【文章內(nèi)容簡介】 4 本章小結(jié) ...................................................................................................................................................................... 35 第七章 風(fēng)險防范與風(fēng)險資本的退出 .......................................................................... 35 風(fēng)險防范 ....................................................................................................................................................................... 36 市場風(fēng)險 ............................................................................................................................................................... 36 經(jīng)濟風(fēng)險 ............................................................................................................................................................... 36 管理風(fēng)險 ............................................................................................................................................................... 36 財務(wù)風(fēng)險 ............................................................................................................................................................... 37 政策風(fēng)險 ............................................................................................................................................................... 37 競爭風(fēng)險 ............................................................................................................................................................... 37 風(fēng)險資本的退出 .......................................................................................................................................................... 37 退出方式 ............................................................................................................................................................... 37 退出時間 ............................................................................................................................................................... 38 本章小結(jié) ....................................................................................................................................................................... 38 結(jié)論 ....................................................................................................................... 38 敬業(yè) 勤業(yè) 精業(yè) 創(chuàng)業(yè) 4 埃爾斯冰激凌餐飲服務(wù)有限公司 商業(yè)計劃書 執(zhí)行總結(jié) 主營業(yè)務(wù)： 本公司主要經(jīng)營冰激凌，包括各種口味，搭配各種果蔬的冰激凌，立足滿足大眾需求。 公司地點： 中國礦業(yè)大學(xué)南湖校區(qū) 企業(yè)宗旨： 誠實守信，正直公平的商業(yè)理念； 勇于創(chuàng) 新，追求極限的產(chǎn)品理念； 尊重個性，信任成員的團隊理念。 管理團隊： 隊長：葛振華 隊員：胡永靜 季俊華 敬業(yè) 勤業(yè) 精業(yè) 創(chuàng)業(yè) 5 摘 要 該計劃書通過對中國餐飲市場的分析，展現(xiàn)了中國餐飲市場廣闊的市場前景和發(fā)展?jié)摿Α母母镩_放之初到現(xiàn)在，中國餐飲業(yè)零售額一直呈現(xiàn)增長態(tài)勢。餐飲業(yè)的競爭也從最初單純的價格競爭、產(chǎn)品質(zhì)量競爭、單店競爭、單一業(yè)態(tài)競爭，發(fā)展到現(xiàn)在的品牌競爭、連鎖化、集團化、規(guī)?；偁帯Ｈ缃?，采用連鎖經(jīng)營，中餐已突破地域限制，市場的范圍得到了延伸。“埃爾斯冰激凌”就是在這樣的背景下由 三位合伙人擬創(chuàng)立的快速休閑連鎖餐飲品牌。埃爾斯冰激凌餐飲服務(wù)有限公司 (擬成立 )以經(jīng)營各種樣式的冰激凌為主，以更快捷的方式為消費者提供新鮮、營養(yǎng)、健康、美味的冰激凌為宗旨，在出品上采用創(chuàng)新與傳統(tǒng)相融合 。在餐廳設(shè)計上，采用中西結(jié)合的餐廳環(huán)境設(shè)計，給消費者帶來高雅、時尚、健康的就餐體驗。埃爾斯冰激凌將采用“中央廚房 +統(tǒng)一配送”的運營模式，對中央廚房、配送中心、餐廳實行標準化操作，形成企業(yè)的核心競爭力。通過連鎖直營店的形式進行市場擴張，實現(xiàn)企業(yè)利潤的穩(wěn)定增長，為股東及投資人帶來較好的回報。埃爾斯冰激凌定位的目標客戶 群為在中央商務(wù)區(qū)和商業(yè)中心上班、經(jīng)商、休閑的人群以及娛樂中心、大型購物商場、機場、火車站的人群和大型住宅區(qū)的住戶。公司將采用產(chǎn)品策略、定價策略、分銷策略、促銷策略等組合營銷策略進行“埃爾斯冰激凌”品牌的推廣和宣傳，增加品牌的知名度。創(chuàng)業(yè)初期三位合伙人作為公司股東分別持有公司股權(quán)的 40%， 30%和 30%，同時，三人分別擔任公司董事長，總經(jīng)理和副總經(jīng)理，分管不同的部門，三位合伙人在大學(xué)本科畢業(yè)后，有二十年左右的工作經(jīng)歷，受過 MBA,EMBA 教育，有豐富的工作經(jīng)驗和管理優(yōu)勢。公司計劃第一年投資第 1 家店，第二年增加 至 5 家，第二年增加至 15 家，第四年增加至 50 家，第五年增加至 100 家，計劃將來在境外市場或國內(nèi) A 股市場上市。從埃爾斯冰激凌商業(yè)計劃書的分析可以看出，通過標準化的連鎖經(jīng)營模式，冰激凌在快速休閑餐飲市場盈利空間是很大的。 關(guān)鍵詞 :商業(yè)計劃書 。餐飲 。冰激凌； 敬業(yè) 勤業(yè) 精業(yè) 創(chuàng)業(yè) 6 ABSTRACT The prospectus demonstrates the vast and high potential food market throught the analysis of the Chinese catering trade. Since China’s reform and open market， the catering trade continues to keep rapid growth. The petition develop from pricing， the quality of food， individual restaurant to group restaurant, brand and chain petition. Now， Chinese restaurant expansions have no geographic restrictions after adopting chain operation. Fast Casual IRS Ice Cream Catering Service is planned to open under the background by three partners. The proposed IRS Ice Cream Catering Service Co (to be opened) mainly serve ice cream and fresh， nutritious, healthy and delicious foods. Beautiful restaurant design, food integration of tradition and innovation let customers have elegant, fashionable and healthy experience . IRS Ice Cream would like to adopt ”the uniform distribution bine central kitchen” operation mode. Standardized operation restaurant, central kitchen， distribution center will form the core petitiveness of enterprise. Market expansion will take direct chain store， achieve stable profit growth for shareholders, bring good return for investors and shareholders. IRS Ice Cream target customers are people who work， do business and entertain in CBD, residents in large housing estate and people around entertainment centers, large shopping mails， airports and railway stations are target group as well. To promote and increase the brand name， the pany will bine product strategies, pricing strategies, channel strategies， promotion strategies. The three partners will hold the pany’s share 40% ,40% and 30% respectively. Meanwhile, the three founders will take the position as chairman ,president and vice president, managing different departments. The three partners have twenty years working experience after graduate from university. Both of them hold MBA and EMBA， have rich working and management experience. The pany plans to invest 1 restaurant in the first year， the second year increased to 5， the third year broadened to 15， the fourth year rose to 50， the fifth year reached to 100. They also have listing plan overseas or in domestic A stock market in the future. From analysis of IRS Ice Cream business plan, we can see that ice cream have very large profit in fast leisure market via standardi