von andrea rubio Vor 4 Jahren
194
Mehr dazu
Type in the name of your organization and press Enter.
The question that investors will ask is How will you turn your forecasts into reality?
Having identified your product or service, and the demand for it in the market, how will you reach that market?
How will the operations of your organization need to change, to support this plan?
Investors will need to know that you will also have the capabilities to deliver it, sustain it and scale it up.
Add a supplier or partner.
Add staff, knowledge or skills.
Add a development project.
What new processes will you need to establish? Do you need to change existing processes?
Processes include:
Add a process.
What new equipment and tools will you need? Will you replace old ones, or extend your capacity?
Add capital equipment.
How will your facilities need to change to implement your plan?
Will you need new premises or changes to existing premises?
Add a facility.
If you win the investment or support that you need, where will you start?
Add a risk.
Add the next step.
What are the key points in the implementation of your plan? How will you know that you are making real progress?
Think about:
Add a milestone.
Investors will ask: how well do you know your customers and your market? Your business plan should show that you are targeting your market by well-defined segments and are focused on creating value for customers.
Add an organization that can compete with you, either now or in the future. Think about all alternatives that the customer may have, including doing nothing or addressing their problem in a completely different way.
especializados para informcion a su destino
Who are your customers? Add a target customer segment. Groupings might include:
tables
computadores
celulsres
impresoras
What market position are you aiming at?
Think about:
Provide your investors with a clear picture of your business: how it is structured, who owns it, who runs it, and how it is doing so far?
Add some information about the values and principles of your company.
Add some information about your successes and achievements. Think about:
Who are the key members of your management team, and what are their skills and experience?
Add some information about the current shareholding.
How much have the current owners invested in the business?
Add some information about the capital finance situation at your company.
Add some information about the regulatory environment that affects your company. Apart from company law, what other regulations apply to your sector? Consider:
Add some information about the governance of your organization.
What is the legal status of your organization? Are you a sole trader, a limited company with shareholders, or a non-profit?
Although the executive summary appears first in the document, it is easier to complete it last, when you can summarise and prioritize the key points in your plan.
List the benefits that will come from pursuing this opportunity. Include:
List the financial aid and other support that you are seeking, so that you can take advantage of this opportunity.
Briefly summarise the opportunity that your plan describes, and why it is strategic for your company.
Add the key points about the track record of your team and your capabilities.
Add short descriptions of the key products and services which bring your mission to life and are making it happen.
Summarise the value and the difference that your organization aims to create. Mission statements are more useful if they describe the difference that you want to make to your customer's lives, rather than what you want to achieve personally. Your mission statement should directly influence strategic decisions.
Your business plan is a commercially sensitive document and you may wish to add a confidentiality statement (or non-disclosure agreement) at the front of the document.
Type in or attach your statement of confidentiality
