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Businessplan Template

In: Business and Management

Submitted By Joewilkens
Words 2119
Pages 9
EEN INNOVATIEVE OPLOSSING VOOR EEN BEHOEFTE BIJ DE DOELGROEP
Businessplan voor de introductie van product X in markt Y

Handleiding voor het schrijven van een businessplan

www.frankvanormondt.nl

Auteur:

Frank van Ormondt

Bedrijf:

Frank van Ormondt Advies en Educatie
Eekhoornstraat 36, 1216 AT Hilversum

Datum:

15 januari 2011

Versie:

4

Status:

Akkoord

Versie 1, 25 juni 2009
Versie 2, 22 september 2009
Versie 3, 29 maart 2010
Versie 4, 15 januari 2011

© Frank van Ormondt Advies en Educatie, Hilversum, Nederland
Alle rechten voorbehouden. Niets uit deze uitgave mag worden verveelvoudigd, opgeslagen in een geautomatiseerd gegevensbestand of openbaar gemaakt, in enige vorm of op enige wijze, hetzij elektronisch, mechanisch, door fotokopieën, opnamen of op enige andere manier, zonder voorafgaande schriftelijke toestemming van Frank van Ormondt Advies en Educatie.

Frank van Ormondt Advies en Educatie is zich volledig van bewust van haar taak een zo betrouwbaar mogelijke uitgave te verzorgen. Niettemin kan zij geen aansprakelijkheid aanvaarden voor onjuistheden die eventueel in deze uitgave voorkomen.

Copyright © 2007-2011 | Frank van Ormondt Advies en Educatie | www.frankvanormondt.nl
2

Inhoudsopgave
1.

E X E CU T IV E SUMMARY .......................................................................................................................... 6

2.

I N L E I DI N G ............................................................................................................................................. 7
2.1.
2.2.
2.3.

3.

AFBAKENING.............................................................................................................................................. 7
KERNVRAAG .............................................................................................................................................. 7
METHODE ................................................................................................................................................. 7

P R OF I EL ................................................................................................................................................. 8
3.1.
3.2.
3.3.

4.

MISSIE EN VISIE .......................................................................................................................................... 8
DOELEN, DOELSTELLINGEN EN CRITERIA ........................................................................................................... 8
STRATEGIE................................................................................................................................................. 8

E X T ER N E ANALYSE ................................................................................................................................ 9
4.1.
4.2.
4.3.

5.

MESO-OMGEVING ...................................................................................................................................... 9
MACRO-OMGEVING .................................................................................................................................... 9
CONCLUSIES OVER KANSEN EN BEDREIGINGEN.................................................................................................. 9

I N T E R N E ANALYSE ............................................................................................................................... 10
5.1.
5.2.

6.

MICRO-OMGEVING ................................................................................................................................... 10
CONCLUSIES OVER STERKTES EN ZWAKTES ..................................................................................................... 10

S WO T ANALYSE .................................................................................................................................... 11
6.1.
6.2.

7.

CONFRONTATIEMATRIX .............................................................................................................................. 11
UITDAGINGEN .......................................................................................................................................... 12

S T R A T EG I SC H E KEUZE ........................................................................................................................ 13
7.1.
7.2.

8.

STRATEGISCHE OPTIES................................................................................................................................ 13
BESTE OPTIE ............................................................................................................................................ 14

I M P L EM EN T AT I E PL AN ..................................................................................................................... 15
8.1.
8.2.
8.3.
8.4.
8.5.
8.6.
8.7.

9.

METHODE ............................................................................................................................................... 15
ANALYSE VAN DE KLOOF ............................................................................................................................. 16
UITWERKING VAN HET CONCEPT .................................................................................................................. 16
VERANDERSCHEMA ................................................................................................................................... 17
TOELICHTING FASE 1 ................................................................................................................................. 18
TOELICHTING FASE 2 ................................................................................................................................. 18
TOELICHTING FASE 3 ................................................................................................................................. 18

L I T ER AT U UR LI J S T ............................................................................................................................. 18

10.

A PP EN D IC E S ................................................................................................................................... 19

10.1.
10.2.
10.3.
10.4.
10.5.

INTERVIEWS MET DESKUNDIGEN .................................................................................................................. 19
ONS BEDRIJF FINANCIEEL DOORGELICHT......................................................................................................... 19
WAT DOET DE CONCURRENTIE OP DIT GEBIED ................................................................................................. 19
ONDERZOEKSRESULTATEN VOOR DEZE MARKTBEHOEFTE ................................................................................... 19
FINANCIËLE PROJECTIE VAN KOSTEN, BATEN, INVESTERING EN RENDEMENT .......................................................... 19

Copyright © 2007-2011 | Frank van Ormondt Advies en Educatie | www.frankvanormondt.nl
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11.

N AB E SC H O UW IN G [OPTIONEEL] ................................................................................................... 19

12.

LIJST MET A FK OR T IN G EN [OPTIONEEL] .......................................................................................... 19

Copyright © 2007-2011 | Frank van Ormondt Advies en Educatie | www.frankvanormondt.nl
4

Voorwoord
Hartelijk dank voor het downloaden van dit document. Ik hoop van harte dat het een positieve bijdrage mag leveren aan uw organisatie en uw succes.
Mocht er behoefte zijn aan verdere ondersteuning bij het opstellen van een businessplan, dan biedt Frank van Ormondt Advies en Educatie u een aantal mogelijkheden:
► Begeleiding o Persoonlijke begeleiding en coaching

o

Advies, project- en interim-management

► Training o Workshop Businessplan in één dag

o

Workshop Businesscase voor non-financials

o

Workshop Ondernemingsplan in één dag

o

Masterclass Strategisch management

o

Kijk voor het complete trainingsaanbod op: www.frankvanormondt.nl/training

Tot ziens!
Frank van Ormondt
Hilversum, 15 januari 2011.

Frank van Ormondt Advies en Educatie
Eekhoornstraat 36, 1216 AT Hilversum, Nederland info@frankvanormondt.nl | www.frankvanormondt.nl
Tel. 035 6237721 | Mob. 06 22248726 | Fax. 084 8320783

Copyright © 2007-2011 | Frank van Ormondt Advies en Educatie | www.frankvanormondt.nl
5

1. E xecutive Summary
Wat is de aanleiding, het probleem, het gat in de markt?
Wat is het antwoord hierop, de oplossing, het plan, de doelstellingen?
Welke investering is hiervoor nodig en welk rendement verwacht ik?
Hoe ziet het stappenplan er uit om de doelstellingen te halen?
Welke risico’s zie ik en hoe gaan we daar mee om?
Wat vraag ik precies van het management?

Copyright © 2007-2011 | Frank van Ormondt Advies en Educatie | www.frankvanormondt.nl
6

2. I nleiding
2.1.

Afbakening

Welke markten, behoeften en oplossingen betrekken we in dit document?
En welke bijv. niet?

Instrumenten:


2.2.

What business are we in?
(Abell)

Kernvraag

Formuleer de kernvraag als rode draad voor het hele document.

2.3.

Methode

Frank’s STAM-model voor strategische planning bestaat uit de hieronder getoonde ontwikkelstappen. STAM-model voor strategische planning
Inleiding

Profiel

Externe analyse SWOT analyse Strategische keuze SWOT & uitdagingen Opties en keuze Implementatieplan

Interne analyse Afbakening
&
kernvraag

Externe analyse Huidig profiel Nieuw profiel Implementatie
& borging

Interne analyse Doelstellingen & criteria Strategische kloof

Copyright © 2007-2011 | Frank van Ormondt Advies en Educatie | www.frankvanormondt.nl
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3 . P rofiel
Beschrijving van het profiel van de overkoepelende organisatie.

3.1.

Missie en visie

Missie


Werkterrein



Bestaansrecht



Betekenis voor stakeholders



Normen, waarden en overtuigingen



Intenties en ambities

Visie


Omgevingsbeeld



Gedroomde positie



Methode om die te bereiken

3.2.

Doelen, doelstellingen en criteria

Wanneer vinden we dat onze onderneming een succes is en wat is voor het succes (c.q. de levensvatbaarheid) van onze organisatie doorslaggevend (kritische succesfactoren)?
Hoe meten we die SMART?
Volgens welke criteria kiezen wij onze strategische opties? (Bijv. terugverdientijd binnen 1 jaar, evolutionaire of revolutionaire innovaties, conservatieve of opportunistische risico’s.)

3.3.

Strategie

Hoe denken we de doelstellingen te bereiken? Op middellange en lange termijn?

Copyright © 2007-2011 | Frank van Ormondt Advies en Educatie | www.frankvanormondt.nl
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4. E xterne analyse
Instrumenten:

4.1.

Meso-omgeving



Adoptie en diffusie (Rogers)



Bedrijfstak, beïnvloedbaar

BCG-matrix, GE-matrix
(MABA)



Afnemers



Toeleveranciers



Behoeftenonderzoek



Distributie



Benchmarking



Concurrentie



Brancheanalyse



Publieksgroepen



Concurrentieanalyse (Kotler,
Alsem)



Koopgedrag (consumenten,
Decision Making Unit)



Marktpotentieel



Prijselasticiteit



Product Life Cycle



Vijfkrachtenmodel (Porter)



Segmentering

4.2.

Macro-omgeving

Maatschappij, regels/trends


Demografische ontwikkelingen



Economische ontwikkelingen



Politieke ontwikkelingen



Ecologische ontwikkelingen



Sociale ontwikkelingen



Technologische ontwikkelingen

4.3.

Conclusies over Kansen en Bedreigingen

Welke kansen en welke bedreigen halen we uit het voorgaande?

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9

5. I nterne analyse
5.1.

Instrumenten:

Micro-omgeving

Organisatie, beheersbaar



7S-model (McKinsey)



Financiële situatie



Audit, kwaliteitsysteem



Merk, imago



Core competencies (Prahalad)



Assortiment





Klanten, leveranciers, distributie

Financiële en andere zakelijke kengetallen •

Afdelingsprestaties



Klantwaarde



Klantpyramide (Curry)



Klanttevredenheid, SERVQUAL
(Zeithaml)



Managementvaardigheden
(Quinn)



Productrendement



Strategische scholen
(Mintzberg)



Waardeketen, Wiel van concurrentiestrategie (Porter)

5.2.

Conclusies over Sterktes en Zwaktes

Welke sterktes en welke zwaktes halen we uit het voorgaande?

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6. S WOT analyse
6.1.

Confrontatiematrix

Welke Sterktes, Zwaktes, Kansen en Bedreigingen uit de vorige twee hoofdstukken nemen we mee in de confrontatiematrix?
Bij voorkeur ongeveer 3 per categorie.
Kansen

Bedreigingen

Kans 1
Sterktes

Sterkte 1

Kans 2

Kans 3

Bedr. 1

Bedr. 2

Bedr. 3

000

000

648

000

135

677

9

[20]

18
Sterkte 2

112

1

2

[20]

4

4

000

886

433

001

021

223

10

1

3

7

978

011

000

657

225

001

2

18

9

1

000

231

001

101

764

401

1

2

17

5

001

101

354

224

998

021

1

Zwakte 3

310

6

Zwakte 2

758

[24]

Zwakte 1

002

22
Zwaktes

010

[25]
Sterkte 3

988

2

12

8

[26]

3

Geef aan elke combinatie een rapportcijfer, bijv. 0 = niet relevant, 1 = minimaal effect, 9 = maximaal effect. Laat eventueel andere personen ook een score uitbrengen en tel alle scores op.
In dit voorbeeld hebben drie mensen meegedaan. Daardoor lopen de totaalscores van 0 tot 27.

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11

6.2.

Uitdagingen

Uit de confrontaties met de hoogste scores kunnen we uitdagingen formuleren, bijvoorbeeld:
SK [25]: Hoe kunnen we Sterkte2 gebruiken om in te spelen op Kans1?
SB [20]: Hoe kunnen we Sterkte1 gebruiken om Bedreiging3 af te wenden?
ZK [24]: Hoe kunnen we Zwakte1 versterken zodat we kunnen inspelen op Kans1?
ZB [26]: Hoe kunnen we Zwakte3 verbeteren om de dreiging van Bedreiging2 af te wenden?

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7. Strategische keuze
7.1.

Strategische opties

Om de uitdagingen te kunnen beantwoorden, kunnen strategische opties worden gedefinieerd.

Instrumenten:





Experience and Role (Pine & Gilmore)



Marketingstrategie, 4 P’s (Kottler)



Productinnovatiestrategie



Soms hebben opties betrekking op meerdere uitdagingen. Dienstverlener (Maister)



We nemen ons bestaande product en maken dit geschikt voor de buitenlandse markt Customer Value (Treacy & Wiersema)



We ontwikkelen een nieuw product dat goedkoper is dan de concurrent

Concurrentiestrategie (Porter)



Een optie beschrijft hoe de uitdaging wordt aangepakt, bijvoorbeeld:

Product-/Marktontwikkeling (Ansoff)

Optie A
SK[25]

Optie B

Optie C

x

x

x

SB[20]

x

ZK[24]

x

x

ZB[26]

Optie D

x

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13

7.2.

Beste optie

Deze opties dienen te worden gewogen zodat de beste optie overblijft. Hiervoor zijn criteria nodig. In onderstaand voorbeeld zijn de weegfactoren en rapportcijfers fictief. Een deel van de criteria zijn niet specifiek voor dit businessplan en kunnen worden afgeleid uit hoofdstuk Profiel.
Criteria

Weegfactor

Optie A

Optie B

Optie C

Optie D

Voldoet het aan de geldende bedrijfscriteria? 20%

9

6

7

5

Wordt het centrale probleem opgelost? 10%

8

7

9

9

Sluit het aan bij de analyse?

10%

8

6

9

8

Voldoet het aan de doelstellingen? 15%

8

6

8

7

FOETSIE

5%

9

5

9

6

Past het bij het beleid?

10%

5

5

9

6

Is het uitvoerbaar, haalbaar, verdedigbaar, …?

30%

7

3

7

5

Totaal

100%

7,7

5,1

7,9

6,2

In dit voorbeeld wordt gekozen voor een combinatie van Optie C en A.

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14

8. I mplementatieplan
Uitwerking van de Optie C&A uit het vorige hoofdstuk.

8.1.

Methode

Frank’s STIM-model voor stategie-implementatie bestaat uit de volgende vier ontwikkelstappen:
1. Analyse van de kloof


Van Ist naar Soll



Uitwerking van het concept

2. Zakelijke plan


Activiteiten



Businesscase

3. Menskant


Inrichting



Aansturing

4. Uitvoering


Operationele verandering



Evaluatie

Wanneer de kloof niet in één fase gedicht kan worden – hetgeen in de praktijk typisch het geval is – kunnen deze ontwikkelstappen worden uitgewerkt in het Veranderschema van het STIM-model (zie paragraaf 8.4). Het zakelijke plan wordt dan uitgewerkt in Businessfases en de menskant in
Veranderfases. De uitvoeringsaspecten worden onder het kopje Evaluatie belicht.

Copyright © 2007-2011 | Frank van Ormondt Advies en Educatie | www.frankvanormondt.nl
15

8.2.

Analyse van de kloof

Ook wel: gap analysis.
Profiel

Ist

->

Soll

Missie, visie
Doelen, doelstellingen
Criteria
Stakeholders
Strategievorming
Strategie
Organisatie
Processen
Businessmodel
Marketingmix
Producten
Markten

8.3.

Uitwerking van het concept

Wat is het onderscheidend vermogen?
Wat zijn de succesfactoren?

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16

Hoe ziet uw waardepropositie er uit?

8.4.

Veranderschema

Bijna altijd moet de organisatie veranderen om aan de strategische optie invulling te geven.
Belangrijk is dat de inhoudelijke zakelijke kant (de business in verschillende projectfases) in gelijke pas loopt met de procesmatige menskant (de fases waarin de organisatie verandert).
Instrumenten:


Marketingstrategie, 4 P’s (Kottler)



Strategievorming (Mintzberg)



7S-model (McKinsey)



Concurrerende waarden (Quinn)



GtG (Collins)



VIM (Landsberg)



Achtfasenproces voor ingrijpende verandering (Kotter)



Theorie E en Theorie O (Beer)



Vijf kleurendrukken (Caluwé)



Motivatietheorie (Herzberg)



INK of EFQM



Balanced Scorecard (Kaplan & Norton)

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17

STIM-model Veranderschema

Fase 1

Fase 2

Fase 3

Businessfase (zakelijke plan, inhoud)

Bijv. voorbereiding Bijv. eerste stapje

Bijv. einddoel Bijv. urgentiebesef Bijv. short term win

Bijv. nieuwe org.

Doelen, doelstellingen
Activiteiten, resultaten
• Marketing & verkoop
• Innovatie & productontwikkeling
• Management & organisatie
• HRM
• Finance & control
• Productie, inkoop & logistiek
Business case: winst/verlies, investering, financiering, rendement
Veranderfase (menskant, proces)
Organisatie, cultuur, consolidatie, borgen
Leiderschap, communicatie
Motivators, management controls
Uitvoering (operationeel)
Evaluatie, bijsturen en successen vieren

8.5.

Toelichting fase 1

8.6.

Toelichting fase 2

8.7.

Toelichting fase 3

9. L iteratuurlijst
Bronvermeldingen, best volgens richtlijn van APA.


Theorieboeken



Vakliteratuur



Onderzoeksresultaten



Externe rapporten

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18



Internetartikelen



Interne rapporten



Jaarverslag

10. A ppendices
10.1.

Interviews met deskundigen

10.2.

Ons bedrijf financieel doorgelicht

10.3.

Wat doet de concurrentie op dit gebied

10.4.

Onderzoeksresultaten voor deze marktbehoefte

10.5.
Financiële projectie van kosten, baten, investering en rendement 11. N abeschouwing [optioneel]
Welke leerstap hebben wij gezet tijdens dit project?
Wat willen we het volgende project meegeven aan leerervaring?

12. Lijst met afkortingen [optioneel]

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19

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