商业计划书英文.doc

商业计划书英文
商业打算书英文
Your business plan is very often the first impression potential investors get about your vents - the problem,your solution,the market size,how you will sell it,and how you will stay ahead of compe*****s - and lay off the hype.


Trying to be all things to all people
Many early-stage companies believe that more is explain how their product can be applied to multiple,very different markets,or they devise a complex suite of products to bring to a market.
Most investors prefer to see a more focused strategy,especially for very early stage companies: a single,superior product that solves a troublesome problem in a single,large market that will be sold through a single,proven distribution strategy.
That is not to say that additional products,applications,markets,and distribution channels should be discarded - instead,they should be used to enrich and support the highly focused core strategy.
You need to hold the story together with a strong,compelling core that,and let the rest be supporting characters.
No go-to-market strategy


Business plans that fail to explain the sales,marketing,and distribution strategy are doomed.
The key questions that must be answered are: who will buy it,why,and most importantly,how will you get it to them?
You must explain how you have already generated customer interest,obtained pre-orders,or better yet,made actual sales - and describe how you will leverage this experience through a cost-effective go-to-market strategy.
“We have no competition“
No matter what you may think,you have compe***** not a direct compe***** - in the sense of a company offering an identical solution - but at least a are a substitute for a class mail is a substitute for e- co