How Do I Write a Market Analysis Summary?

An entrepreneurial plan is a knocker for entrepreneurs to knock on the door of investors. It is a written summary of the business the entrepreneur plans to create.

Business Plan

(Written summary of entrepreneurial plan to start a business)

A business plan is a vehicle for finalizing ideas about starting a business with white and black letters. The quality of a business plan often has a direct impact on whether the founder can find a partner, obtain funding and other policy support. How to write a business plan? It depends on the target, that is, the object of the plan, for example, to write to investors? It is still necessary to take a bank loan and write it for different purposes. The focus of the plan will also be different.

Reasonable structure: Investors should be able to find answers to their concerns in the plan and easily find topics of particular interest to them. This requires that the business plan have a clear structure that gives readers the flexibility to choose what they want to read.

Persuade investors with objectivity: Try to make your tone more objective, so that investors have the opportunity to carefully weigh your arguments for persuasiveness, rather than borderless bragging.

Let the public understand: Some entrepreneurs believe they can impress investors with rich technical details, elaborate blueprints, and detailed analysis. They were wrong, and in rare cases, technical experts evaluated the data in detail. In most cases, simple instructions, sketches, and photos are sufficient. If the plan must include the technical details of the product and the production process, you should put them in an appendix.

9 aspects included in a business plan

I. Company Summary:

This part will introduce the company's main industries, products and services, the company's competitive advantages, the time and place of establishment, and the basic situation.

Second, the company's business description:

This section introduces the company's purpose and goals, the company's development plan and strategy.

Product or service:

Introduce the company's products or services, describe the uses and advantages of the products and services, related patents, copyrights, government approvals, etc.

Fourth, income:

Introduce the company's revenue sources and forecast revenue growth.

V. Competition and Marketing:

Analyze existing and future competitors, their strengths and weaknesses, and the corresponding strengths of the company and the direction of defeating competitors

Management team:

Introduce important figures of the company, including their positions, work experience, education level, etc .; the number of full-time and part-time employees of the company; which positions are vacant.

Financial forecast:

The company's financial statements, five-year financial statement forecasts, investment exit methods (public listing, stock repurchase, sale, merger, or merger).

Capital structure:

List of company funds raised and used, company financing methods, capital structure table before and after financing.

Nine, appendix:

Materials supporting the above information: management resumes, sales brochures, product drawings, etc.

In general, the business plan should include the type of business, capital planning and fund sources, the proportion of total funds allocated, stage goals, financial estimates, marketing strategies, possible risk assessments, business motivation, shareholder roster, and scheduled employees The number of people, the specific content generally includes the following eleven aspects:

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The first: career description, what exactly is your career. You must describe what industry you want to enter, whether it is trading, manufacturing or services, what products are sold or what services are provided, who are the main customers, and whether the industry life cycle is in its infancy, growth, maturity or decline. Is the status of entering the business a new venture or joining or undertaking the existing one? So it is necessary to use a sole proprietorship or a partnership or company type. Why can it profit, grow? Are you planning to open or not? Sex.

Second: Product / Service. What exactly are products and services, or both. What are the characteristics of the products? What are the benefits to customers? What are the differences from competitors? If the products or services are innovative and unique, how to make people want to buy and if there are products and services that are not special, Why do others buy.

Third: the market. It s about who you want to sell your stuff to, first define where the target market is, just as I just mentioned: Are the customers in the age group to serve existing customers in the existing market or in the existing market? To develop new customers or to serve existing customers in new markets or to develop new customers in new markets different markets, different customers have different marketing methods. What is marketing is to find who the customer is first, find out the customer and find a way to get the customer to take the money out of his pocket to buy something. When selling, you need to know where the real customers are, what benefits the product has for the customers, which marketing method to use, whether the channel is direct sales or distributors, and how to locate, market, and promote. These all depend on the market size. How big and the market share you want is related to the potential for annual growth. When the market grows, the market share will rise or fall. Is the market fiercely competitive? If not, why should it be priced again, what should be budgeted, what strategies should be adopted, and so on.

Fourth: location. Generally, the company's choice of location may not have a big impact, but if you want to open a store, the choice of location is very important. Otherwise, why should McDonald's open at the corner of the street. Usually a bad location will definitely close the door, and a good location will make a little more profit.

Fifth: competition. Competitive analysis should be done in the following three times, paying attention to the relationship with competitors. 1. When you want to start a business or enter a new market, of course, you must first analyze the competition. 2. Competition is sometimes from direct competitors, sometimes from other industries, so when a new competitor enters the market in which it operates, a competitive analysis is required. 3. Do competitive analysis anytime, anywhere, so that it is best and most labor-saving, you can think about these five directions: who are the closest five competitors, how are their business, how similar are they to the business, and what have they learned from them? , How to do better than them.

Sixth: Management. To establish your own management professional and related background, to understand your own weaknesses, how to complement the strengths and weaknesses between the entrepreneurial teams, how to divide the duties and responsibilities between each other, whether the responsibilities are clearly defined, in addition to whether the team itself has other resources to allocate 98% of the failures of SMEs come from the lack of management, 45% of which are due to the lack of competitiveness in management, and there is no clear solution yet. In addition, 20% is due to the imbalance of professionalism within the company, which requires strengthening its own professionalism. Another 18% are lack of management experience, and need to find complementary business partners to make up. In addition, 9% have no relevant industry experience, 3% are careless by business operators, 2% have been deceived by others, and the last 1% are from natural or man-made disasters.

Seventh: personnel. It is necessary to consider what the personnel needs are, what professional skills need to be introduced, where are the people with professional skills, whether to introduce full-time or part-time manpower, whether the salary is calculated as monthly or hourly wages, and what are the benefits provided? There will be overtime pay, and there will be no personnel training and training costs.

Eighth: Financial needs and applications. How to use the fundraising / financing funds? Should it be used for operating turnover or purchase of equipment, stock purchase or technology development ... When to use it, there are suppliers, specifications, brands, prices, quantities, freight, taxes ... and other needs How to calculate the contribution of financing funds to professional profits As the basis.

Ninth: Risk. There must be risks in running an enterprise, so you must pay attention to them. Risk is not to say that someone is competing or risk. The risk may be: there is a MRT next to the originally selected place, but the MRT does not pass afterwards. There is also the risk of currency exchange at the import and export, and the risk of fire in the restaurant. Also pay attention to how to deal with risks when they come.

Tenth: growth and development. Think about it in the business plan: what's the next step, what will happen in three years, and what will happen in five years? This plan must be sustainable, so it must be deep and diversified when planning. And globalization.

Any business plan must pay great attention to the background information of the management, detailing their names and various convincing information. This is the basic requirement of the business plan and the most basic requirement for packaging the business plan. And good business plan packaging also explains why you can create this unique product or service and get a lot of money from it.

1. Products and services are unique.

Does your business have a unique advantage? These advantages are reflected in technology, brand, cost, etc., and how long these advantages can be maintained is also one of the important factors for investors to decide whether to invest.

Second, the business model and profit model are feasible.

How the business model produces goods, how to provide services and market planning, how the profit model makes money, and how to turn products and services into profits. The feasibility of the business model and the profit model is finally reflected in the executive power of the enterprise.

Third, efficient management

Most venture capitalists believe that the key to the success of any venture capital investment is management. Management is also the second concern of venture investors. The traditional view in the field of venture capital is that if your ideas are good but poorly managed, you may lose opportunities. If you have poor ideas but good management, you may be able to win opportunities. And the meaning of "good" is multifaceted.

Fourth, venture capital is the most important word.

It is incumbent on you to provide convincing financial growth forecasts for your company. Therefore, venture capital companies choose competitive companies and industry leaders. To attract investment, a business plan must state the size, plans, and development status of its business.

V. Exit mechanism

How venture investors get rid of a certain state is an important factor affecting their investment decisions, that is, before venture investors decide to enter, they must find a way out in advance. They don't want to own property in your company for a long time. They want their investment to work with other capital for a period of time and then take it away. This requires a way out. The main exits are:

1. The company's stock is listed. In this way, investors can sell their own shares of the company publicly.

2. The company is sold as a whole. That is, the equity of a venture capital company is sold to the relevant company at the same time, usually a large company.

3. The company, your individual or a third party buys or sells back the rights and interests of the company owned by the investor. The business plan should explain the relevant matters in detail.

table of Contents

Summary

1. Executive summary

1.1 Project Background

1.2 Goal planning

1.3 Market Outlook

2. Market analysis

2.1 Customer analysis

2.2 Demand analysis

2.3 Competition Analysis

2.3.1 Competitive Advantage

2.3.2 competitors

3. Company Overview

3.1 Company

3.2 Overall strategy

3.3 Development Strategy

3.3.1 Early Strategy

3.3.2 Medium-term strategy

3.3.3 Ultimate Strategy

3.4 Human Resources Organization

3.5 Financial Management System

3.6 Corporate Culture

3.7 Service Overview

4. Organization Management System

4.1 Organization

4.2 Department Responsibilities

4.3 Management Mode

5. Investment Strategy

5.1 Share Raising

5.2 Project financing

6. Marketing Strategy

6.1

The first C is the CONCEPT concept. In the plan, it is written so that others can quickly know what to sell.

Once you have something to sell, the next step is who you want to sell to, and who is the customer CUSTOMERS. Where should the scope of customers be clear? For example, all women are customers, can women over 50 years of age also use it? Are customers under five? Where is the right age to be clearly defined.

The third is COMPETITORS competitors. Has anyone sold anything? If anyone has sold it? Is there anything else to replace? Are these competitors related directly or indirectly?

Then there is the CAPABILITIES ability. Do you know what you want to sell? For example, if you open a restaurant, if the master does not find anyone, will he cook for himself? Without this ability, at least the partners must do it, or else they must have the ability to appreciate, otherwise it is better not to do it.

The other is CAPITAL Capital. Capital can be cash or assets, something that can be exchanged for cash. So where is the capital, how much is it, how much is it own, and how much can be borrowed, it must be clear.

The last one is the sustainable operation of CONTINUATION. When your career is doing well, what are your future plans? As long as you master these six Cs at any time, you can check and correct at any time without fear of missing something.

[Main outline of professional version project business plan]

Operability (how to guarantee success)

Profitability (whether it can bring expected returns)

Sustainability (how long can we survive)

Six focus points of the business plan:

Unique advantages of the project

I. Market Analysis

For a long time, due to the lower living standards of domestic residents, the consumption of small appliances with "kitchen" and "bathroom" as the main service objects has been very small. According to statistics, the average possession of small household appliances in urban households in China is currently only three or four, compared with 37 in Europe and the United States. According to statistics, at least 2.6 million households move into new homes each year. With the improvement of people's living standards and the increasing emphasis on "kitchens" and "bathrooms", the accelerated popularization and upgrading of small household appliances will definitely incubate amazing market forces. The market prospects for small appliances are very broad. In the next two to three years, China's small home appliance industry will enter the stage of gold development, and the annual increase in market demand may exceed 30%.

There are only two types of small appliances for heating the bathroom: Yuba and heater. There are 376 companies producing Yuba nationwide. The domestic sales in 2001 were estimated to be 4 million units, 5.5 million units in 2002, 7 million units in 2003, and sales exceeding 1 billion yuan. Among urban households, Yuba owns less than 15% (2004), and domestic consumers recognize Yuba as 82%, and the market space is huge.

In the Yangtze River Basin of China, most houses have no heating, and bathing and heating in winter has always been a big problem. Although there are bath tyres and heaters, people are looking forward to a simple and effective heating appliance. According to my survey, people have a good impression of this product, and the market potential is huge.

Comparing the Yuba and heater market, the sales market of this product is at least 5 billion to 1 billion yuan.

We can take advantage of patented technology to quickly occupy the bathroom heating equipment market and establish our own brand and sales network.

(The above data comes from the "Consumer Daily",

For start-up venture companies, the role of a business plan is particularly important. A project in the pipeline is often very vague. By formulating a business plan, both positive and negative reasons are written down. See them one by one after seeing. Entrepreneurs can then have a clearer understanding of the project. It can be said that the business plan first is to sell the business to be created to the entrepreneurs themselves. Secondly, the entrepreneurial plan can also help sell the venture companies in the plan to venture capitalists. One of the main purposes of the company's entrepreneurial plan is to raise funds.

Therefore, the business plan must state:

1. Purpose of starting a business-why take risks and spend energy, time, resources, and funds to start a venture business? 2. How much money does it take to start a business? Why so much money? Why are investors worth the money? "Boss" magazine said that for established venture companies, the entrepreneurial plan can set a more specific direction and focus for the development of the enterprise, so that employees understand the company's business goals, and motivate them to work for common goals. More importantly, it can enable the investors of the enterprise, as well as suppliers and sellers, to understand the operating status and objectives of the enterprise, and persuade the investors of the original or new to provide funds for the further development of the enterprise. It is for these reasons that the business plan will be the most important business document written by the entrepreneur.