[工作计划]哈佛商业计划书模板 19页

CreatingaSocialEnterpriseBusinessPlanStaceyChildressFebruary21,2007nDefinitions定义EntrepreneurshipasanactivityorbehaviorasopposedtoapersonoranideologyEntrepreneurship–Thepursuitofopportunityregardlessoftheresourcesyoucurrentlycontrol.Socialentrepreneurship–Thepursuitofanopportunitytocreatepattern-breakingsocialchangeregardlessoftheresourcesyoucurrentlycontrol.2CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nSEBusinessPlanElements商业计划基础Theproblemandtheopportunity问题和机会Mission任务TheoryofchangeYoursolution(strategy&businessmodel)战略和运营模式TheteamGrowthstrategy发展战略Measuringresults调研成果Competition竞争对手Risks风险FinancialPlan财务3CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nTheproblemandopportunityWhatspecificproblemdoesyourideasolve?Whyisitimportant?Whatisthescaleoftheproblem?Whatarethecontributingfactorstotheproblem?影响因素Whyisitsolvable?可行性Whatwouldtheworldlooklikeifyousolvedit?社会影响problemopportunity4CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nMissionYourstatementofwhatyouwillachieveoverthelongterm4“M”sofMissionStatementsMemorableManageableMeasurableMotivationalSource:4MsdevelopedbyProfessorJimAustin,HBS5CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nMission–ExamplesOneday,allchildreninthiscountrywillhavetheopportunitytoachieveanexcellenteducationEradicatepovertyhousinginpartnershipwithGodandpeoplefromallwalksoflifeWestrivetobringforthafreshandstylishfabrictothemarketinasociallyconsciouswayandtodresstimelesselegancewithatouchofhumanityandwarmthEducatingleaderswhomakeadifferenceintheworld6CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nTheoryofChangeBasedonyourunderstandingoftheproblem,whatisyourtheoryaboutwhichactionswillleadtotheresultsyouwanttoachieve?Inotherwords,whatisyourlogicchain?Arethereleapsoffaithinthetheory?Howdoyoudefendthem?Isyourtheoryfocusedonlocalorsystemicchange?Orboth?Abeliefabout“causality”thatconnectsmissiontoactionInputsActivitiesOutputsOutcomesImpact7CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nTheoryofchange–ExamplesTeachforAmerica–Ifthebrightestcollegegraduatesagreetoteachinhighpovertyschoolsfortwoyears,thena)thestudentstheyteachwillreceiveahigh-qualityeducationandb)thecorpsmemberswillbecomelifelongleaderscommittedtosocialchangeHabitatforHumanity–Ifweprovidefamilieswithsimple,decent,affordablehousing,thenthecycleofgenerationalpovertywillbebroken.Yashmere,nowShokay–IfwesourceouryakfiberdirectlyfromTibetanherdersandreinvestourprofitsintotheircommunitiesinareassuchashealthandeducation,thenwewillensuretheopportunityofchoicetofutureTibetangenerations.8CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nStrategyandbusinessmodelHowwillyouputyourtheoryintoaction?Whoisthe“customer”orbeneficiary?Howwillyouservethem?Whatspecificallywillyourorganizationdo?Whatdoestheinitialmanagementandgovernancestructurelookliketoimplementthestrategy?Whatpartnershipswillyouneed?Isthereanearnedrevenuestream?Corporateform–whatdecisioncriteriadidyouusetochoosetobeanonprofitorfor-profit?(especiallyimportantifgoingtobefor-profit)InputsActivitiesOutputsOutcomesImpact9CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nTeamWhatisitaboutthisteamthatmakesitlikelythatyoucanexecutethisplan?Personalconnectiontomission?Background,experience,expertise?NetworkAdvisorsWhatexpertisedon’tyouhaveandhowwillyougetit?Howwilltheteamcompositionchangeovertime?10CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nGrowthstrategyDoyouplantogrow?Ifso,how–replicationofyourorganizationoryourmodel?(willyoulaunchmoresitesormakeyourmodelavailableforotherstoimplement?)Thoughtsaboutgrowth:Whatvalueareyoutryingtocreate?Atwhatlevelofqualitydoyouneedtoperformonwhichcriticalvariablesinordertocontinuetocreatevalueasyougrow?Giventhis,howdoyoubalancethe“needforspeed”withthequalityhurdletomaximizesocialvaluecreation?11CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nMeasuringresultsHowwillyouassessyourorganization’seffectivenessinachievingitsmission?Indicatorsshouldlinkbacktoyourtheoryofchange&strategy,justenoughindicatorsandnomore.Onwhattimehorizondoesitmakessensetomeasureateachstage?Setinterimmilestonesandlonger-termgoals.InputsActivitiesOutputsOutcomesImpact12CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nCompetitionWhatothersolutionsexistandwhataretheimplicationsforyourteam?Whatotherserviceprovidersormodelsarethere?What’sdistinctiveaboutyours?Howmuchmoneyflowstoyour‘issue’annuallyandhowisitdistributed?Howwillyoucapturesomeofthosedollarsorattractothers?13CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nRisksWhatcouldgowrong?contextuallystrategicallyprogrammaticallyfinanciallyHowwillyoumitigatetheserisks?Don’toverdoit,butdon’tavoidraisingandaddressingkeyriskstoyourplan.14CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nFinancialplanWhatisyourstrategyforfinancingyourplan?Start-upHowmuchstart-upcapitaldoyouneed?Howwillyouspendit?Whatsourcesareavailabletoprovideseedcapital?启动资源？Payattentiontocash.15CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nFinancialplan(2)SustainabilityRevenuemixIdentifyfixedandvariablecostsofoperatingyourmodel.Coststructure–unitcost?What’stheright“unit”?Howdoesgrowthaffectyourunitcost?Payattentiontocash.Cashflowprojections&incomestatement(3-5yearpro-forma)16CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nSomethoughtsontheExecutiveSummaryTheywillreaditfirst,butyoushouldwriteitlast.ESshouldmotivatethereadertotakesomeaction–foryourpurposes,toreadtherestofyourplan.ESshouldcommunicatetheessenceandexcitementofyourplan:NotanannotatedtableofcontentsNotanabstractIsyourb-planinminiatureOnepageisgreat,twopagesisfine,threepagesistoolong.Readershouldcomeawaythinking,“Sothat’swhatthesefolksareupto!”Sourceforthisslide:DavidGumpert,HowtoCreateaReallySuccessfulBusinessPlan,October200017CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nTipsforGettingStartedonanESAttempttocrystallizethemostimportantideaofeachsectionofyourplaninto2or3punchysentences(atmost),includingthefinancials.EverythingintheESshouldbebackedupbymoreexplanationandevidenceintherestoftheplan.Firstsentenceortwoshoulddescribeyourideaclearlyandsimply.Thisisalsoausefulwaytobeginyour30secondpitch(althoughnottheonlyway).Makesureyoutellthereaderhowmuchmoneyyouneedtogetstarted.Lastsentenceortwoshouldanswerthequestion,“Whyisthisacompellingidea?”(orinmoremundaneterms,whyshouldIgivethesepeoplemoney?)EnlistafewpeoplewhoknowlittleaboutyourplantoreadtheESandthenexplainwhatyou’redoingtoyou.Reviseuntilthey“getit”.18CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006nFinalthoughtsActofimagination-BillSahlmanActofaspirationActofinspiration19CreatedbyStaceyChildressinMarch2002,HarvardBusinessSchool.RevisedNovember2006