韓國(guó)SK集團(tuán)商業(yè)計(jì)劃撰寫(xiě)工具(英文版)課件

BusinessPlanToolKitBusinessPlanToolKit1Contents

WhatisaBusinessPlan

WritingaBusinessPlan

BusinessPlansample(tobecomplementedlater)

2Contents2

Definitionofabusinessplan

Theroleofa

businessplaninnewbusinessdevelopmentprocess

Thesignificanceofabusinessidea

Developingabusinessidea

Elementsofapromisingbusinessidea

PrioritizingabusinessideaProtectingyourbusinessidea

WhatisaBusinessPlan

3WhatisaBusinessPlanDefinitionofabusinessplan

Abusinessplanmusthaveadetailedplanforthefollowingeightfactors;

1)Product/Service2)MarketandCompetition3)Marketing4)BusinessSystem5)OrganizationandHR6)OpportunitiesandRisks7)ImplementationSchedule

8)FinancialPlanning

Whatisabusinessplan

Developingabusinessidea(ideawhichcanmakemoney)intoadetailedplanthatcanbeimplemented4DefinitionofabusinessplanRoleofabusinessplaninnewbusinessdevelopmentprocessNewbusiness

promotionstageMethodologyInternalsupportorganizationOnlineIdeaDBIntangibleWorkshopBenchmarking/MegatrendAnalysisBusinessPlanCompetitionStage1Stage2Stage3IdeaGenerationBusinessplanwrite-upImplementationandgrowthIdeaGenerationManagementTeamBusinessPlanDevelopmentTeamInvestmentCommitteeVentureTeam(TFT)WhatisabusinessplanAbusinessplancanbedefinedastheintermediarystagebeforeabusinessideacanactuallybeimplementedasanewbusiness5RoleofabusinessplaninneSignificanceofabusinessideaTherearemanydifferentwaystogenerateabusinessidea.Thefollowingarerecommendationstocomeupwithwell-organizedbusinessideas-bestifimplementedatthesametime

IntangibleWorkshop:Holdworkshopstogenerateideastofacilitatecompanyintangibles,asthe significanceofintangiblescontinuetogrowundertheneweconomy

Benchmarking/MegatrendAnalysis:Studymegatrendsofotherindustriestogenerateideasor

conductbenchmarkinganalysis

OnlineIdeaDB:MakeanideaDBonlinetoenablereview/postingofideasasawaytohelpdevelop businessideas

BusinessPlanCompetition:HoldbusinessplancompetitionstogeneratebusinessideasWhatisabusinessplan

‘Nobusinessidea,nobusinessplan’‘Nobusinessplan,nobusiness’Abusinessideaisthestartofabusinessestablishment.YoumusthavemanycreativeideaswhichcanbetransformedintoabusinessinordertocreatevalueDevelopingabusinessidea6Significanceofabusinessi

Elementsofapromisingbusinessidea

Thekeytosuccessinthemarketplaceissatisfiedcustomers,notgreatproducts.(ex)“Ournewdevicecanperform200operationsperminute.”(X)“Ournewdevicehas25%fewerparts.”(X)“Ournewdevicewillsavethecustomeraquarterofthetime.”(O)

Makevaluepropositionstothecustomer

Presentcustomerswithuniquevalues.ClearcustomervalueMarketofadequatesizeFeasibilityandprofitabilitySufficientdegreeofinnovation1243

Whatisabusinessplan

ClearCustomerValue

Whowillbuyyourproduct/service?

Whyshouldthecustomerbuytheproduct?(Whatneedsdoesyourproductfulfillthatthecompetitorproductscannot?)

Whatismostuniqueaboutyourbusinessidea?KeyQuestions7Elementsofapromisingbusin

Doesthemarketyouplantotargetwithyourproducts/serviceshaveadequatesize

(nopreciseanalysisneeded,statisticsorestimatescanbeused)

Knowwhoyourcompetitorsare.ClearcustomervalueMarketofadequatesizeSufficientdegreeofinnovation1243Whatisabusinessplan

MarketofadequatesizeFeasibilityandprofitability

Whatisthemarketsize?

Isthemarketgrowing?

Whatisyourtargetmarketandmarketshare?

Whoareyourcompetitors?

Whatareyourstrengths/weaknessescomparetoyourcompetitors?KeyQuestions8Doesthemarketyouplantot

Abusinessideashouldhavethefollowingfourelementsaccordingtoproduct/servicetypeandbusinesssystem-MustspecifywhereinnovationistakingplaceNewproduct(Microsoft)Newindustry(Netscape)ExistingindustryNewbusinesssystem(Dell)BusinessSystemConventionInnovationProduct/serviceConventionInnovationClearcustomervalueMarketofadequatesizeSufficientdegreeofinnovation1243Feasibilityandprofitability

SufficientdegreeofinnovationWhatisabusinessplan

Howisyourproduct/serviceinnovative?

Howisyourbusinesssysteminnovative?KeyQuestions9Abusinessideashouldhavet

Considerfeasibility(legalconstraints,time/resourcelimits,etc)

Calculateoverallprofitability(simple

cashflow,etc)ClearcustomervalueMarketofadequatesizeSufficientdegreeofinnovation1243Feasibilityandprofitability

FeasibilityandProfitabilityWhatisabusinessplan

Whataretheconstraintsinimplementingyourbusinessidea?Whyareotherpeoplenotimplementingthiskindofbusinessidea?Whatisthegrossmarginrateofyourplannedbusiness?Howmuchinvestmentisnecessary?Howmuchisthevariablecost?Doestheprofitincrease?Whatistheoverallcashflow?KeyQuestions10Considerfeasibility(legalPrioritizationofabusinessidea-Insearchofakilleridea

Aprocesstoprioritizegeneratedideas

Positioningofideasonthebelowchartbasedonthepotentialmarketanditsfeasibility

※KillerIdea:Anideacapableofcreatinganewmarket(ex.walkman,mobilephone,Dialpad,

45min.photographprinting,etc.)Seeksolutionsforobstaclesinimplementation

Immediatelylaunchbusinessplanwrite-up

Postpone

Seekwaystoexpandmarketsize

FeasibilityLowHighMarketsize(allowgrowth)LowHighWhatisabusinessplan

11PrioritizationofabusinessProtectingabusinessidea

Waysofprotectingabusinessidea

Patenting:PatentingabusinessideatoensurelegalprotectionConfidentialityagreement:MaintainingaconfidentialityagreementwithrelatedpartiesworkingonthebusinessideaQuickimplementation:ImplementingyourbusinessplanassoonaspossibleWhatisabusinessplanInnovativeideasaretheresultofhardworkandcreativethinking.ItisimportanttoprotecttheideasufficientlysothattheideaisnotexposedtootherindustriesThebestprotectionistoimplementyourbusinessideaasquicklyaspossiblesoastobuildanentrybarrier

12ProtectingabusinessideaWay

Theneedtowriteabusinessplan

Elementsofagoodbusinessplan

Businessplanstructure

Writingabusinessplan

Summary

Product/ServiceMarketandCompetition

MarketingBusinessSystem

OrganizationandHR

OpportunitiesandRisksImplementationScheduleFinancialPlanning13WritingabusinessplanTheneedtowriteabusinessplan

“Writingabusinessplanforcesyouintodisciplinedthinking,ifyoudoanintellectuallyhonestjob.Anideamaysoundgreat,butwhenyouputdownallthedetailsandnumbersitmayfallapart.”Writingabusinessplan

ThebusinessplanwasfirstusedintheUSAbystart-upandventurecompaniesasmeansofacquiringfundsfromprivateinvestorsandventurecapitalists.Evenmajorcorporationsrelyonbusinessplanstohelpthemmakeinternalinvestmentdecisions.

Cansystematicallyexaminefeasibilityofthenewbusinessfromvariousangles

-Canprovidesolutionstoproblemsandheightenefficiencyofthenewbusinesswithclearanalysisofthesituation

―ProvidesaninvaluabletoolformanagementandevaluationoftheprojectBenefitsofwritingabusinessplan14Theneedtowriteabusiness

Elementsofagoodbusinessplan

Clarity:Mustclearlylayoutthekeypoints(strengths)ofthebusinessplan

Objectivity:Mustbebasedonobjectivedata

Simplicity:Shouldbecomprehensiblebytechnicallayman

Consistency:Musthaveuniformvisuallayoutandconsistencyineditingofthefinalversion

Well-defined,quantifiablecustomervalue:Loweringthecostofdeliveringanexistingvalueorcreatinganewvalueifthiscanbeachievedatreasonablecost

Innovativeproduct/service:

Theproduct/serviceand/orbusinesssystemmustpossessahighdegreeofinnovation

Thepossibilitytoprotect/sustaintheinnovation

Agrowingand/orlargemarket:Thetargetmarketshouldgrowatafastpaceorshouldbealargemarket

Afar-sightedanalysisofthecompetition:Provideacompleteandobjectivedescriptionofexistingandpotentialfuturecompetitors

Acarefulweighingoftherisksandopportunities:Providearealisticdescriptionoftherisksinvolvedinthebusinessandplanstoovercomethem.ExplainwaystomakeuseofpotentialopportunitiesGeneralprinciplesMain

ContentsWritingabusinessplan

15ElementsofagoodbusinesspChecktoseeifyourreaderscanreadandcomprehendthesummaryinfivetotenminutesevenifthepersonhasnopreviousknowledgeofyourbusinessconceptoritstechnicalorscientificbasisWritingabusinessplan

SummaryThesummaryshouldbeabletodeliverthemostimportantaspectsofthebusinessplantothedecision-makersFocusonthesefourelementswhenwritingyoursummary

―Clarityofthebusinessidea

―Valuetheproduct/serviceprovidestothecustomer

―Marketsizeandgrowth

―ReturnoninvestmentDescribeyourbusinessideaasclearly,compellingly,andconciselyasyoucan16Checktoseeifyourreadersc

Product/serviceDevelopmentstatusoftheproduct/service

Explainthestageofdevelopmentyourproduct/servicehasreached

Identifytechnical/legal/consumerbehavioral/partnership(needtopartnerwithotherindustries)/socialandculturalconstraintsindeliveringproductorservicetocustomersandprovidesolutionmeasures“Ifyoudon’tknowwhatthecustomervalueis,thewholethingisawasteoftime.”Writingabusinessplan

Clearlyindicatehowyourproduct/servicediffersfromthosethatarenoworwillbeonthemarketCustomerValue

Thebusinessplandoesn’tmakeanysenseiftheproductorservicefailstoprovidebettervaluetothecustomercomparedtocurrentmarketofferings

Analyzethevaluethecustomergainsfromyourproduct/service

Weightheadvantagesanddisadvantagesofthenewproduct/servicefromthecustomer’sperspective17Product/serviceDevelopmentsCheckList(Product/service)Haveyouexplainedplanstoretrievethevaluedeliveredtothecustomer?(howwillyougetyourmoneyback)□Developmentstatusoftheproduct/service

Haveyouaccuratelyexplainedthecurrentstageofdevelopmentofyourproduct/service?

Haveyouindicatedwhatresources(time,personnel,funds)yourequireforeachsubsequentdevelopment?□CustomerValue

Isthereacleardefinitionofwhatcustomervalueyourproduct/serviceprovides?

Haveyoudefinedwhoyoucustomersareandwhoarenot?

Haveyouidentifiedwhythecustomerbuysyourproduct/service?(Haveyouexplainedwhataddedvaluethecustomerreceivescomparedtootherproducts/services)Haveyouweighedthestrengths/weaknessesofyourproduct/serviceovercomparableproducts/servicesfromthecustomer’sperspective?Haveyouconductedpilottestsorsurveystoseeiftheproduct/servicefulfillscustomerneeds?(ortriedothermeanstofindout)

Haveyouexplainedthetechnicalbarriersandsolutionmeasures?

Haveyouexplainedtheinstitutional/legalconstraintsandwaystoovercomethem?

Haveyouexplainedthecustomary/consumerbehavioralconstraintsandsolutions?

Haveyouexplainedthecultural/socialconstraintsandwaystoovercomethem?YesNoWritingabusinessplan

18CheckList(Product/service)

MarketandCompetitionMarketsizeandgrowth

Arapidincreaseinthevalueofthecompanycanbeexpectedonlyifthemarketholdsagreatpotential

Themarketsizeshouldbepresentedinfiguresi.e.numberofcustomers,ofunitsales,totalsales

Yourexpectationsformarketgrowtharecritical;showwhatfactorswillaffectdevelopments(e.g.technology,legislativeinitiatives)

ForecastingmarketsizeandgrowthDefinefactorsinfluencingmarketsizeandgrowthSethypothesisonfuturedevelopmentsCollectfactsneededtoverifyhypothesis(pasttrends,expertopinions)Estimatemarketsizeandgrowthbasedontheprovenhypothesis“Ifthereisnocompetition,thereisprobablynomarket.”Writingabusinessplan19MarketandCompetitionMarket

Pointstofollowwhenmakinganestimate

Buildonsolidfoundation:Relyoneasilyverifiablefigureseventhoughtheremaybemanyunknowns

Thinklogically:Anestimateshouldbealogicalconclusionandshouldnothaveanyleapsinlogicordependonunspecifiedassumptions

Compareyoursources:Checkyourfactswithothersources(interviews,statistics,

expertopinions)toensureobjectiveness

Becreative:Lookforasubstitutevariablethatrelatestoyourneedwhenavariableisunknown

Checkforplausibility:Checkifeachestimatemakessense

Writingabusinessplan

20PointstofollowwhenmakingMarketSegmentation-Segmentthemarketandexplainyourtargetmarket-Therearemanywaystosegmentthemarketbutthefollowingthreeelementsneedtobepresent1)Determinethenumberofcustomerineachmarketsegmentandtheirbuyingpower(Measurability)2)Identifycustomerbehavioralpatternineachsegment(Homogenous-within)3)UsethesamemarketingstrategyforcustomerswithineachsegmentCustomersegmentationcriteriaforconsumergoodsmarketsCustomersegmentationcriteriaforindustrialgoodsmarketsLocation:country,urban/rural(populationdensity),climateDemographics:age,sex,income,profession,religion,educationlevelBehavior:Frequencyofproductpurchase,productusage,brandloyalty,

pricesensitivity,purchasingvariablesPsychologicalfactors:Lifestyle(behavior,interest,opinion)

Demographics:companysize,industry,location

Operations:technologyemployed(e.g.,

digital,analog)

Buyinghabits:centralizedordecentralizedpurchasing,purchasingcriteria

Situationalfactor:urgencyofneed,ordersize

Writingabusinessplan

21MarketSegmentationCustomerse

CompetitionComparekeycustomervalue,targetcustomers,salesrevenue,marketshare,costpositioning,productlines,anddistributionchannelsofyourcompanywiththoseofyourcompetitorsComparestrengths/weaknessesofyourproductwiththatofthecompetitorsConsiderwaystomaintainyourcompetitiveedgeCompareyourintangibleassetswiththoseofthecompetitorsAnalyzeyourpositioningstrategyinthemarketwiththatofthecompetitorsPositioning:transferringthecustomer’smarketpositionoftheproduct/servicetoapositionthatthecompanywantstotake(ex.Lowqualityproduct?highqualityproduct,babyproducts?adultproducts)Mapsfordesigningpositioningstrategy(samples)QualityLowHighPriceLowHighProductlineLowHighDeliverytime

LowHighCredibilityLowHighConvenienceLowHighWritingabusinessplan22CompetitionQualityLowHighPri

Haveyouexplainedfactorscrucialforsuccessinyourtargetmarket?□Competition

Haveyouidentifiedyourcompetitorswithcomparableproducts/services?

Haveyougivenananalysisofyourpotentialcompetitors?□Marketsizeandgrowth

Haveyouexplainedthegeneraltrendofyourtargetmarket?

Istherearationaleforpresentmarketsize?

Istherearationaleforfuturemarketgrowthrate?

□Marketsegmentation

Haveyoudefinedthecriteriaformarketsegmentationanditsrationale?

Haveyoucomparedthestrengthsandweaknessesofyourmajorcompetitorswithyourown?

Haveyoucomparedyourstrategieswiththoseofyourcompetitors?

Whatisyourcompetitiveedge(especiallyintangible)overyourcompetitorsandhaveyouexplainedifyourcompetitiveedgewillbesustainable?

Haveyougivenarationaleforcharacteristicsofeachmarketsegment(profitability,size,growthrate)andtheirfutureprospects?

Isthereacleardefinitionofthetargetcustomerandcustomerexamples?

Haveyoudeterminedthetargetmarketshareforeachmarketsegment?Writingabusinessplan

CheckList(Marketandcompetition)YesNo23Haveyouexplainedfactorscr

MarketingPrice

Determinetheattainablepriceforyourproduct/serviceandevaluateonwillingnessofcustomerstopaytheaskedprice(newbusinessesoftenencounterproblemsbecauseoftheconventionalwisdomthatpriceisderivedfromcost)Quantifythecustomervalueofyourproduct/serviceanddefinethepricebracket.VerifyandrefineyourassumptionsthroughdiscussionswithpotentialcustomersThepricingstrategydependsonyourgoal;thechoicecanbeeitherpenetratingthemarketquicklybygoingwithlowprice(PenetrationStrategy)orgeneratingthehighestpossiblereturnfromtheoutset(SkimmingStrategy)SkimmingstrategyPenetrationstrategyAnewproduct/serviceispositionedasbetterthanpreviousoptions,soahigherpricecanbejustified.Youcanalsocreateasuperiorimageoftheproduct/serviceHigherpricesgenerallyleadtohigherprofitmargins,andallowthenewcompanytofinanceitsowngrowth

Cansetanewstandardintheearlystage(e.g.Netscape,Explorer)

Cansubstantiallylowerfixedcostsperunitifthefixedcostishighintheinitialstageofthebusiness

Canpreventmarketentrybycompetitors“Marketingisfartooimportanttobelefttothemarketingdepartment.”Writingabusinessplan

Marketingisakeyelementinasuccessfulbusinesslaunching.Thisrequiresaclearstrategyfortheso-called4Ps(Product,Price,Place,Promotion)(Forproduct,refertotheproduct/servicesection)24MarketingPriceSkimmingstraPlace

Howtodeliveryourproduct/servicetothecustomerisakeymarketingissueandrequiresconsiderationofvariousfactorsThemainfactorstoconsiderare;thenumberofpotentialcustomers,rangeofproduct/service,arethecustomerscompaniesorindividuals,wheredotheyprefertoshop,doestheproductrequireexplanation,whatisthepricebracket,whatisthefrequencyofpurchase,whataretheinstitutional/legalconstraintsAnothersignificantmarketingdecisioniswhetheryourcompanywillhandlethedistributionitself,orwhetheraspecializedoperationwillhandleitforyou.Technologicaldevelopmentshavegreatlyexpandedthespectrumofdistributionchannelsandthechoicesareasfollows;

1)Third-partyRetailers:Productssoldtotheendcustomerviaretailers2)OutsideAgents:Specializedcompaniesactingasagentsforthedistributionofproducts(don’tacquireownershiprights)andchargingcommissionforsales3)Franchising:Franchiseespayinglicenseorfranchisefeesandsellingtheproduct/service

(e.g.McDonalds,Seven-eleven)4)Wholesalers:Amiddlemanspecializinginre-salestoretailers5)Stores:Sellingproductsdirectlytocustomers6)Ownsalesstaff:Companymarketingemployeesinchargeofdirectsales7)DirectMail:Sellingproductsbymailtocustomers8)CallCenter:Invitingconsumerstoorderproductsbytelephonethroughadvertising9)Internet:UsingInternetasamarketingchannelWritingabusinessplan

25Place

WritingabusinessplPromotionAdvertisingyourproducts/servicesinordertoattractcustomer’sattention,informing,persuadingandinspiringconfidence

Promotioncanbedefinedas‘marketingcommunication’.Communicationmustexplainthevalueofyourproduct/servicetoyourcustomers,andconvincecustomersthatyourproductmeetstheirneedsbetterthancompetingoralternativesolutions

Waystoattractthecustomer’sattention

1)ClassicAdvertising:newspapers,magazines,TV,radio2)DirectMarketing:direct

mailtoselectcustomers,telephonemarketing,internet3)PR(PublicRelations):articlesinprintmediaaboutyourproduct,businessorthemanagement4)Exhibitions5)CustomerVisitsBesuretofocusonthepeoplewhomakethepurchasingdecisionorhavethegreatestinfluenceonthepurchasingdecisionWritingabusinessplan

26PromotionWritingabusiness

Isthepriceofyourproduct/servicereasonablecomparedtocurrentmarketofferingsfromthecustomer’spointofview?□Promotion

Haveyouanalyzedwho,withineachcustomergroup,ultimatelymakesthepurchasingdecision?Haveyouidentifiedwaystodrawattentionofyourtargetgroupstoyourproduct/service?□Price

Haveyouspecifiedwhatyourpricestrategyisandreasonsforadoptingthestrategy?

Doesthepriceaskedcovercostsandensureafairreturn?□Place

Haveyouexplainedthereasonsforyourchoiceofdistributionchannel?

Haveyoudeterminedhowmuchresources(time,investment)willbeusedtoattractandmaintaincustomers?

Haveyoudescribedstepsrequiredforlaunchingyourproduct/serviceinthemarket?

Haveyouspecifiedthetargetsalesvolumeforeachdistributionchannel?

Haveyouexplainedthetypicalprocessofsellingyourproduct/service?

Havealternativedistributionchannelsbeencomparedandstudied?Writingabusinessplan

CheckList(Marketing)YesNo27Isthepriceofyourproduct/R&DProductionMarketingSalesServiceWritingabusinessplan

BusinessSystemAbusinesssystemmapsouttheactivitiesnecessarytoprepareanddeliverafinalproduct/servicetothecustomerThreeelements,namelythevaluechain,make-or-buydecisionsandtheneedforpartnership,mustbeconsideredwithinthebusinesssystemValueChainDescribestheentireprocessofproduct/servicedeliverytoend-users(usechartstoenhanceunderstanding)Definethekeyvaluecreatingactivitieswithintheprocess

e.g.)InthecasewhereR&Dandmarketingarethekeyactivities28R&DProductionMarketingSalesSerNeedforpartnershipDeterminewhetheritisnecessarytoforgeapartnershipforapartorwholeofthebusinesssystemPointstoconsiderwhenmakingapartnershipWin-Winsituation:Determinewhetherbothsidescangainafairadvantagefromtherelationship

Needtodisperserisks:Determinewhetherthereisaneedtoavoidriskswithincertainpartsofthebusinesssystem(e.g.massiveinitialinvestment)Typesofpartnership

Non-bindingpartnership:Bothpartiescanendthepartnershipquicklyandeasily

Closepartnership:Canendthepartnershiponlyunderagreementfrombothpartieswhenthereisahighdegreeofinterdependence

Selectfieldforpartnership:ExplainwhythereisaneedforpartnershipintheselectfieldSelectpartnercompany:Comparestrengths/weaknessesofthepartnerMakeorBuy

Definecoreskillsforeachprocessinthevaluechain

Decidewhetheritisbesttocarryouttheindividualactivitiesbyyourselforwhetheroutsourcingisabetteroptionbasedonthesecriteria;strategicsignificance,suitability,andavailabilityIfoutsourcingisyourchoice,comparepotentialvendorsorsuppliersWritingabusinessplan

29NeedforpartnershipMakeorBuHasthekeyvaluecreationfactorinthevaluechainbeenindicated?□Partnership

Hastheneedforpartnershipbeenclearlyexplained?

Haveyoucomparedpotentialpartners?

□ValueChain

Isthevaluechainfullyexplained?Isthecostineachvaluechainobjectivelyexplained?□MakeorBuy

Haveyouspecifiedwhichactivitiesyouwanttohandleyourselfandwhichshouldbecarriedoutbythirdparties?

Haveyoucomparedpossiblewaystoforgepartnership?

Haveyouexaminedwhetherthepartnershipgivesequalbenefitstobothsides?

Haveyouexaminedfeasibilityofyourbusinessfromtheviewpointofstrategicsignificance,suitabilityandavailability?

Haveyoucomparedpotentialsuppliersforoutsourcing?

CheckList(BusinessSystem)

YesNoWritingabusinessplan

30HasthekeyvaluecreationfaOrganizationExplainorganizationalstructurenecessaryforeachstageofthebusiness(showorganizationalchart)MaintainTFTformatduringtheincubatingstageofthebusiness.SeparateintoanindependentbusinessunitoncetheoperationisinfullswingDescribemissionsandfunctionsofeachorganizationalunitHRDescribeskillsandqualificationsrequiredoftheteamleadersandmembersSetupKPIforperformanceevaluationofteamleadersandmembers

Suggestwaystorewardoutstandingteamleadersandmembers

Showrequirednumberofpersonnelaccordingtoeachorganizationalunit/rankWritingabusinessplan

OrganizationandHR31OrganizationWritingabusine

Isthereenoughbackgroundfortheorganizationalstructure?HaveyouselectedKPIforperformanceevaluationofteamleaders/members?

DoestheKPImatchthemissionsandfunctions?

Haveyoupresentedanorganizationalchartaccordingtoeachbusinessstage?

Haveyoudetailedfunctionsandmissionsforeachorganizationalunit?□HR

Haveyoudescribedtheskillsandqualificationsrequiredofeachbusinessunitleader?

Haveyousuggestedwaystorewardoutstandingteamleaders/members?

Istheorganizationstructuresuitableforspeedydecisionmaking?

Haveyoudescribedtheskillsandqualificationsrequiredofeachunitteammember?

Haveyouindicatedwhetheryouwillutilizeyourownoroutsidepeopleasteamleaders/members,andgivenrationaleforyourchoice?

Havethenumberofranksbeenminimizedasmuchaspossible?

Writingabusinessplan

CheckList(OrganizationandHR)YesNo□Organization

32IsthereenoughbackgroundfoAnalyzetheopportunitiesandrisksinvolvedinthenewbusinessandpromoteriskmanagementandopportunityuseRiskanalysisAnalyzethefundamentalrisksrelatedtothemarket,competitionandtechnologicaldevelopmentforthenewbusiness

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