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Jingdong book

我是这样拿到风投的：和创业大师学写商业计划书（原书第2版）

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Jingdong book

我是这样拿到风投的：和创业大师学写商业计划书（原书第2版）

Name: 我是这样拿到风投的：和创业大师学写商业计划书（原书第2版）
Brand: Jingdong book
SKU: 3102015221
Price: 41.16 USD
Availability: OutOfStock

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Editer Recommend

“带你抵达成功商业计划书的核心。”
——天使资本教育协会前主席彼得·林德
用强悍又善诱的商业计划书
把你的商业金点子转化成金子
作为创业成功的蓝本，这本新版的创业指南书为你提供诸多必要工具，教会你如何向投资者呈现你和你企业的价值，如何吸引关键人才，如何创办你的企业，如何打造你的企业。具体而言，它包括：
计划书中应该包含哪些内容？为什么？以谁为目标读者？
如何获取启动资金？
如何评估项目的机遇和风险？
如何避开常见陷阱，避免金钱、时间和精力的浪费？
《我是这样拿到风投的：和创业大师学写商业计划书（原书第2版）》由业内专家撰写，为你的商业筹划提供一站式智力服务，帮助你将商业理念转化为利润。

Content Description

勤奋与执着是成功的前提，出色的商业计划书则是成功的关键——对新公司的创办和新产品的推出而言尤其如此。《我是这样拿到风投的：和创业大师学写商业计划书（原书第2版）》是一个循序渐进的学习模板，能让你理清思路、认真书写、找准重点、不断改进，从而把黄澄澄的商业金点子变成白花花的银子，变成源源不断的现金流。
《我是这样拿到风投的：和创业大师学写商业计划书（原书第2版）》一册在手，你就拥有了开发、发展、销售、营销、营运、分销等一切重要的致胜法宝。

Author Description

安德鲁·查克阿拉基斯，百森商学院创业教育系主任百森商学院创业研究会议主任。

史蒂芬·史宾纳利，捷飞络国际创始人，费城大学校长。

杰弗里·蒂蒙斯，工商管理博士，百森商学院富兰克林·欧林创业学杰出教授，“INC”十佳图书《新企业的创办》作者。

Catalogue

前言
第1章创业者创造未来
第2章开始筹划前，问对问题
第3章启动
第4章行业：机会的变焦镜
第5章公司及产品介绍：推销你的愿景
第6章营销计划：赢得客户
第7章营运与发展：如何执行
第8章团队：成功的关键
第9章重大风险和投资邀约
第10章财务计划：用数字讲故事
第11章结语
附录1 快速筛选练习
附录2 商业计划导航
附录3 PPT演示文件示例

Book Abstract

要提升团队的可信度，许多创业者发现如果他们有强大的咨询委员会，投资者会很感兴趣。在创建咨询委员会时，明确哪些人有行业内相关经验又能帮助你抵达各个重要里程碑，也要考虑这些人会不会投资。以懒骨头为例，它已经抵达了几个里程碑（两家老店营运的同时又开了两家新店），又计划了在未来要实现的里程碑（再开4家分店并发展加盟店）。丹和雷格固然已经论证了特许加盟经营发展思路，但特许加盟对整个团队而言是个全新的战略，所以他们可能会求助于有加盟经验的顾问。行业专家的支持，能为你的新生意提供“合法性”及强有力的技术建议。咨询委员会的其他成员可能有另外的专业技能，如金融、法律或管理。所以通常能看到律师、教授、会计等能帮助企业成长的人出现在咨询委员会名单中。此外，如果你的公司有战略供应商或重点客户，邀请他们加入咨询委员会也是符合逻辑的。对这些人的回报方式通常是小份股权和会议费。建立咨询委员会的关键在于明确自己最重要的需求以及公司在创业阶段所必须一步步抵达的里程碑。
从法律上讲，许多组织类型都要求有董事会，这与咨询委员会不同（尽管董事会成员也可能提供公司所需要的专长）。董事会的主要责任是代表投资者监督公司。这种委托责任包含了法定权利、义务和责任（风险）。我们看到像安然公司（Enron）、美国国际集团（AIG）这类大公司倒闭时，董事会可能会遭到起诉，因为股东认为董事会成员没能很好地监管公司的行政人员。鉴于这些责任风险问题，有时某些关键性的行业专家更倾向以顾问而非董事的身份加入公司，董事职位也意味着对公司的长期责任，这些专家也可能因此而选择不做公司董事。另外，担任董事意味着付出额外时间，他们可能也因此并不愿意。无论如何，商业计划书需要简单描述董事会的规模、其在公司内部的职责及现有董事会成员（如果已经有了的话）。许多大投资者，如风险资本家，会要求在董事会有自己的席位。首席创始人和公司内部一个或多个成员（如首席财务官、副总经理等）一般也在董事会有席位。在公司发展的现今阶段，懒骨头董事会由公司内部成员构成，如果它寻找并获得外部股本输入，投资者也可能获得董事会席位。
战略合作伙伴不一定是你的咨询委员会或董事会成员，但他们对提高公司可信度也有帮助，能为你加分。如果情况确实如此，就要突出他们在你公司成就中的贡献。人们通常还会列出外部团队成员，如与公司合作的律师事务所、会计师事务所等机构的专业人士。这一部分的关键是表明你的公司能成功执行你所提出的理念，强大的团队能为你公司成功利用本次商业机会打下坚实基础。
……

Introduction

我们曾与商学院创业教育方向的数千名学生合作，投资了二十多家公司，创办了十几家企业。我们曾在全球多个洲、多个行业的大量企业中任职，或为他们提供商业咨询服务。我们无可比拟的创业经历，让我们对商业计划有独特而深入的认知。
有些人会觉得，写商业计划书既费时又无谓，因为计划总是赶不上变化。计划书打印出来的那一瞬间，也许就已经过时。这种想法明显表达了对商业计划书的误解。事实上，构思、撰写商业计划书的过程非常重要，不可或缺。商业计划书不仅仅是公司对外融资的工具，它也能帮助创业者对其创业思路有更深的认识。商业计划的过程，是一个严格的训练过程，它培养的严谨态度，能帮助你评估商业机会的性质，培养你的能力。借助于这种能力，你能塑造有效的商业模式，从而充分实现这个商业机会的潜力。
公司正式开张以后你的商业模式还会发生变化吗？很可能会。构思商业计划会让你重新审视自己的创业思路，从而在开办公司前就对最初设想的经营模式做出调整。我们能向你保证，商业计划的构思与撰写绝对有必要，能为你节约大量时间和金钱，因为不经仔细筹划就开张的企业会经历一次次的失败，这种反复的失败才是最大的时间与财力浪费。商业计划书可以让你提前预测到公司创办时所需的资源和可能遇到的问题。退一步说，即便商业计划在帮助你预测潜在问题时不能做到面面俱到，你也必然会从商业计划过程中获得宝贵的学习，与此相比，你在书写计划时的成本投入却是非常有限的。
本书设计
本书旨在阐述商业筹划与商业计划书撰写的正确而又富有创新的方式，这种方式屡受考验，其有效性已经获得证明。每章分别介绍商业计划过程的不同构成元素。此外，每章还将以懒骨头洗衣服务公司为例，向读者阐述相关理念。懒骨头公司是一家目前正营运得风生水起的真实企业，它也有过一个仔细筹划然后开办的过程。每章中引述懒骨头案例的部分，最重要的是页边上的作者按语，它们为读者指出了懒骨头公司的商业计划中，哪部分可取，哪部分需要加以修改补充。阅读本书的过程，不仅是学习商业计划的过程，同时也是熟悉懒骨头公司抓住机遇创造价值的创业故事的过程。
提醒一句：你的商业计划会和懒骨头公司的商业计划在许多方面存在差异。尽管所有的商业计划都遵循相同的核心原则，但是每个新公司的具体情况却千差万别。所以，你要明白，你公司的竞争优势和商业计划每部分需要强调的内容，不会和懒骨头公司或其他新兴公司一模一样。
无论你是创业领域里的试水者，还是已经创立了公司现在需要回顾一下，我们都希望你能把商业计划的制订看作是一个过程，而不是一个事件，或一笔“一锤子买卖”。写好商业计划书仅仅是万里长征的一小步，后面还会有更多的挑战等着你，逼着你不断地对商业计划进行构思、调整或重写。这本书想要传达的一个最重要的观点是，商业计划书的制订过程，也是你学习、提升的过程，它能让你成为自己所在行业的专家。通过筹划、撰写商业计划书，你可以更好地预判未来，节约时间和资金成本。这对公司未来的成功而言是个一“本”万利的投资。把这种思维方式内化到自己身上，你就能战胜失败定律（绝大多数新创企业以失败告终），披荆斩棘，越过成败的分水岭，最终走向成功，实现价值创造。
在你开始你的创业征程之时，衷心希望本书能成为你的成功秘籍。祝你好运。
特别致谢
杰弗里·蒂蒙斯（Jeffry Timmons）先生最初也参与了本书的撰稿工作。这位令人敬佩的长者已于几年前去世，但他的影响在今天依然深入而广泛。他不仅是一位成功的企业家，还是一位才智聪颖的学者和老师，更是我们难以忘怀的挚友。
……

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