典型错误的商业计划书

                      Products or Services: Describe what you do, and how your solution fits into the market opportunity.

                      Market Traction: Describe how you have succeeded in attracting customers, marketing and distribution partnerships, and other alliances that demonstrate that experts in your market are betting on your solution.

                      Competitive Analysis: Identify your direct and indirect competitors, and describe how your solution is better.

                      Distribution and Marketing Strategy: Describe how you will go to market, how you will price your products, etc.

                      Risk Analysis: Identify major sources of risks, and describe how you are mitigating them.

                      Milestones: Showcase a strong past track record, and describe key checkpoints for the future.

                      Company and Management: Provide the basic facts about your company - where and when you incorporated, where you are located, and brief biographies of your core team.

                      Financials: Provide summaries of your P&L and cash flows, and the assumptions used to come up with these. Also describe your funding needs, how you will use the proceeds, and possible exit strategies for investors.

As stated earlier, there is no "right" structure - you will need to experiment to find the one that best suits your business.

Your business plan is very often the first impression potential investors get about your venture. But even if you have a great product, team, and customers, it could also be the last impression the investor gets if you make any of these avoidable mistakes.

Financial Model Mistakes

Forgetting Cash

Revenues are not cash. Gross margins are not cash. Profits are not cash. Only cash is cash.

For example, suppose you sell something this month for $100, and it cost you $60 to make it. But you have to pay your suppliers within 30 days, while the buyer probably won't pay you for at least 60 days.

In this case, your revenue for the month was $100, your profit for the month was $40, and your cash flow for the month was zero. Your cash flow for the transaction will be negative $60 next month when you pay your suppliers.

Although this example may seem trivial, very slight changes in the timing difference between cash receipt and disbursement - just a couple of weeks - can bankrupt your business.

上一页  [1] [2] [3] [4] [5] [6]  下一页