Business plan, need a business plan. But I don't know how to write and where to start. ? It is better to have detailed examples, thank you.

Business planning project team of Jinzhong Puhua Industrial Research Institute

Directory 1

Chapter 1: Executive Summary 6

1. 1 project overview 6

Project background 6: 1. 1

1. 1.2 Project Overview 8

1.2 Project Summary 9

1.2. 1 project name 9

1.2.2 Project Organizer 10

Project phase 1.2.3

1.3 Brief introduction of project services and investment highlights 1 1

1.3. 1 project service introduction 1 1

1, User Service Introduction 1 1

2. Intelligent system product introduction 1 1

3. Introduction of One-stop Service for Hotel Joining 13

4. Introduction to social software 14

1.3.2 Introduction to investment points 14

1, project concept innovation 14

2. The profit point of the project is clear 15

3. The financial feasibility of this project is 16.

4. The future prospect of the project is huge 16.

1.4 summary of project financial indicators 17

Chapter II Introduction of Organizer 19

2. 1 Basic information of the organizer 19

2. 1. 1 organizer's name 19

2. 1.2 The registered capital of the company is 19.

2.2 team introduction and business philosophy 19

2.2. 1 company introduction

2.2.3 Business philosophy (brand core business strategy) 20

2.3 Project Stage Plan Objective 2 1

Chapter III Project Market Analysis 22

3. 1 hotel market analysis 22

3. 1. 1 star hotel industry cost analysis 22

3. 1.2 China hotel intelligent market analysis 23

3.2 Chain Hotel Industry Market Analysis 28

3.2.2 With the rapid development of internet plus, the online market has great prospects.

3.3 China social application market development status 30

3.3. 1 Development Status of Social Applications 3 1

3.3.2 Analysis on the Use of Instant Messaging Tools 3 1

3.3.3 Social Application User Structure Analysis 32

3.4 Project Market Overview 33

3.4. 1 hotel industry summary 33

3.4.2 Social Terminal Market Analysis of the Project 34

The fourth chapter product service analysis 36

4. 1 project plan 36

4. 1. 1 product introduction 36

4. 1.2 Introduction to service and operation flow 36

4. 1.3 Software Function Introduction 37

4.2 Profit Points and Profit Distribution 39

4.2. 1 profit point and price positioning 39

4.2.2 Distribution of profits of franchised hotels and partner channels 40

1, distribution of hotel turnover 40

2. Partner's Profit Distribution Table 4 1

The fifth chapter project operation mode and investment SWOT analysis 42

5. 1 project organization structure analysis 42

5.2 Investment and marketing strategy analysis 42

5.2. 1 Analysis on Five Strategies of Landing Planning 42

5.2.2 Strategic planning options 43

5.3 SWOT analysis 44

5.3. 1 SWOT analysis of project investment 44

5.3.2 Strategic analysis of SWTO investment projects 45

1, product strategy 45

2. User policies 45

3, channel strategy 46

4, brand strategy on page 46

5, marketing strategy on page 46

6, urban replication 48

7, completely online 48

5.3.3 Strategic Planning of Future Second and Third Generation Products 48

Chapter VI Operating Income of Phase I of the Project 49

6. 1 project operating income 49

6. 1. 1 project target achievement rate 49

6. 1.2 cumulative APP download accounting for the project 49

6.2 Operating income of the project for six years 50

Chapter VII Financial Analysis 5 1

7. 1 Analysis Basis 5 1

7.2 Cost Accounting 5 1

7.2. 1 distributor distribution

7.2.2 Management personnel cost accounting 52

Advertising expenses 52

Other expenses 52

7.2.5 Total cost estimation

7.3 Profit Accounting 54

7.4 Financial indicators 54

7.4. 1 financial internal rate of return FIRR 57

7.4.2 financial net present value FNPV 57

7.4.3 Payback Period of Project Investment Page 57

7.5 angel round financing rate of return (ROI) 58

7.6 Project Uncertainty Analysis 58

7.6. 1 project sensitivity analysis 58

7.6.2 Project breakeven point analysis 59

7.7 Project Economic Benefit Analysis 59

7.8 Financing Plan 6 1

7.8. 1 project financing plan 6 1

7.8.2 Contribution of both investors 6 1

7.9 Withdrawal of funds from the programme 62

7.9. 1 Mode of capital inflow and outflow 62

Feasibility of exit mode 63

7. 10 Investment Exit Scheme 63

7. 10. 1 share reform and listing 63

M&A 64

7. 10.3 capital reorganization 64

Chapter VIII Risk Analysis 65

8. 1 Risk factors and identification 65

8. 1. 1 market risk 65

8. 1.2 Competition risk 65

8. 1.3 organizational management risk 66

8. 1.4 Policy risk 66

8. 1.5 Other risks 66

8.2 Risk assessment 67

8.3 Risk prevention countermeasures 67

Chapter IX Conclusions and recommendations 69

9. 1

9.2 Recommendation 69

summary

The "pro-opening" chain intelligent hotel (tourism) management system (hereinafter referred to as the "pro-opening" system) is located in economical hotels (tourism), apartments, villas and tourist resorts, with artificial intelligence technology as the core and new generation technologies such as the Internet of Things, cloud computing and big data as the carriers, subverting the traditional hotel (tourism) industry model that has never changed.

Establish a central intelligent hotel (tourism) management and operation system platform in Guangzhou, and gradually establish about 400 operation and management centers throughout the country (see Figure 2-2 for the city layout of line 1-5 according to the national positioning), so as to realize the integrated operation and management of the hotel (tourism), such as operation service, market management, equipment and grass procurement, security and so on, that is, intensive management. The "pro-door" system platform will co-ordinate with the third party for projects with large labor demand such as cleaning, security, operation and maintenance of hotels (tourism), which can not only ensure certain quality standards, but also fundamentally solve the problems of high management cost, labor cost and marketing cost of small and medium-sized hotels, tourism, apartments and tourist resorts. Franchisees realize the maximization of benefits through the operation and management of the "close door" system.

Each city has set up flagship franchise stores as benchmark stores, formulated franchise standards and corresponding standards, and developed a number of ordinary franchise stores. All franchisees use the standardized management standards, unified logo, unified service and unified operation management system provided by the "closed door" system. , to achieve high-quality personalized service and efficient management, to bring consumers a convenient, safe, private and warm feeling of going home, and to obtain certain value-added services from consumers. Franchisees can be shopkeepers and wait for profits. The "pro-door" system will bring unlimited investment prospects and development space to investors.

Chapter 1: Summary of Contents

1. 1 project overview

1. 1. 1 project background

With the steady development of China's economy, tourism has exploded and business activities have become more and more frequent. As a downstream sub-industry, the hotel industry is also experiencing explosive growth of 20 16 and 20 17. Data show that in recent years, the income of China residents and tourism have maintained a growth rate of more than 30%, and a large amount of demand will promote the development of the hotel industry. We can see from some scenic spots that "it is hard to find a bed" from time to time during the tourist season. By the second quarter of 20 17, there were 20,237 star-rated hotels in the statistical management system of star-rated hotels of China National Tourism Administration:

Chart1-1201-20172q hotel quantity statistics (unit: home)

However, in recent years, after the disorderly expansion of hotels in China, the industry supply exceeds demand, and the profit space of enterprises is squeezed, and the number of new entrants drops sharply, which leads to the negative growth of hotel profits in China.

Hotel industry managers and guest representatives agree that the hotel industry is currently facing the following three major criticisms:

Chart 1-2 three major criticisms of the hotel industry

serial number

Overview of the problem

explain

1

Excessive labor costs

After 10 years of rapid development, the daily profit from Duran peanuts to each room is only 10 yuan. Facing the rising property and consumption economy, as well as the increase in labor costs, the profits of hotels are getting thinner and thinner. As a rising hotel brand, it is facing the problems of labor cost pressure and difficulty in obtaining customers.

2

Low service efficiency

Small and medium-sized hotels and apartment industries are only equivalent to foreign low-grade hotels in terms of strategic situation, management accuracy and service depth. At the same time, the hotel industry in China is inefficient, with the same management and form, unable to find the track of differentiation and diversification, and the added value is extremely meager in the pursuit of profit.

three

There are security risks.

Small and medium-sized hotels and apartments do not have adequate safety precautions, resulting in a series of criminal cases. For example, there are many mixed people around, and the environment is remote, which makes tenants suffer all kinds of property and personal injuries.

In the above criticism of the hotel industry, the labor cost has become one of the main reasons for the negative growth of hotel profits in China. As the largest expenditure item of hotels, the labor cost has been on the rise in recent ten years, with an average annual increase of 3%. Labor costs increase, while total operating income decreases. Under the dual effects, the proportion of labor costs also jumped from 2 1% in 2006 to 37% in 2007.

Chart1-3201-20172q hotel chain profit analysis table (unit: 100 million yuan)

Based on the above opportunity, Guangzhou Jinlian Information Technology Co., Ltd. fully grasped the criticism of the hotel industry market and spent two years developing a set of intelligent chain tourism management system-open sesame "open the door" system. After being put into use, the problems such as high labor cost, waste of power resources, low efficiency of front desk service, difficult to solve security risks and complicated check-in and check-out procedures have been solved, which is in step with the public security department. In order to make the project develop rapidly, efficiently, stably and scientifically, the decision of "open sesame" parent-child open project decided to give full play to the power of social capital, release 65,438+00% equity of the company, and attract 30 million yuan of strategic cooperation funds for market promotion, flagship store construction, team and channel expansion. All employees of the company are very confident in the project, and the project will be completely new in the later development.

1. 1.2 Project Overview

With the progress and development of science and technology, smart tourism is increasingly recognized by the public, and smart tourism has gradually landed from the academic level. It has become the goal and direction of hotel management for hotel managers to dig deep into customer needs and provide humanized services for guests. In the future, the competition between hotels will mainly focus on intelligence, intensification, personalization, scale, informationization and energy saving. Aiming at the new era, new ideas, new contradictions, new goals, social development, scientific and technological progress, and our company's precise positioning of tourism development, Jinlian Information Technology summed up the pain points and difficulties of the hotel industry, and combined with its own applications in cloud computing, Internet of Things, big data and artificial intelligence, the "open sesame Pro-Open" smart tourism intelligent tourism (apartment) system came into being.

This project is based on the customer acquisition scenario, with intelligent equipment as a tool, and integrates small and medium-sized hotels, tours and apartments by building a smart chain tourism management system, and pushes the products to people who need to stay, such as tourists, business trips, offices and homes.

Small and medium-sized hotels, tourism and apartments will implement the following steps after joining:

stage

content

first step

Install intelligent tourism equipment and introduce a "parent-to-home" tourism management system to solve the problem of high labor costs and power fuel costs in tourism and apartments.

Second step

Cooperate with third-party platforms, such as Qunar, Meituan, Ctrip, etc., to introduce passenger flow.

Third step

Cooperate with third-party enterprises, such as professional domestic cleaning companies, security companies, engineering companies, etc. Reduce labor costs and outsource redundant human consumption services.

Fourth step

When facing the guests, the intelligent travel service platform connects the interaction between the guests and the hotel, providing a one-stop, convenient, efficient, novel and personalized intelligent service process, and solving the problems such as "inefficient front desk service", "complicated check-in and check-out procedures", "unable to choose a room independently" and "hotel security risks".

Step five

At the same time, dig deep into the value of passenger flow, operate ecologically, and collect big data information.

Step 6

Join upstream and downstream enterprises to launch value-added membership services to further enhance the customer experience.

Thus hotel managers-enterprises-third-party platforms-customers form a closed-loop situation of mutual benefit and win-win. In order to improve the hotel's confidence in the smart tourism management of "closed" smart hotels in open sesame. After joining the hotel, the hotel management personnel will provide all-round lossless services in the first year of the hotel, which will enhance the franchisee's confidence in the tourism industry and apartment management. When the guests check in, the profits will be returned to the third-party cooperation platform and domestic cleaning company in the form of partial commission to promote the standardization and standardized operation of each process.

The project adopts an unbound business model to split the business, closely cooperates with third-party companies, uses the novel and high-quality services managed by the unmanned smart tourism industry to encircle the user groups, forms enough influence, and then uses the platform-based business model to provide value-added members, social software, data marketing planning, etc. after many merchants join, so as to improve user stickiness. Achieve a win-win situation that maximizes the interests of many parties.