In the real society, the use frequency of business plan is increasing gradually, and business plan is usually a combination of marketing, finance, production, human resources and other functional plans. How to draft a business plan is appropriate? The following is my business plan: operation data, I hope it will help you.
Business plan of entrepreneurial cheats: introduction to operating data 1
Investors are not investing in enterprises, but stories about enterprises. If you want to raise funds on favorable terms, you need as many investors as possible to provide quotations. How to get multiple quotations? Tell a good story to multiple investors at the same time. A beautiful story can't sell a pile of rubbish, but it will make a gem stand out and shine.
You can tell a story in one sentence; You can also tell a story in a paragraph; You can also tell a story with a 20-minute demonstration. For startups, all three must be completed.
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Don't bombard investors with your business plan by email. Instead, convince middlemen (such as angel exchange) to introduce you to investors. An effective middleman is the object that investors are willing to listen to-the middleman is usually another entrepreneur or investor. Contact all the people you think may know investors by phone, and then use the following tools to lobby middlemen and investors:
"Elevator sales promotion", its main components include: traction, products, team and social proof. But investors are most concerned about operational data.
"Elevator promotion" should also include "high concept promotion": a word that refines the company's vision. This sentence can not only be used as a propaganda language for its fans and investors, but also spread like a virus.
Tell a convincing story and tell your team, products, operational data and plans one by one through a "ten-page" slide.
You don't need a business plan.
Finally, don't ask about the confidentiality agreement, investors won't sign it. In addition, even if your elevator sales or slides will not fall into the hands of competitors under normal circumstances, you should pretend that this possibility exists. So, don't * * enjoy information that must be kept secret.
Traction (traction)
Operational data is always the most concerned factor for investors, and there is no one. It is the touchstone to test whether the product is suitable for the market. Whether investors are accepting the "elevator sales" of entrepreneurs or listening to their speeches, the decisive factor of investment intention is still the actual operation data of products in the market with great potential. Mark Mark Hedlund, the founder of Wesabe, once said, "For investors, the product itself means nothing."
What is "operational data"?
Operational data is an index to measure the degree of interaction between products and their markets, that is, product/market fit. Sorted by importance, it can be presented by profit, income, customers, leading customers, non-paying users, verified customer problem assumptions and their rate of change. Stories that don't involve operational data are like novels, so before financing, in addition to developing products, you must also test them in its market. If you can't test the market yet, narrow it down, for example, write your ideas on paper and then test them in the customer base: "Will this solve your problem? How much are you willing to pay? " This kind of data is enough to impress investors, even if your product is just a piece of paper.
Investors are interested in startups that will succeed even without investment funds. And those successful' startups' will take the initiative to create instead of waiting for investors' favor. They can't wait to put their ideas into practice.
"Operational data" speaks louder than words.
If you have strong operational data in a market with great potential, you will get investment regardless of your products and teams, although good products and teams can further improve your financing success rate.
If you only have some operational data and the market potential is huge, then your products and team are the decisive factors that affect the success of financing.
If you don't have any operational data, then an excellent demonstration or a team with successful experience becomes very important.
If the market is not big, then investors will not care about your product, team or company at all. Generally speaking, the more urgent your demand for financing is, the lower your success rate will be. On the other hand, what entrepreneurs need to do is to make something out of nothing.
In a huge market (including many potential customers), the products of startup companies will be born in the market, and the earliest feasible products will fill this market. But the product doesn't need to be excellent, just work normally. In addition, the market doesn't care how great the team is, as long as it can produce feasible products. When you have a huge market, it is easy for your team to grow rapidly. Keyword search promotion, online auction and TCP/IP router are all the same.
On the contrary, even if you have the best products in the world and an absolutely professional team, if the market is depressed, you will fail. You spend a lot of time and energy to find a market that matches your products, but in fact they don't exist, then your team will eventually lose the will to fight and choose to give up, and your business will come to an end. There are too many bloody lessons in this respect, such as video conferencing, workflow software and micropayment. ...
All the successful startups you meet have achieved a good product/market fit, even though they are usually poor in other aspects, such as channel model, channel development strategy, marketing plan, public relations and salary policy, and even the CEO of the company sleeps with venture capitalists. But entrepreneurship is still very successful. In short, you must try your best to fit the product/market, including changing members, redefining products, entering different markets, refusing or responding to customers' needs when you don't want to, and raising venture capital countless times, even if it will greatly reduce your earnings per share.
Business plan of entrepreneurial cheats: Operating data Part 2 For those who just started to run their own company, it is very important to master the key performance indicators (KPI) of their own company.
A reasonable data monitoring system can objectively reflect the company's current operating conditions, provide direction for strategy/strategy, and make rational analysis, which is not affected by any emotional factors.
In the era of big data, all operational behaviors, product status and customer attitudes can be reflected in the data, especially the following 10 basic core indicators:
1, customer acquisition cost
The amount and cost required by the company to obtain 1 customers from channels. This indicator can let us clearly see the effect of marketing expenditure, which often corresponds to the transformation effect of channels.
2. Customer retention rate
100 customers come, how many people have left, how many people have become your real users, and will continue to come. Set a standard that suits you, such as frequency and payment, which reflects the quality of your products to some extent.
3. Customer lifetime value
The sum of the benefits that each customer may bring to the enterprise in the future. If the founder wants his company to achieve sustainable development, then he must understand this indicator.
4. Input-output ratio
Attracting customers requires cost and customers generate value. The ratio between the two is the most basic standard to measure whether this business is cost-effective from the perspective of capital.
5. Number of active users
Generally speaking, the number of users who use the company's products at their own set frequency every 30 days in a month. These data are helpful to understand the current and future income or potential.
6. User usage frequency
According to the time period set by oneself, the number of times users come to use in a fixed time can reflect the dependence of users on products on the one hand, and the comparison of horizontal competing products on the other hand, which can reflect the difference of business conditions.
7. Recover the time required for customers to obtain the cost.
This indicator measures the time required for the company to recover the cost of acquiring new customers, that is, the time required to obtain enough net income to offset the cost of acquiring customers, which is similar to the payment cycle and has a direct impact on the company's cash flow.
8. Fixed silence cost
In order to attract customers, the bottom line funds need to be fixed in advance.
For example, assuming other conditions remain unchanged, the operating income of Company A is 6,543.8+0,000, and the fixed cost is 200,000; Company B has an operating income of 6.5438+0 million and a fixed cost of 400,000, so the capital efficiency of Company A is twice that of Company B. ..
9. Monthly capital consumption of the company
A more intuitive view of the company's short-term loss or profit data needs to be based on the company's revenue amount and monthly cost amount (including fixed costs and variable costs)
10, gross profit margin
Expressed as a percentage, it can help you price the product and find the most suitable price according to the production cost.
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