商机分析.doc

<p>(完整版)商机分析(实用性巨强)
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筛选创业商机
学习目的
学完本章后你将能够:
l·仔细研究两种筛选方法-—快速筛选(Quick Screen)和企业商机筛选指南
&nbsp;(VOSE)—-它们可以帮助你判断出你的现有思路会不会成为潜在商机。
2·用第3章的商机标准检验你的思路,并评价这些思路和你自己、你的团队、资源 &nbsp;是否匹配以及风险回报平衡关系.
3·能够凭借更开阔的思路和更深邃的思想来考虑怎样做才能同时平衡风险回报并提高各方面的匹配程度。
4·能够判断你现在最好的思路是否足以形成一份完善的商业计划。
5·明确自己是否相信自己能有效地调整思路和战略，使它们很好地吻合,并形成对你自己和投资者很有吸引力的风险回报平衡计划．
筛选创业商机。
时间对创业说，既可以是朋友，也可以是敌人。
你要把你和你的团队所能想到的所有和企业有关的想法都仔细研究一下，1个季度不够，1年不一定够，甚至10年不一定够，这就是残酷的现实。而在这个现实中最困难的一点就是：你必须找到能把好的思路付诸实施的最佳时机，并准确把握住这个时机。另外,更为难上加难的是：只有当你对大量商机进行筛选之后才会形成有效的战略。这就是创业学里兼具惩罚和回报两面性的达尔文自然选择法则:许多人尝试，许多人失败，一些人成功．少数人出类拔萃.比如在美国，仅在2000年一年中就有大约400万家新企业成立,即每月有30多万家。但在所有这些企业中，10％一15%最终获得了成功，销售额达到或超过了100万美元。
四项锁定标准
本章将教你判断怎样的思路才是真正的创业商机，这是你必须解决的众多棘手问题中的第一个。最终造就了好企业的想法不是灵机一动的偶然想法。和第2章的模型以及第3章的商机标准一样，优秀企业也有四项锁定标准：1．它们为客户或最终用户创造或增加了极大价值。
2．它们能做到这一点的原因是它们能够解决一项重大问题，或满足某项重大需求或愿望,因此有人愿意 &nbsp;付高价购买。
3．它们有需求旺盛的市场和丰厚的利润，还具有容易 &nbsp;赚钱的特点：规模大(5 000万美元以上)；成长速度快(20％以上);毛利润高(40％以上);较早实 &nbsp;现了充足的自由现金流(不断进账的收入、固定和流动资本低）;盈利潜力高(税后利润为10％～15％以上)以及为投资者提供切实可行又极具吸引力的回报（投资回报率在25％～30％以上）。
4．它们就当时的时间和市场来说很匹配创始人及其管理团队,风险回报率也比较令人满意企业商机
快速筛选
多数老练的私人股权投资者和风险资本家在选择投资项目时，100个创业计划中被选中的不会超过5个，从这两个数字中我们可以看出筛选优秀的创业思路有多重要。实际上,能否快速高效地放弃某些思路对创业者来说是项很重要的技能.要放弃这些思路，就等于说你在形成这些想法的过程中所付出的所有热情和精力都付之东流，这会使我们十分矛盾。本章提供了解决这个问题的两种方法.第一个是“快速筛选”，它会帮助你在一小时左右的时间内把思路先预览一遍并快速评估。除非该思路有上述四项锁定标准做支撑,或你相信该思路可以加以改进，使之符合上述四项条件,否则你就会在一项潜力很小的思路上浪费大量时间. &nbsp;可以复制．以备己需。
企业商机筛选练习
企业商机筛选练习的目的是把思路的筛选过程细分成可以操作的几大块。快速筛选法可大致估计出某项思路的潜力.在一个团队中，每个团队成员都应该先对立完成练习，然后小组碰头把结果合并在一起,每次完成商机筛选练习后，你应该将快速筛选重新做一遍，重新评估一下你的打分。当你满意的完成所有练习后，合并的文档就会为你下一步制作商业计划提供必要素材。另外，它还会为你的商机形成过程提供可靠的审查记录。
不管创业者是否打算寻找风险资本或外部私人投资者来帮助实现创业理想,他们都必须做到客观认识创业思路的现实状况,薄弱点和强大优势。通常，通过团队内外成员的反复仔细审阅，会激发出大量创造性的想法和见解，如怎样改进最初的商业概念和战略才能极大的改善价值链,自由现金流,风险回报率以及由此产生的匹配度问题等.该过程是价值创造和建立高潜力企业的核心部分，决不能删除或删减.
&nbsp; &nbsp;这个早期种子阶段也是和准团队成员尝试结合的绝佳时期，这项工作可能很细致，很累人，也没意思。现在可以发现谁能带来什么，谁有职业道德，有恒心,讲信誉，以及你是否能和这些人很好合作，将会让你以后省很多前,也会省很多麻烦.最后，匹配度问题可以归结为这一点：商机，所需资源(以及资源的成本,其他团队成员（如果有的划),时机和风险回报率对我合适吗？

练习
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 快速筛选

标准 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;较高的潜力 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 较低潜力
需求/愿望/问题 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 已识别出 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 未被关注
客户 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;可以接触到并且客户愿意接受 &nbsp; &nbsp; 接触不到/是其他公司的忠实顾客
用户的回报期 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;＜一年 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ＞三年
增加的价值或创造的价值 &nbsp; &nbsp; &nbsp;IRR＞ 40％ &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; IRR＜ 20％
市场规模 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;5000万-1亿美元 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;＜1000万或＞10亿美元
市场成长率 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;＞20％ &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ＜ 20％,缩减
毛利率 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;＞40％ &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ＜ 20％，且难以维持
总体潜力
1. 市场 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;)中等( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ）低
2. 利润率 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;)中等( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; )低
二，竞争优势
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;较高潜力 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 较低潜力
固定和可变成本 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;最低 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 最高
控制程度 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;较强 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 较弱
价格和成本
供应和分销渠道
竞争者进入壁垒 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;可以创造 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 弱/没有
专有权优势 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;具有防御性 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 无
交互周期优势（产品，技术,人,资源,地点）迟缓的竞争 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 有限的
服务链 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;强优势 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 没有优势
合约优势 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;排他 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 无
关系网络 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;能接触到关键人物 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 有限的
总体潜力
1。成本 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;）中等（ &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; )低
2.渠道 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;)中等( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ）低
3.进入渠道 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;）中等（ &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; )低
4.时机 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;）中等( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; )低

三.价值创造和实现问题
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 较高潜力 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 较低潜力
税后利润 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 10%—15％或跟多并持久 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;＜15％;脆弱
达到赢利平衡所需要的时间 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;＜2年 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ＞3年
获得正现金流所需要的时间 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;＜2年 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ＞3年
投资回报潜力 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;40%-70%+,持久 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ＜20％;脆弱
价值 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高战略价值 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 低战略价值
资本要求 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;低到中等;找到投资 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;很高；很难找到投资
推出机制 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 首次公开上市;收购 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 未定义;变现能力差的投资
总体价值创造潜力
1。时机 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;）中等( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ）低
2.利润/自由现金流 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 高（ &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;)中等（ &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ）低
3.推出/清算 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 高（ &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;）中等( &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ）低

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 做 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;不做 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 如果-——--—-就做
1. 利润和市场
2. 竞争优势
3. 价值创造和实现
4. 匹配： “O”+&quot;R&quot;+”T”
5. 风险回报平衡
6. 时机
7. 其他紧要的问题:必须知道或
可能造成失败的问题
A
B
C
D
E
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;

企业商机筛选练习
&nbsp;创建新企业必须做一些例行的工作。我们建议大家把这个练习的各个组成部分用于整理思路和数据，“形成一份完整的商业计划。对每项组成部分都要进行动态处理．进而对商机的影响因索和执行计划也要进行动态处理.大家可以在一开始对进行粗线条的评价．然后在过程中逐渐细化集中。
&nbsp; &nbsp;商机筛选练习是根据第3章的标准制定的。在每个练习结束后你都会对你的创业商机的相对吸引力有个比较清晰的概念.它不太可能是个简单明了的答案． ｛在多数情况下．这个概念可能包含极大的不确定性和大量未知数和风险。但完成这些练习能帮助你了解这些不确定性和风险,还能帮助你找出减少不确定性和风险的办法，如果不能，休就必须继续寻找其他商机了。
这和国家在运营营销、现金流周期等方面都存在极大差异。因此．你可能会发现不是每个问题都和你的企业相关，甚至有些问题根本不相关。因此你有时可能要在这些练习的某处加一点什幺，或改动一点什幺，才能适合你自身情况。
&nbsp; &nbsp;做完这些练习需要比较长的过程.过实际上是对你在创办新企业前应该如何去面对这个艰巨，单调的辛勤工怍过程的一场预演。完成这些练习有助于帮助你判断你现在的商机按制定商业计划的四项锁定标准是否有足够的吸引力。当你在做练习时．休会发现撰写商业计划中的许多内容都来自于你练习中的答案。你可能会决定以后再做这螋练习中的某几项，但晟终这些问题你和你的“团队&quot;还是必须回答的。
&nbsp; &nbsp;最理想的是每个团队成员都独立完成过些练习。每个企业都是独一无二的。不同公司、行业要和这本书中的其他练习一样．你可“根据自己的需想复印多少份．就复印多少份，

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练习1 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;商机概念和战略阐述
简要描述你的远景,商机概念和战略.你的企业远景是什么？价值创造的定位是什么？他将解决的重大问题，需求和欲望是什么？为何它会这么重要,以至于客户或最终用户愿意支付高于平均价格的高低？为何对你来说现在存在这个商机?你能用最多25个字来描述这个概念和你的进入战略吗？

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练习2 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;企业商机概览
&nbsp; 填写下表“企业商机概览“，针对每一项标准指出你的企业在潜力连续线上所处的位置，在你估计的最合适处划一个叉.填的内容尽可能详细一些,如果你有困难,相关贸易杂志和时事通讯，其他创业者,交易展示会，贸易会或其他信息来源都可以提供帮助。

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 企业商机概览 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;
标 &nbsp;准 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 潜力最高 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;潜力最低

市场:需求 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 市场驱动；已被识别；每年有重复收入 &nbsp; &nbsp;未识别；一次性收入

客户 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;可达到性；购买订单 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;忠诚于其他企业或不可达到

用户利益 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;一年内回报 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 三年后回报

增值 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高；预先付款 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 低；对市场的影响极小

产品生命 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;耐用 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;不耐用

市场结构 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;不完美,细分市场竞争 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 高度集中或成熟
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;或新兴行业 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;或衰退中的行业

市场规模 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 销售潜力在1亿到10亿美元之间 &nbsp; &nbsp; &nbsp; &nbsp;未知，销售额低于2000万美元或几十亿美元

成长率 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 成长率为30％-50％或更高 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;减少或低于10％

市场容量 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 满负荷作业或将近满负荷作业 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 未满负荷作业

可获得的市场分额（5年内） &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 20％或超过20％；领导者 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;低于5％

成本结构 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 低成本供应商；成本优势 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 成本不断降低

经济性

税后利润 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 10%—15％或更高；有持久性 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;低于15％;脆弱

投资回报潜力 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 25%或更多；高价值 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;低于15％—20％;低价值

资本要求 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 低到中；找得到投资 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;很高;很难找到投资

内部收益潜力 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 每年25％或更高 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 每年低于15%

自由现金流特征 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 可观；可维持;销售额的20％—30％+% &nbsp; &nbsp; 低于销售额的10％

销售增长 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 中到高（15+％—20+％） &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 低于10％

资产密集度 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 低（相比于销售额) &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高

自备营运资金 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;要求低,能积累 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;要求高

研发/资本开支 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;要求低 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;要去高

毛利率 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;超过40％并且持久 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;低于20%

现金流达到盈亏平衡点所需要的时间 &nbsp; &nbsp;不到2年； 盈亏平衡点不变 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;超过4年;盈亏平衡点缓慢上升

盈亏（P＆L） 达到盈亏平衡点所需要的时间 &nbsp;不到2年； 盈亏平衡点不变 &nbsp; &nbsp; &nbsp; &nbsp; 超过4年；盈亏平衡点缓慢上升

收 &nbsp;获
增值潜力 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;战略价值高 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;战略价值低

估价倍数和可比性 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;p/e20倍以上;8—10倍以上EBIT &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;p/e+5倍， EBIT=3—4倍
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;1。5-2倍以上收入 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 收入=4
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;自由现金流8—10倍以上

推出机制和战略 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;现在或预想的选择 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 未定义的；变现性差的投资

资本市场环境 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;估价，时机,可供资本各项条件 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 前述个各条件不利；信贷吃紧
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;都十分有利;可实现资本流动

竞争优势

固定和可变成本 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 最低；高营运杠杆 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;最高

对成本,价格和分销的控制 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;中到强 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 弱

进入壁垒：
&nbsp;所有权保护 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 有或可以有 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 没有

竞争回应时间 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 竞争慢;打盹 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 不能获得竞争优势

法律,合约优势 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 所有权或唯一使用权 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;没有

关系和网络 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;发达；容易进入 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;原始;有限

关键人物 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;优秀人才；一支A等的团队 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;B等或C等团队

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;
标 &nbsp;准 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;潜力最高 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;潜力最低

管理团队
创业团队 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;全部为明星组合;自由代理人 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 创业者实力弱或只有个人独唱

行业和技术经验 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;该领域里最高；业绩记录优秀 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;不足

正直 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;最高标准 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;仍有疑问

认识的诚实度 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;知道他们不知道什么 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;不想知道他们不知道什么

致命的缺陷
个人标准

目标于匹配度 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;得到你想得到的;想要你想得到的 &nbsp; &nbsp; &nbsp; &nbsp; 惊讶

好/差的方面 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;可获得成功/风险有限 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;线性；在相同的连续体上

机会成本 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 薪水减少等 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 满足于现状

合意性 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 与生活方式想适合 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 单单追求赚大钱

风险/回报容许度 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;仔细计算过风险；风险/回报比例低 &nbsp; &nbsp; &nbsp; &nbsp;风险规避者或风险偏好者

压力承受度 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 压力之下,仍显示出旺盛的生命力 &nbsp; &nbsp; &nbsp; &nbsp;压力之下,崩溃

战略差异

匹配度 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;低

团队 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;行业内最佳;优秀自由代理人 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;B团队;没有自由代理人

服务管理 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;高级服务概念 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 被认为不重要

时机 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;顺手行舟 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;逆水行舟

技术 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;突破性的;某种类型的技术突破 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;许多替代品或竞争者

灵活性 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;能调整;上手快，脱手快 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;慢;顽固

商机导向 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;总在寻找机会 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 纯粹经营目前业务；打盹

定价 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;领导者或接近领导者 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 廉价出售的竞争者；低价

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;
标 &nbsp;准 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;潜力最高 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;潜力最低

分销渠道 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 容易进入;有现成的网络 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;未知;不容易进入

容错空间 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 宽恕战略 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 不容错,刚性战略
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;

评估你的创业机会的外部环境，包含以下各项:
1. 评估机会窗的特点，包括他的暂时性：

2. 说明何种进入战略适合此机会,为什么：

3. 如果你相信外部环境和创造出机会的力量--—-—-—如联系1和“企业商机概览“所述―――-是匹配的,请说明其证据和/或原因:

4说明你的推出战略并评估该战略的实施的前景，包括考虑其中的风险，回报和两者之间的平衡是否可以接受.

检查点 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;
&nbsp; &nbsp; 在继续做后面几个练习之前，一定确信你勾勒出的机遇把握比较大，并且你可以回答以下问题：“为什么现在存在这个机会？“有可能，这时你发现自己应该放弃或改变这项产品或服务的思路了.把该产品或服务推向市场,并一次创办企业所需要的资金和时间会超出你能承受的极限.但是,要特别留意那些潜在回报大的,远远超过更新换代和竞争所带来的风险和脆弱的商机.

88
练习3 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;商机塑造研究和练习
阐述你认为你的思路会成为商机的理由.这个过程很可能影响你对商机的评价,或促使你修订商机。我们在此列出一些我们认为你应该关注的问题，但你可能还需要加上一些其他方面的问题。这个练习的主要目的是促使你重点考虑商机的几大重要组成因素。
用企业商机筛选标准来评估该商机的吸引力，包括一下内容：

你的产品或服务要解决的重要问题，需要或需求是什么?

为什么这是重要的问题?

如果你的产品或服务能解决某问题或需要，和其他产品或服务相比,谁会为这项产品或服务支付高价？

他能创造的根本价值是什么?即它如何带来收益，如何形成优势,以及为什么会这样等？

简要描述你想进入的市场或细分市场

确切描述要销售的产品或服务,如果是产品，能确切说出它的最终用户。(如果你的产品或服务已经可以以商品形式提供或已经存在原型，可以附上产品规格，照片，样品等)

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估计产品或服务更新换代的周期,包括它是否可能过时以及何时过时

评估该产品或服务是否有替代品

评估开发所处的状态并估计完成开发，测试产品或服务，随后把产品或服务引进市场所需要的时间和资金

开发任务
开发任务
所需资金
完成所需月数

评估制造产品或提交服务的主要困难所需的时间和资金:

描述必要的客户支持,如担保服务,修理服务和技术员，销售员，服务人员和其他人的培训:

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总的市场规模
年份
20 &nbsp; &nbsp; &nbsp;
20 &nbsp; &nbsp; &nbsp;
20 &nbsp; &nbsp; &nbsp;
20 &nbsp; &nbsp; &nbsp;
20 &nbsp; &nbsp; &nbsp;
销售量/客户数

销售额(美元）

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;数据来源：

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;研究者：

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;数据的可信度:

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―――根据价格，质量和服务，控制程度等评估市场类型；并总结进入，生存和获胜必须采取的方法:

1． 会有什么增加商业机会的好消息或坏消息(或你能造成什么好消息或坏消息）？

2．（a）实施成功（b）新企业达到足够规模的机会有多大？

2． 你能为提过这种机会改变或增加什么？

3． 为使自己成为该行业最懂行的竞争者，你能作些什么，学些什么?

4． 其他重要问题

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练习4 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 客户接触研究和练习
创业是一项全面接触活动。对于对形成公司收入至关重要的潜在客户,接触是首要条件。你必须和客户接触并记录他们的反映。在这部分练习中,要力求把客户反映和商机修订研究和练习（见练习3）的内容协调起来.请完成以下内容：
根据客户的市场调查，评估你的客户怎样做生意以及下一步必须进行的调查步骤是什么：

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;
客户市场调查
客户
第一
第二
第三
客户的性质

业务和角色

反应
&nbsp;积极
&nbsp;消极
&nbsp;问题

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特定需求、用途

可接受的条款――价格，支持等

购买决策的基础：

谁做决定

资金限制

使用的替代品、竞争品（产品和服务）

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竞争者的名字

竞争产品

替代产品

调查的客户
序号
姓 &nbsp;名

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练习5 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 挖掘价值链---—--找出空白点
你必须把商机放在竞争环境中和现有的价值链背景下加以考察，以发现和改善价值链的方法,创造新的价值.除了跟踪实际的商品流外,你还应绘制出信息流和最终“流”到渠道各个环节的利润流,请完成下面内容：

评估你的产品和服务在市场上将处于什么位置，包括：
――――说明各种所有权，如专利，版权或商业秘密，以及在这方面意味着什么:

―――――评估你在质量，服务等水平上能达到的各种竞争优势，包括描述产品或服务的各种优势(和劣势）
：

97
――――和你的竞争者比较，评估你的定价战略

定价战略
零售
最高价格
平均价格
最低价格

批发

分销

其他渠道

制造

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――――根据价格与业绩/利益/增值的关系，评估竞争者在你的行业和细分市场中的位置:

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;最高

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 价格 平均

&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;最低
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 最低 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;平均 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;最高
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 业绩/利益/增值

-———-—指出你如何计划分销并销售你的产品或服务(如通过直销，邮寄订单,制造商代表等）以及销售,市场营销和广告/贸易推广的可能成本:

----—--你的产品或服务的分销计划，包括各种特别要求,如需要冷藏，以及分销成本将占销售额和总成本的百分比:

99

挖掘价值链
物流
组织材料和劳动力原材料
制造商和服务供应商
分销商
批发商
最终用户或客户
利润流
价格/单位:
美元
百分比
价格/单位：
美元
百分比
价格/单位:
美元
百分比
价格/单位:
美元
百分比
价格/单位：
美元
百分比
价格/单位：
美元
百分比
价格/单位:
美元
百分比
价格/单位:
美元
百分比
价格</p>