1. 专业课项目作业（本质特点和电子商务运营模式+1-2个典型案例介绍）——时间确定
1.网上百货零售的本质特点和电子商务运营模式研究 + The Future of Shopping，Harvard Business Review 2011 Dec. (若能说清楚一个品类（比如：服装）的供应链问题则更佳)；
2.社会化电子商务本质特点和运营模式研究 + Harvard 2012 Case"Grameen Danone Foods Ltd., a Social Business" + "iStockphoto.com-Turning Community into Commerce"
3.O2O电子商务的本质特点和运营模式研究+ (Christoph Zott, Raphael Amit, and Lorenzo Massa，The Business Model: Recent Developments and Future Research，Journal of Management, July 2011; vol. 37, 4: pp )
4.business model最新书籍解读（共三章）
Mark W. Johnson, Seizing the White Space: Business Model Innovation for Growth and Renewal, Harvard Business Press; 1 edition (February 22, 2010)
Chapter 2: The Four-Box Business Model Framework-Radical Change as a Manageable Process
Chapter 3: Designing a New Business Model-Finding an Ordered Structure to Unlock Creativity
Chapter 4: Implementing the Model-Taking a New Business Model into Action
Creating a Winning E-Business Second Edition, Chapter 3

2. Creating a Winning E-Business Second Edition
Creating an E-Business Plan
Chapter 3
【打酱油的创业者】在参加创业者扎堆的讲座和活动的时候，主持人都会先问一句：“现场哪些人是创业者？”手齐刷刷地举起了一多半。然后再问：“哪些人是准备马上要创业的？”剩下的一少半也稀稀拉拉地举起来了。然后主持人再追一句：“那没举过手的是怎么回事？
好吧，其实我只是想说，这样围绕创业的讲座和沙龙每天在硅谷差不多要有四五场—无论是在旧金山、帕洛阿图、山景城还是圣克拉拉，而且每场都100人以上爆满，他们都不是光来吃比萨饼的。所以你想想，整个硅谷会聚集着多少靠谱的不靠谱的，融到资和没融到资的创业者呢。
　　这让我想起了300多英里之外的另一个神奇的地方—好莱坞。据说好莱坞演员工会的5万多会员里只有1/10真正能以演艺为生，更多好莱坞演员蜗居在小公寓里，开着旧车，兼职房地产经纪或加油站服务生，一次次地被经纪公司和制作人拒绝面试。其实，硅谷的这些创业者又何尝不是这样呢。不是每个人都是Google和Facebook的早期员工，他们白天踌躇满志地参加各种Jump Startup Day(一种至少10家创业公司面对风投或天使投资的现场演示竞赛)，与各种潜在的投资者约见斡旋，挤在车库或studio里画产品草图扒代码，晚上和半夜恐怕还得接一些外包的代码零工挣钱贴补日常账单开销。至少我认识的一两个创业者，他们就是这么跟我说的。
　　还有更多场合你能感受到这种几乎陷入疯狂的创业气氛。我只在这边有中国科技社团背景的活动上做过两三次主题演讲和论坛主持人的角色，每次下来都会有那种满眼放着光的创业者迎上来。上次遇到一个创业者向我介绍他的一个社交产品，他慷慨激昂地说：“我们会打败Facebook，会打败Google，会打败Twitter!” 我听得有点晕，只好问他：“那这三个好像不太一样的东西里面，您到底是要打败哪一个？”
　　上周的活动结束后，也有一个印裔创业者冲过来给我演示他的产品。我被他的一句话吸引住了：这个产品能改变传统媒体人的工作方式。于是我和他找了一个安静的角落看他从头到尾演示了这个产品，最后我终于明白了，这个产品是一个基于Android手机的短信转换应用—也就是说它能把一条超过短信字数限制的文本转换成特定的格式，通过短信通道再发出去。所谓改变传统媒体的工作方式是指：我能用短信发一篇稿子。
　　我没有任何奚落的意味。创业者彼此发生的互助仍然让人觉得这是一种健康的商业文化。创业科技博客社区Startup Grind每个月都会组织一两场邀请近期成功的创业者参加的炉边谈话(fireside talk)。但在每次的正式炉边对话前，组织者一定会邀请几个近期正埋头研发产品的创业者登台演示他们的产品模型，然后让台下坐着的其他创业者为他们的产品、营销和设计提出改善意见。
　　上次我参加的Startup Grind的活动邀请了目前最火热的图片分享应用Pinterest的创始人Ben Silbermann。在正式的访谈前，组织者邀请了一家刚刚上线的创业公司Purple Menu的创始人。这是一个旨在分享美食的交易市场，它的界面设计很考究，但产品细节有点粗糙。演示结束后，台下的其它创业者从产品模型、推广手段和盈利突破各个方面提出了各种建议，甚至公开帮创始人介绍推广渠道。在我这个旁观者看来，这还是很让我感动的。至少创业者不会顾忌，当他把自己一个不成熟的产品模型公之于众的时候，会有人在私下里抄袭或使坏。

3. Learning Objectives Organize a business plan
Prepare an executive summary
Write a mission statement
Prepare a marketplace analysis
Create operational, financial, and management plans
Creating a Winning E-Business Second Edition, Chapter 3

4. Learning Objectives (continued)
Understand legal forms of businesses
Describe e-business partnerships
Creating a Winning E-Business Second Edition, Chapter 3

5. Creating a Winning E-Business Second Edition, Chapter 3

6. From Bridesmaid to E-Business
Read the opening case
We should keep in mind Jenny Lefcourt and Jessica DiLullo and their efforts to create an effective business plan.
Creating a Winning E-Business Second Edition, Chapter 3

7. E-Business Plan Organization
A e-business plan is used to seek funding for an new or existing e-business.
It serves as a “Blueprint” for operations after the business is founded.
Developing a plan takes time effort and thought.
Many sources of help for the e-entrepreneur.
Creating a Winning E-Business Second Edition, Chapter 3

8. Business Plan Organization (continued)
Business plan components
Cover sheet and title page
Table of contents
Executive summary
Business description
Vision/mission statement
Creating a Winning E-Business Second Edition, Chapter 3

9. Business Plan Organization (continued)
Business plan components (continued)
Information on products/services
Industry, customer, competitor analyses
Operational, financial, and managerial plans
Identification of critical risks
Exit strategy
Creating a Winning E-Business Second Edition, Chapter 3

10. Business Plan Organization (continued)
Cover sheet
Title of document and preparer’s name
Plan copy number
“Confidential” notation
Title page
Cover sheet information and
Contact numbers
Key team members’ names
Name of person receiving the plan
Creating a Winning E-Business Second Edition, Chapter 3

11. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

12. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

13. Business Plan Organization (continued)
Table of contents
Lists all the major sections and subsections of the plan
Prepared after rest of plan is complete
Carefully checked for omissions and page number errors
Creating a Winning E-Business Second Edition, Chapter 3

14. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

15. Read the “An Evolving E-business Plan” case.
Discuss the following questions:
What was the original e-business idea that became the Round Table Group?
Why did the Round Table Group modify their original business plan?
What business model or models does the Round Table Group follow?
Creating a Winning E-Business Second Edition, Chapter 3

16. Business Plan Organization (continued)
Executive summary
A condensed version of the complete plan
Used by interested parties to quickly assess the business idea and weed out plans
Keep it short (one to three pages)
Use clear and concise language and action words
Create last after plan details are developed
Creating a Winning E-Business Second Edition, Chapter 3

17. Executive Summary An overall view of the entire plan
Should highlight key points including the idea, the competitive situation, the financials and the “players”.
May be used to screen plans by bankers and investors.
Should allow investors to quickly understand and get excited about the unique e-business opportunities being offered
Use clear, concise, and convincing language
Two pages long for five minutes of reading
Creating a Winning E-Business Second Edition, Chapter 3

18. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

19. Business Plan Organization (continued)
Vision statement
A formal statement of a business’s hopes and desires
Written to guide and inspire employees
Mission statement
A formal statement that explains a business’s reason for existing
Creating a Winning E-Business Second Edition, Chapter 3

20. Vision and Mission Statements
An overall statement of the business's goals and philosophy.
Define your purpose
Know your intended audience
Creating a Winning E-Business Second Edition, Chapter 3

21. how to draft an effective mission statement
Select the targeted audience or audiences.
Think carefully about the few meaningful words that clearly express your message.
Brainstorm with family members, friends, mentors, and others.
visit the Dilbert.com Web site
Ask students to read the “Rackspace Managed Hosting, E-Case in Progress” section.
Creating a Winning E-Business Second Edition, Chapter 3

22. eBay.com
We help people trade practically anything on earth. eBay was founded with the belief that people are basically good. We believe that each of our customers whether a buyer or a seller, is an individual who deserves to be treated with respect.
We will continue to enhance the online trading experiences of all -- collectors, hobbyists, dealers, small business, unique item seekers, bargain hunters, opportunistic sellers, and browsers. The growth of the eBay community comes from meeting and exceeding the expectations these special people.
Creating a Winning E-Business Second Edition, Chapter 3

23. A Vision Statement of Cisco
Cisco’s vision is that the Internet will transform the way people work, live, play, and learn. Today changes is happening faster than ever before, and Cisco helps companies turn that change into a competitive advantage, by helping them become agile. How? With expertise, a strong network of partners, and superior technology including intelligent network services and scalable architectures. Cisco is the world wide leader in networking for the Internet.
Creating a Winning E-Business Second Edition, Chapter 3

24. Business Description
Provides the reader with an outline of the e-business’ background and business concept
Legal form of the business
When and where it was formed
Its history and its current status
Its future goals
Creating a Winning E-Business Second Edition, Chapter 3

25. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

26. Foodlocker.com
Foodlocker.com is intended to be the Internet source for food people want most – the “ food you never forget” but which they cannot find in their local market
The ultimate goal of the company is to be a superlative specialty/regional food retailer on the Internet
Creating a Winning E-Business Second Edition, Chapter 3

27. Business Plan Organization (continued)
Products or services section
Description of products or services offered
Anticipated sales for each product or service
Describes benefits of product or service to customers
Creating a Winning E-Business Second Edition, Chapter 3

28. Products and Services
A description of each product or service you plan on offering.
Highlight each product’s customer benefits and address special needs
Level of detail is important. Enough for the reader to understand and not to be confused. Put supporting details in appendix
Creating a Winning E-Business Second Edition, Chapter 3

29. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

30. Foodlocker.com The company provides foods in three categories
Legendary favorites: nationally or internationally well known
Regional favorites: exceedingly popular in their locals
New classics: deserve to be widely recognized in the future
Creating a Winning E-Business Second Edition, Chapter 3

31. Business Plan Organization (continued)
Marketplace analysis
Information about the specific industry of which business is a part
Description of targeted customers
Description of major competitors
Overview of marketing and sales strategies
Creating a Winning E-Business Second Edition, Chapter 3

32. Industry Analysis
An industry consists businesses that make or sell similar, complementary, or supplementary products or services
An analysis of the business environment: size, characteristics, trends, issues, competitors, government regulations,…
Must based on verifiable data and market research.
Industry information should be supported by verifiable data from reliable sources.
Information on targeted customers should include the characteristics (demographic, geographic, psychographic) that will affect the e-business’s success.
Information on major competitors should include their names, products or services, market shares (if available), and an analysis of their marketplace strengths and weaknesses.
Information on marketing and sales strategies should be an overview of product/service features, pricing, promotion, and distribution (a complete marketing plan could be provided in the appendices or upon request;
Creating a Winning E-Business Second Edition, Chapter 3

33. Marketing Plan
Helps establish, direct, and coordinate marketing efforts for an e-business
Target market description
Demographic, geographic, psychographic, and consumer characteristics of the market
Size of the market
Competitive analysis
Marketing objectives, tactics, and strategies
Marketing budget, action plan, and timeframe
Creating a Winning E-Business Second Edition, Chapter 3

34. Marketing Plan
Marketing Objectives should be clearly stated, measurable, and lead to sales.
Marketing Strategies describe the features of the products, and services offered, and pricing strategies.
Marketing Budget is an estimate of the costs for all the activities described in the marketing strategies portion of the plan
Creating a Winning E-Business Second Edition, Chapter 3

35. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

36.
Creating a Winning E-Business Second Edition, Chapter 3

37. Business Plan Organization (continued)
Operational plan
Describes a business’s physical location and equipment
Notes the manufacturing or service actions needed to get products/services to market
Summarizes Web site operations
An e-business plan must incorporate these elements as necessary, but should also focus on Web site operations.
Creating a Winning E-Business Second Edition, Chapter 3

38. For example, an e-business plan should include
a technology section
technology standards,
hardware
Software
ISP or Web hosting issues
other technology factors
Creating a Winning E-Business Second Edition, Chapter 3

39. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

40. Business Plan Organization (continued)
Financial plan
Explains how your e-business idea, goals, and strategies translate into profits
Provides standard financial statements for income, expense, and cash flow data
Pro forma balance sheet
Projected income statement
Planned cash flow statement
May include “deal plan,” break-even analysis, ratio analysis
Creating a Winning E-Business Second Edition, Chapter 3

41. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

42. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

43. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

44. Business Plan Organization (continued)
两条线分别代表 生产成本与销售受益
Creating a Winning E-Business Second Edition, Chapter 3

45. Business Plan Organization (continued)
A/P Turnover = Inventory Purchases                              Avg. A/P. 
  This ratio, and its counterpart that follows, helps analysts understand the company’s pattern of payment to suppliers. 
accounts receivable (A/R) turnover
Definition
Ratio that shows the relationship between unpaid credit sales to total credit sales. It indicates, in general, the effectiveness (or lack of it) of a firm's credit policies and cash collection efforts. Formula: Outstanding accounts receivable (in an accounting period) ÷ b revenue (in the same period).
Creating a Winning E-Business Second Edition, Chapter 3

46. Management Plan
A strong management team is critical as many investors base their decision on this factor.
The plan should list and describe the experience base and background of the key individuals who will be involved in the day-to-day operation of the firm
The plan should detail those areas that will be outsourced.
Creating a Winning E-Business Second Edition, Chapter 3

47. Business Plan Organization (continued)
Management plan
Organizational structure of business
Information on
Key members of management team
Outside advisors
Mentors
Consultants
Creating a Winning E-Business Second Edition, Chapter 3

48. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

49. Business Plan Organization (continued)
Creating a Winning E-Business Second Edition, Chapter 3

50. Issues analysis and Critical Risks
Identifies threats or opportunities faced from outside influences.
These include economic outlook, innovations, environmental and governmental factors.
Creating a Winning E-Business Second Edition, Chapter 3

51. Identification of critical risks
An issues analysis or risk assessment (or sometimes SWOT analysis) -contingency plans
Economic changes
Impending product innovations and/or technological advancements
Environmental changes and government regulations
Barriers to market entry
Legal factors and staffing concerns
Level of managerial expertise among the business’s principals
Creating a Winning E-Business Second Edition, Chapter 3

52. Exit Strategies How will investors get their money back?
Describe long term plans….
Public Offering (IPO)
Acquisition/merger
Sale to others….
Discussion of these issues adds credibility.
Creating a Winning E-Business Second Edition, Chapter 3

53. Legal Forms of Organization
There are three basic forms of legal organization for a firm
Sole Proprietorship
Partnership
Corporation
Complex legal and tax issues are involved; form chosen is highly contingent on individual circumstances. Seek counsel from attorney and accountant.
Creating a Winning E-Business Second Edition, Chapter 3

54. Legal Forms of Organization
Sole proprietorship
Business started by an individual
Owner and business are one in the same for tax and legal liability issues
Creating a Winning E-Business Second Edition, Chapter 3

55. Legal Forms of Organization (continued)
Partnership
Legal business entity with two or more co-owners
Follows a partnership agreement
General partnership: Tax and legal liabilities flow through to individual partners
Limited partnership
General partner manages and assumes unlimited liability
Limited partners have liability for amount of their capital contribution and their accepted debt
Creating a Winning E-Business Second Edition, Chapter 3

56. Legal Forms of Organization (continued)
Corporation
Separate legal and taxable entity from its owners
“C” corporation owners are it shareholders
Liability is limited to investment in business
Profits are taxed twice: once for the corporation and again when distributed to owners as stock dividends
Creating a Winning E-Business Second Edition, Chapter 3

57. Legal Forms of Organization (continued)
Corporation (continued)
“S” corporation gives owners partnership status and corporate liability protection
Limited liability company (LLC)
Tax status of sole proprietorship or partnership
Liability status of a corporation
Creating a Winning E-Business Second Edition, Chapter 3

58. Business Plan Organization (continued)
Appendices
Resumes
Pictures of products
Explanation of services
Legal documents
Other supporting documentation
Creating a Winning E-Business Second Edition, Chapter 3

59. Pictures of products or a product catalog
Web site schematics
Web page descriptions
Pictures of products or a product catalog
Resumes for key management team members
Complete marketing plan
Copies of relevant legal documents (contracts, letters of intent, incorporation agreements or partnership agreements, patents, and so forth)
Creating a Winning E-Business Second Edition, Chapter 3

60. E-Business Partnerships
Strong positive relationships with strategic partners are critical
Partnerships that help build market awareness
Public relations firms
Marketing consultants
Partnerships that assist in operations
Suppliers
Distributors
Web hosting companies
Creating a Winning E-Business Second Edition, Chapter 3

61. E-Business Partnerships
Many e-businesses establish partnerships with firms in their value chain.
Potential partnerships should be detailed in the business plan.
Creating a Winning E-Business Second Edition, Chapter 3

62. From Bridesmaid to E-Business
We should keep in mind Jenny Lefcourt and Jessica DiLullo and their efforts to create an effective business plan.
whether or not Lefcourt and DiLullo made a good decision to pull their business plan out of the competition. Would students make the same choice? Why or why not?
How important was the formal planning process in converting Lefcourt and DiLullo’s e-business idea into a real-world e-business?
How important were strategic business partnerships in the early success of Della.com?
Creating a Winning E-Business Second Edition, Chapter 3

63. 5 Signs Your Business Plan Will Come Up Short with Investors
You're Selling What? Too many business plan writers make the incorrect assumption that the reader is as familiar with their business as they are. Unfortunately, this assumption leads to a quick and final "no" from lenders and investors.
"I Sell To Everyone!" Do you? More than likely, you sell to a very specific group with the need and desire to purchase your product or service. Understanding your target market can be the difference between success and failure.
Your Competitors Know You Exist A business plan lacking a comprehensive competitive analysis is destined for the trash can of most investors.
Even Batman Had Robin No one ever said running a company was easy, and with the lack of hours in a day, a well rounded TEAM of people is often critical to the success of a company.
An Exit Strategy - Without An Exit, Or A Strategy The lack of a solid and realistic exit strategy demonstrating how investors will accomplish this goal can immediately turn off many sources of capital.
5 Signs Your Business Plan Will Come Up Short with Investors
You're Selling What? You know what you sell. But has your business plan clearly and concisely described those products and services? Too many business plan writers make the incorrect assumption that the reader is as familiar with their business as they are. Unfortunately, this assumption leads to a quick and final "no" from lenders and investors.
Instead, define and describe your product for someone who knows nothing about your industry. Be sure to include not only the features of your offering, but also the benefits. Tell the reader what need it fills, why it's better, faster, or cheaper or how it can improve their life.
"I Sell To Everyone!" Do you? More than likely, you sell to a very specific group with the need and desire to purchase your product or service. Understanding your target market can be the difference between success and failure. It allows you outline the benefits important to your clients, enables you to focus your marketing efforts to reach the right audience, and forces you to determine the most cost effective channel to get your product in the hands of paying customers.
Define your customer in as much detail as possible, including demographic traits as well as more subjective items such as lifestyle and personality types.
Your Competitors Know You Exist A business plan lacking a comprehensive competitive analysis is destined for the trash can of most investors. In order to avoid this fate your business plan should include a thorough analysis of your competition. Experienced capital sources know that competition exists, but they also know that competitive forces can have a very positive effect on a company's attitude and performance. Remember, Coke has Pepsi, Nike has Reebok, etc. Be sure your business plan identifies who your competitors are, what they sell, what market share they hold and their strengths and weaknesses.
Even Batman Had Robin No one ever said running a company was easy, and with the lack of hours in a day (only 24 hours as far as we cant tell), a well rounded TEAM of people is often critical to the success of a company. Most capital sources view one-person operations as limited in terms of time, experience and core business skills necessary to launch and grow a serious business. They also expect a team of professionals that are highly competent in each business function (marketing, sales, operations, finance, manufacturing, engineering, etc.). Once you have assembled your team, be sure to provide your reader a thorough description of the background and job responsibility for each, along with a discussion of your board of directors, board of advisors and key consultants.
An Exit Strategy - Without An Exit, Or A Strategy A business plan is an excellent tool to plan a business or to raise capital. However, when seeking capital don't forget that an investor's commitment hinges upon their ability to recoup their initial investment and a healthy profit. The lack of a solid and realistic exit strategy demonstrating how investors will accomplish this goal can immediately turn off many sources of capital.
When deciding upon an exit strategy, be sure to take into account your particular industry, business life-cycle, competitive environment, and management needs. It's also important to consider your personal and financial goals, and how they relate to the future of your business - without forgetting that an exit strategy must meet the needs of the person who will ultimately write you a check.
Creating a Winning E-Business Second Edition, Chapter 3

64. 好的商业计划书需回答“3W” 创业者见VC，须准备一份BP，好BP要回答三个W：
一、WHAT？公司商业模式、产品/服务？如何销售、盈利模式？
二、WHO？创始人啥背景、团队情况/行业经历？
三、WHY？为何你做比其他竞争对手要好？最后，想融资多少？路演前十分钟结果基本定调。
Creating a Winning E-Business Second Edition, Chapter 3

65. Chapter Summary A business plan is used to A business plan includes
Check feasibility of business
Seek funding
Guide operations
A business plan includes
Cover sheet and title page
Table of contents and executive summary
Marketplace analyses
Operational, financial, and marketing plans
Creating a Winning E-Business Second Edition, Chapter 3

66. Chapter Summary (continued)
Business plan appendices can include
Resumes
Pictures of products and information on services
Legal documents
Other supporting details for the overall plan
Creating a Winning E-Business Second Edition, Chapter 3

67. Chapter Summary (continued)
Business description should include legal form of business
Business plan should note key strategic partnerships
Creating a Winning E-Business Second Edition, Chapter 3