Företagande:+ entreprenörskap+&+miljö+ + vt+2015 Jörgen Adolfsson jorgen.adolfsson@fek.lu.se Sten K Johnsons Center för Entreprenörskap Lunds universitet
Exempel på affärsplanens format och innehåll 1. Sammanfattning 2. Affärsidén - Vad är det för problem som behöver lösas? - Hur stort är problemet? - Hur har du tänkt lösa detta problem? - Produkt- eller tjänstebeskrivning? - Vad gör din lösning attraktiv? 3. Ledningsgruppen - Vilka ingår i ledningsgruppen? - Vilka erfarenheter och kompetenser har ledningsgruppen? - Vilka kompetenser saknas och hur skall dessa attraheras? 4. Markandsplanen - Vem behöver din lösning? Vem ska du sälja till? - Hur ser marknaden ut (omfattning, segment, etc)? - Hur ser konkurrenssituationen ut? Dina konkiurrensfördelar? - Pilotkunder? - Prissättning? - Hur skall du få ut dina produkter och tjänster på marknaden? - Uppskattning av försäljningsvolymen - Försäljningsprogros för de närmaste 3 åren 5. Affärssystem och organisation - Vad behöver göras i företaget för att producera produkten eller tjänsten på ett effektivt sätt? - Hur skall du organisera arbetet? - Vad skall göras inom företaget och vad skall du låta externa aktörer göra för dig? 6. Genomförandeplanen - Vilka aktiviteter behöver genomföras? - Vilka tidsperspektiv har du? - Vad har du för milstolpar? 7. Lönsamhetsbedömning och finansiering - Är detta lönsamt? - Kalkyler? - Vilka kapitalbehov finns och hur skall detta finansieras? - Hur ser de likvida medlen ut de första åren? 8. Risker - Vilka risker finns det med företagandet? - Hur ska dessa adresseras? - Vilka är de kritiska framgångsfaktorerna? 9. Bilagor
Fredag+30+jan+ Affärsmöjligheter,+affärsidé+och+affärsmodell+ Diskussionomhuraffärsmöjligheteruppstår,iden9fierasoch utvärderas. Diskussionomaffärsmöjligheter,affärsidéerochaffärsmodeller Läsanvisningar:Landström&Löwegren(2009),kap4I6;Handbok affärsplaneringkap2,3(sid56i57;62i63;72i88;94i105)
InlämningsuppgiD+2:++ + IniEal+affärsidé+ + UTormaenini9alaffärsidé Besvarakortderelevantafrågorna(senästasida) 3I4sidortext. Lämnasinsenast9feb,kl13:00viaeImail9ll jorgen.adolfsson@fek.lu.se.
Beskrivning+av+en+affärsidé/möjlighet+ 1. Kortbeskrivningavidén(vadskavisälja,9llvem, varförskadeköpafrånjustoss)? 2. Trender/möjligheter/problemsomutgörbasenför möjligheten? 3. Gårdeta^tjänapengar?Hur?Hurmycket? 4. Harjustvimöjligheta^lyckasgenomföra/göra de^a?varför?
En#affärsmöjlighet # # Avsaknad#av#en#lösning#för#e8# problem # Det#går#a8#få#fram#en#lösning# Möjligt#a8#tjäna#pengar#
The#environment#is#the#source#of# opportunices#in#the#form#of#gaps#that# exist#as#a#consequence#of#change # PeterDrucker, Innova9onandEntrepreneurship: Prac9ceandPrinciples, NewYork:Harper&Row
Mobilt+internet+J+1999+
Exempel+på+källor+Ell+nya+affärsmöjligheter+ (Tidd,+m.fl.,+2005,+s.+33J36) + + Källor: + + + +Exempel:+ Nyteknikeruppstår Digitalfototeknik,func9onalfood,IOS,Android Nyapoli9skabeslut Förändringarnaiösteuropa, Interna9onaliseringinomEU Avregleringar Bankmarknaden,apoteksmarknaden FörändrademarknadsI Musikindustrin(skivornedladdning) beteenden Hälsa(t.ex.amtyd9llrökning/friskvård/etc) Miljöorientering Oväntadehändelser 11september2001 Demografiskaförändringar Åldrandebefolkning,urbanisering,singelhushåll
Några+konsumenXrender+aX+ha+koll+på + + Exploderande#medelklass 2010:1.8mrdtotalt,0.5mrdiAsien 2030:4,8mrdtotalt,3,2mrdiAsien KunskapsinflaCon 1940:1%perårskulliSE(40000)läserpåuniv. 2010:50%perårskulliSE(1,5milj). Connoisseurs)*och*nördkulturer.* Urbanisering 2010:50%avvärldensbefolkningistäder Ensamhushåll 2010:50%avdessaärsingel Åldrande#befolkning 2005:Globalgenomsni^sålder28år 2050:38år. Autencitet Minmalis9skdesign,resmål,lokalproducerat
HD29NOV2012
The+most+convenient+way+to+cook +
Svordomar,#frustraCon#&# workoarounds #
Affärsidéns innehåll VAD? Vilken produkt eller tjänst erbjuds. Vilket problem löses/behov tillfredsställs? Vilket värde skapas? TILL VEM? Vilka kunder och andra intressenter samt vilket värde/nytta företagets produkt tillför dessa? VARFÖR SKA KUND KÖPA FRÅN JUST ER? Produktens/företagets unikhet och särprägel i förhållande till konkurrenterna. Vilket mervärde skapar er produkt/tjänst/företag i jämförelse med konkurrentens?
Exempel+på+kriterier+för+aX+utvärdera+ affärsmöjligheter+och+affärsidéer+ 1. Finnse^kundbehov/problem(kri9skt,allvarligt)? 2. Finnsen bra eqerfrågan/marknad? 3. Harlösningen/innova9onenenkunduppfa^ad konkurrensfördel? 4. Ärkonkurrensenhanterbar nuochpålitesikt? 5. Kanvigenomföradethär(rä^kompetenser,resurser, nätverk,intresseochpassion,mm)? 6. Gårdettjäna9llräckligtmedpengarpådethär,gårdet a^finansiera?
Affärsmodell Affärsidé Affärsmöjlighet
Day Month Year No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Keyac9vi9es What value do we deliver to the customer? Which one of our customer s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? Rela9onships How costly are they? For whom are we creating value? Who are our most important customers? Keypartners Thevalueproposi9on (the offer ) Thetargetcustomer What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Keyresources Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Channels What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Coststructure For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Revenuestreams (pricing) This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Ford+Motor+Company+circa+1900+ Day Month Year No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Customerneed analysis, designandbuild What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What value do we deliver to the customer? Which one of our customer s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Close, 1I1personal, adap9ve What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Craqsmanship Madetoorder, forthesunday drive Directchannel, localshop Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Veryrichpeople Themassmarket What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Lowfixedcost For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would Pricenoissue,part they prefer to pay? How much does each Revenue Stream contribute to overall revenues? advancepayment,high grossmargin This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Ford+Motor+Company+circa+1900+ Day Month Year No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Distribu9on partners, governmental agencies What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Lowfixedcost Customerneed analysis, designandbuild Supplychain management, produc9on What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Craqsmanship Supply,factories Highfixedcost What value do we deliver to the customer? Which one of our customer s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? Madetoorder, forthesunday drive Standard, one sizefitsall for everydayuse What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? Close, How are they integrated with the rest of our business model? How costly are they? 1I1personal, adap9ve Indirect, distant Directchannel, localshop Independent Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? reisellers, na9onwide, adver9sing For For what what do value they are currently our customers pay? really willing to pay? Partadvancepayment, How How are would they they currently prefer paying? How much does each Revenue to pay? Stream contribute to overall revenues? oneioff,highgross margin For whom are we creating value? Who are our most important customers? Veryrichpeople Themassmarket USD500, consumercredit, lowgrossmargin This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
InlämningsuppgiD+3:++ + IdenEfiera+kriEska+resurser+och+partners+ Iden9fieradekri9skaresurserochpartnerssom krävsförgenomförandetaveraffärsidé.mo9vera varfördessaärkri9ska.beträffandekri9ska resurser,beskrivävenhurdessaskaanskaffas/ säkras 3I4sidortext. Lämnasinsenast13feb,kl13:00viaeImail9ll jorgen.adolfsson@fek.lu.se.
Tisdag+10+feb+ (Obs+Handledning+3+eller+6+februari,+se+schema)+ Resursanskaffning+och+användning+ Defini9onavochdiskussionomresurser,iden9fieringavkri9ska resurser,diskussionomentreprenöriellastrategierför resursanskaffningoch användning Läsanvisningar:Landström&Löwegren(2009),kap8,10;Handbok affärsplaneringkap3(sid64i71) Utdelningavinlämningsuppgiq4:UTormamarknadsplan.