my purchases increase, my per unit costs of shipping decrease and [I/we] will achieve higher discount levels from my suppliers. Through these economies of scale, many items currently on the market can be sold with lower prices, yet a higher net profit.Product pricing will include a range of quantity discounts as well as an early payment discount.Rather than being strictly regional, [I/we] will expand into the national market.To control foreign exchange risks, [I/we] will monitor the markets and hedge accordingly. [I/we] will also use overseas bank accounts.With those companies with which [I/we] have established a relationship or are known to be financially secure, [I/we] will work on a pre-pay basis. This allows me greater discounts.A level and policy of Capitalization that will allow me to fully address the respective markets with comprehensive marketing and customer service plans.By keeping my overhead low, [I/we] will be able to funnel my profits back into operations thus avoiding high debt ratios or lost sales opportunities.A quarterly direct mail campaign directed at both currentcustomers and prospective new customers consisting of an informative newsletter.A toll-free national 800 number will be used for customer orders and inquiries.[I/we] will print complete four-color catalogs on a yearly basis. Price lists will be updated as needed. [I/we] intend to be aggressive in trade magazine advertising.Consideration will also be given to attending trade shows around the country.With this level of capitalization, should an unexpected downturn occur, [I/we] will be able to continue operations on a positive scale.Innovation. [I/we] have a history of innovative ideas.[List your most meaningful ideas and any new ideas you have for the future.]The distinctive competitive advantages which [My Company] brings to this market are:Experience in this market. [I/we] have XX years of hands on experience in this industry.Sophistication in management and finance. We are able to run an efficient and lean structure, yet still provide quality service to our clients and customers.Because of the nature of this industry, we will be able to rent office space in more moderately priced buildings.As a unique service company, we will be able to keep our margins high, allowing us to provide internal financing for growth possibilities.A level and policy of Capitalization that will allow [me/us] to fully address the respective markets with comprehensive marketing and customer service plans.By keeping my overhead low, [I/we] will be able to funnel my profit s back into operations thus avoiding high debt ratios or lost sales opportunities.Our initial marketing campaign will allow us to book a sufficient amount of business so that we can implement our telephone customer service support program.Innovation[I/we] have a history of innovative ideas.[List your most meaningful ideas and any new ideas you have for the future.]SummaryThrough [my,our] leadership, [I,we] will be able to reduce overhead as a percentage of sales thereby increasing the amount of profit to be retained in the business. Because of our pricing policy, more people will purchase our merchandise thus increasing the size of the market and we will be increasing our market share. What [My Company] proposes to use are just good solid business sense, economies of scale, and the use of efficient financial techniques. This will allow us the following options: § increase service§ increase advertising§ reduce prices§ increase profits§ i ncrease selectionThrough [my,our] leadership, [I,we] will be able to reduce overhead as a percentage of sales thereby ncreasing the amount of profit to be retained in the business. What [My Company] proposes to use are just good solid business sense, economies of scale, and the use of efficient financial techniques. This will allow us the following options:§ increase customer service§ increase advertising expenditures§ increase profits§ increase selection of services offeredThis plan will give us tremendous flexibility to use any of these options or a mix of them to effectively attack our target markets and meet our long term goals. This combination of experience, sophistication, capitalization and innovation will assist [My Company] as it strives to reach its sales, profit and return objectives.PricingBefore [I/we] set the price for my complex widgets, [I/we] determined on a unit basis what my costs were going to be. [I/we] then determined what the market price was for the normal widget. At this price it was determined that for all but the lowest sales projections, this product would turn a profit at this price. However, since our complex widgets offer additional features, we felt that we could price it approximately 50% above simple widgets.To test this price, we called a database of 50 large users of simple widgets. We first questioned them about the desirability of our extra features and then asked them directly if this price would be acceptable if such a product were available. We found that 75% of those polled would be interested in this product. Of this 75%, we received 10 firm orders representing approximately 30% of this group.OR:We have determined that the market price is $ XX per unit. This will equal a margin of XX%.OR:Our unit cost has been figured at $XX. We need a margin of XX% to pay our overhead and earn a sufficient profit. Therefore, our selling price will be $XX.Before [I/we] set the price for our [service], [I/we] forecast what our fixed monthly costs were going to be. [I/we] then determined what the market rate for comparable services were. At this rate it was determined that for all but the lowest billing projections, this [Service] would turn a profit at this rate.[Optional, if applicable]However, since our service is unique and demands a higher level of expertise, we felt that we should bill above other comparable rates.Specific MarketsMarket #1General HistoryThe first widget was introduced into the market in 1036. Widgets remained much as the original production until well into the 20th century when computer modeling showed that there could be some enhancements made to the basic widget. The market for widgets has been generally steady with market growth closely following the typical population growth. At this time there are approximately 1,500 companies worldwide making comparable simple widgets.Lawn care companies have enjoyed a period of steady growth over the past twenty years. This demand is due to many factors, not the least of which is the advance of lawn care technology. In our proposed marketing area, there are 25 lawn care services.Entry StrategyOur widget has been designed by the latest in computeraided design. We are able to manufacture our complex widgets on computer driven assembly lines using the latest in robotics manufacturing. This gives us a tremendous price advantage.We intend to market our complex widget through all the normal channels available to simple widgets. These include retail, wholesale, and OEM. To penetrate this market efficiently and swiftly, we intend to initially use commission sales representatives strategically located throughout the USA. We also will start a national advertising campaign targeting the end user in various national publications and on national TV commercials.Our sales representatives will be chosen based on their own experience in the marketplace. It is our intention to hire the best and the brightest among those currently available. Our marketing tests included many of the reps we initially would like to hire.Over the past few years, we have noticed an increase in demand for full lawn care services - not just grass cutting and snow removal. Our computerized office allows us to track our clients needs and schedule house calls on one hours notice.We intend to attack this market very aggressively through the use of:1. A pool of 10 telemarketers.2. House-to-house visits to neighbors of present clients.3. Advertisements in upscale magazines.4. Radio advertisements on weekends.5. Sales calls on real estate management companies.As we are offering a unique service, informing the public of our capabilities is of utmost importance.Growth StrategyAfter having successfully introduced the complex widget into the American market, our expansion will be in two separate areas: increasing sales in the USA and entering various foreign markets.After we have reached our first year sales goals, we intend to offer our sales reps the opportunity to sell our products exclusively by joining our company. We expect that a small percentage will desire to remain independent and these will have to be replaced with our own sales force. We intend to develop further sales reps from within by hiring and training them in our own sales methods. We will increase national advertising and begin targeting smaller accounts and specialty outlets. Additionally, we will conduct in house seminars for various OEM’s demonstrating how the inclusion of complex widgetry into their own products will increase the value of their products.After having successfully completed this entry phase into this market in the geographical are we have chosen, we will then expand our market by doing the following:1. Expand telemarketing pool to 20.2. Increase number of direct sales reps.3. Expand into neighboring cities.Market Size and ShareThe American market for [product/service] is estimated at $8 Billion annual sales based on data furnished by XYZ Survey. We estimate that we can achieve XX% market share within XX years.Marketing data for other markets is in the process of collection.Other MarketsUse the same format for additional markets.Targeting New MarketsTo continue our growth, we will be using the followingmethods to expand our markets and to increase our new areas of doing business:§ Customer contac t - find out their needs§ Look for complementary products§ Trade shows§ World Trade Center “Network”§ U.S. Government trade leads§ State Government trade leads§ On-line computer prospecting and qualification (DIALOG, D&B, etc.)§ Market surveys§ Res earch & developmentLocationRETAIL EXAMPLE:This business will be operated at 123 Any Street. This location is desirable because:1. The traffic flow has been rated at high.2. The rent is below market3. The building has the necessary facilities to operate this business.4. The location is convenient for our customers.We are renting this building on a XX year lease. We will have renovations costing $XXX based upon three estimates. The building is zoned R-3, commercial use.OTHER SAMPLE:This business will be operated at 123 Any Street. This location is desirable because:1. The building is structurally compatible for our use.2. The rent is below market3. The building has the necessary facilities to operate thisbusiness.4. The location is convenient for our freight companies, suppliers, clients and employees.5. Possibility of expansion in the area.We are renting this building on a XX year lease. We will have renovations costing $XXX based upon three estimates. The building is zoned R-3, commercial use.Manufacturing PlanSAMPLE:We will be using a conventional assembly line method of construction of our complex widgets. Our main supplier of component parts will be DEF Manufacturing of Fort Lee, NJ. In the event that they are not able to ship according to our specifications our secondary supplier will be MNO Amalgamated located in Charlotte, NC. These parts will be shipped to us by motor freight.The actual machinery used in the production line will be manufactured by A&M Machine Tools of Arlington, Texas. They also will be doing maintenance under a service contract. This design of machine and assembly will allows us to produce 24 hours a day as the entire assembly process is fully automated with state-of- the-art robotics of American manufacture.With robotics our labor costs and therefore our production costs will be the lowest in the industry. To maintain our advantage we have established lines of communication with all of our potential machinery suppliers. Most importantly we have an ongoing relationship with several universities and are actively participating in various studies and experiments relating to production methods.These machines also incorporate quality checking by lasers.All products must come within XX% of specifications. Also, at regular intervals we will be using human inspection of products and machines.We do not anticipate generating any toxic materials at this time for these products. However, we will be closely monitoring all production to determine if any hazardous materials are being generated. We have contracted with an environmental engineering company to advise us on any possible problems as well as solutions including legal disposal of all hazardous wastes.We anticipate the following outlays for this capital equipment:A&M Machines $XXXService Contract $XXXResearch & DevelopmentSAMPLE:We have already spent a considerable amount of time in researching and developing our complex widgets. We have a very simple laboratory equipped with the basic research equipment we need. We have thus far been able to discover lighter materials and several cost cutting manufacturing methods. The largest achievement to date is the discovery of a water based lubricant that does not disintegrate in rainstorms. We have called this lubricant “H2Ocus-Pocus”.Presently our research is being supervised by our Technical Director, John Q. Public. He will continue in this capacity. Having been the researcher involved with all our activities to this point, he is well qualified to continue our research efforts.Our next research project will center around using this new lubricant in our manufacturing processes and testing of a new material that has come to our attention.。

奇瑞汽车进军巴西市场整合营销策划书目录一、核心思想 (2)二、市场背景分析 (3)（一）巴西汽车市场分析 (3)（二）自主品牌汽车市场分析 (4)（三）巴西市场开拓难点分析 (5)（四）结论 (5)三、产品分析 (6)（一）定位分析 (6)（二）奇瑞的SWOT分析 (6)四、营销策略 (8)（一）营销目标 (8)（二）目标消费者界定以及策略 (8)四、整合营销传播规划 (9)（一）奇瑞新品牌定位 (9)（二）文化营销表现策略 (10)（三）年度整合营销传播目标 (10)（四）不同生命周期的传播策略 (10)（五）公关与促销策略 (11)一、核心思想随着全球汽车行业的迅速发展，我国的自主品牌汽车在国际上也占了越来越多的席位。

在诸多的自主品牌中，奇瑞是国内汽车领域的领导者，但由于中国汽车产业起点低，企业规模小，与欧、美、日等发达国家相比，研发投入少，以及技术的自主开发能力不足，绝大多数国产轿车的核心部件都缺乏自主知识产权。

其次，中国汽车企业在出口市场上“各自为战”，为争夺订单同室操戈，相互压价，再者，自主品牌在国际市场中的认知度不高，与欧美等发达国家仍有较大差距。

据研究显示，我们汽车品牌国际竞争力的综合指数仅是美国的41.3%，日本的42.4%，德国的47.3%，韩国的61.6%。

在这种情况下，如果中国汽车继续使用“价格战”为主要竞争手段，不但使其成本和利润承受巨大压力，国外消费者也不一定买账。

因此，国产汽车品牌必须得转变竞争方式，促进各大品牌的共同发展。

国产汽车销往世界各地，其中南美洲已成为中国第一大汽车出口市场，去年中国向该地区出口汽车28.65万辆，同比增长18.9％，约占中国汽车总出口量的30％.奇瑞、吉利等中国汽车企业通过出口和在当地建厂组装的方式，进入拉美地区的小型汽车市场，并不断扩大汽车生产和销售规模。

其中，奇瑞实施本地化策略，通过在巴西建厂以及在智利赞助该国国家足球队打进世界杯等方式提高品牌知名度，奇瑞位于圣保罗州雅卡雷伊市的新工厂将于近期投产，其在南美巴西的市场前景非常广阔。

Business planfor the pet marketMiracleNov－２２－２００９E X E C U T I V E S U M M A R YPets 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 institutionsIn 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。