Appendix 2

‫ﺑﺴﻤﻪ ﺗﻌﺎﻟﻲ‬

‫ﺗﺪﻭﻳﻦ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ )‪(Business Plan‬‬

‫ﺑﺮﻧﺎﻣﻪ ﺩﻭﺭﻩ‬
‫• ﺟﻠﺴﻪ ﺍﻭﻝ ‪ :‬ﻣﻘﺪﻣﺎﺕ‪ ،‬ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ ﻭ ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬
‫• ﺟﻠﺴﻪ ﺩﻭﻡ ‪ :‬ﻣﻌﺮﻓﻲ ﺷﺮﻛﺖ ﻭ ﻃﺮﺡ ﺑﺎﺯﺍﺭ‬
‫• ﺟﻠﺴﻪ ﺳﻮﻡ ‪ :‬ﻃﺮﺡ ﻣﺎﻟﻲ‬
‫• ﺟﻠﺴﻪ ﭼﻬﺎﺭﻡ ‪ :‬ﻃﺮﺡ ﻋﻤﻠﻴﺎﺗﻲ‪ ،‬ﺷﻴﻮﻩﻫﺎﻱ ﻣﻮﺛﺮ ﻛﺮﺩﻥ ﻃﺮﺡ ﺗﺠﺎﺭﻱ ﻭ‬
‫ﻣﻌﺮﻓﻲ ﻧﺮﻡﺍﻓﺰﺍﺭ‪Smart Businesss Plan‬‬

‬‬ .‫ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﭼﻴﺴﺖ؟‬ ‫ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﺳﻨﺪ ﻣﻜﺘﻮﺑﻲ ﺍﺳﺖ ﻛﻪ ﺭﻭﺵ ﺍﺟﺮﺍﻱ ﻳﻚ ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺠﺎﺭﻱ ﺩﺭ ﻳﻚ ﺩﻭﺭﻩ ﺯﻣﺎﻧﻲ ﻣﺸﺨﺺ ﺭﺍ ﺑﻴﺎﻥ ﻣﻲﻛﻨﺪ ﻭ ﺷﺎﻣﻞ‬ ‫ﻛﻠﻴﻪ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻭ ﺧﺎﺭﺟﻲ ﺑﺮﺍﻱ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻳﻚ‬ ‫ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺟﺪﻳﺪ ﺍﺳﺖ‪.

‫ﻣﻮﻗﻌﻴﺖ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ‬ ‫ﺑﺮﻧﺎﻣﻪ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺷﺮﻛﺖ‬ ‫ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ‬ ‫ﻃﺮﺡ ﺗﻮﺟﻴﻬﻲ‬ .

service Fast growth. assets. management team Assets 20 – 40 pages Strategic Partner Sales force. solid growth Stability. assets 20 – 40 pages Fast growth. potential large market. proprietary products Cash flow.Business Plan Targeting Audience Issues to Emphasize Issues to De-emphasize Length Investor Fast growth. hot market 10 – 20 pages Large customer Synergy. hot market 20 – 40 pages Key employees Security. opportunity Technology 20 – 40 pages Merger & acquisition Past accomplishments Future outlook 20 – 40 pages Banker .

‫ﺍﺭﺯﺵﮔﺬﺍﺭﻱ ﺷﺮﻛﺖﻫﺎ‬ ‫•‬ ‫ﺑﺮ ﺍﺳﺎﺱ ﺩﺍﺭﺍﻳﻲﻫﺎ‬ ‫•‬ ‫ﺍﺭﺯﺵ ﻓﻌﻠﻲ ﺩﺭﺁﻣﺪﻫﺎﻱ ﺁﺗﻲ ﺷﺮﻛﺖ‬ ‫•‬ ‫ﻓﺮﻣﻮﻝ ﺳﺎﺩﻩ ‪ :‬ﻧﺮﺥ ﺑﻬﺮﻩ‪/‬ﺩﺭﺁﻣﺪ ﺳﺎﻟﻴﺎﻧﻪ‬ .

‫ﻣﺰﺍﻳﺎﻱ ﻧﮕﺎﺭﺵ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ‬ ‫•‬ ‫ﻣﺰﺍﻳﺎ ﺑﺮﺍﻱ ﻛﺎﺭﺁﻓﺮﻳﻦ ‪ :‬ﺍﻧﺴﺠﺎﻡ ﺗﺼﻤﻴﻤﺎﺕ‬ ‫•‬ ‫ﻣﺰﺍﻳﺎ ﺑﺮﺍﻱ ﺧﻮﺍﻧﻨﺪﮔﺎﻥ ﻭ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﺍﻥ ‪ :‬ﺍﻧﺘﻘﺎﻝ ﭘﻴﺎﻡ‬ .

‫ﺍﻧﻮﺍﻉ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ‬ ‫•‬ ‫ﻓﻦﺁﻭﺭﻱ ﮔﺮﺍ‬ ‫•‬ ‫ﺭﺷﺪ ﺑﺎﺯﺍﺭ‬ ‫•‬ ‫ﻣﻮﻗﻌﻴﺖﻳﺎﺑﻲ ﺩﺭ ﺑﺎﺯﺍﺭ‬ ‫•‬ ‫ﻣﺎﻟﻲ‬ ‫•‬ ‫ﺗﻮﻟﻴﺪﻱ‬ ‫•‬ ‫ﺧﺮﻳﺪ ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎﻱ ﺩﻳﮕﺮ‬ .

‬‬ .‬‬ ‫ﻃﻮﻝ ﻛﻞ ﺳﻨﺪ ﺑﺎﺷﺪ‬ ‫ﺗﻌﺎﺩﻝ ﺑﻴﻦ ﺍﻃﻼﻋﺎﺕ ﻛﻴﻔﻲ ﻭ ﻛﻤﻲ‬ ‫ﺑﺨﺶ ﻣﺎﻟﻲ ﺑﺎﻳﺪ ﻣﻨﻌﻜﺲﻛﻨﻨﺪﻩ‬ ‫ﺗﺼﻤﻴﻤﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺑﺨﺶ‬ ‫ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﻭ ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﺑﺎﺷﺪ‪.‫ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﻗﺎﺑﻞ ﺩﻓﺎﻉ‬ ‫ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﺧﻮﺏ ﺑﺎﻳﺪ‬ ‫ﺩﺍﺭﺍﻱ ﭘﻴﻮﺳﺘﮕﻲ ﻭ ﻫﻤﺎﻫﻨﮕﻲ ﺩﺭ‬ ‫ﺑﺎﺷﺪ‪.

‫ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ‬ ‫ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ ﻧﻘﻄﻪ ﻣﺮﻛﺰﻱ ﻭ ﺷﺎﻟﻮﺩﻩ ﻳﻚ ﻃﺮﺡ ﺗﺠﺎﺭﻱ ﺍﺳﺖ‪.‬‬ .‬‬ ‫ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﺍﻥ ﻣﻲﺷﻮﺩ‬ ‫ﺗﺠﺮﺑﻪ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺍﺳﺖ ﻃﺮﺍﺣﺎﻥ ﻃﺮﺡ ﺗﺠﺎﺭﻱ ﺩﺭ ﺍﻳﺮﺍﻥ ﺑﻪ ﺍﻳﺪﻩ‬ ‫ﺗﺠﺎﺭﻱ ﻛﻢ ﺑﻬﺎ ﻣﻲﺩﻫﻨﺪ ﻭ ﺑﻴﺸﺘﺮ ﺑﺮ ﺭﻭﻱ ﻇﺎﻫﺮ ﻃﺮﺡ ﺗﺠﺎﺭﻱ‬ ‫ﻣﺘﻤﺮﻛﺰ ﻣﻲﺷﻮﻧﺪ‪..‬‬ ‫ﺑﺪﻭﻥ ﺩﺍﺷﺘﻦ ﻳﻚ ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ ﻣﺸﺨﺺ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ‬ ‫ﺗﺒﺪﻳﻞ ﺑﻪ ﺻﻔﺤﺎﺗﻲ ﺍﺯ ﺍﻋﺪﺍﺩ ﻭ ﺍﺭﻗﺎﻡ ﻓﺎﻗﺪ ﺟﺬﺍﺑﻴﺖ ﺑﺮﺍﻱ‬ ‫ﺷﻮﺩ‪.

‬‬ .‫ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ‬ ‫ﭼﻴﺰﻱ ﻛﻪ ﻣﺎ ﺭﺍ ﺍﺯ ﺳﺎﻳﺮﻳﻦ ﻣﺘﻤﺎﻳﺰ ﻣﻲﻛﻨﺪ‪.

‬‬ ‫‪-‬ﺑﻬﺒﻮﺩ ﺩﺭ ﺳﺮﻋﺖ‪ ،‬ﻫﺰﻳﻨﻪ ﻭ ﻛﻴﻔﻴﺖ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ ﻗﺒﻠﻲ‬ .‫ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ‬ ‫ﺷﻨﺎﺧﺖ ﻧﻴﺎﺯﻫﺎﻱ ﻧﺎﺷﻲ ﺍﺯ ﺗﻐﻴﻴﺮ ﺩﺭ ﺑﺎﺯﺍﺭ‬‫ﺍﻳﺪﻩﺍﻱ ﺑﺮﺍﻱ ﭘﺎﺳﺦﮔﻮﻳﻲ ﺑﻪ ﻧﻴﺎﺯﻱ ﻛﻪ ﻗﺒﻼ ﭘﺎﺳﺦ ﺩﺍﺩﻩ ﻧﺸﺪﻩ‬‫ﺍﺳﺖ‪.

‫ﺗﻮﻟﻴﺪ ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ‬ ‫ﻃﻮﻓﺎﻥ ﻣﻐﺰﻱ ﺑﺮﺍﻱ ﺗﻮﻟﻴﺪ ﺍﻳﺪﻩﻫﺎ‬‫ ﺗﻤﺮﻛﺰ ﺑﺮ ﻧﻴﺎﺯﻫﺎ ﻭ ﺗﻨﮕﻨﺎﻫﺎ‬‫‪ -‬ﺭﻭﺵﻫﺎﻱ ﺗﻮﺳﻌﻪ ﺧﻼﻗﻴﺖ‬ .

‫ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ‬ ‫ﺑﺮﺍﻱ ﺍﺭﺯﻳﺎﺑﻲ ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ ﺑﺎﻳﺪ ﺳﻮﺍﻻﺕ ﺯﻳﺮ ﺭﺍ ﺍﺯ ﺧﻮﺩ ﭘﺮﺳﻴﺪ‪:‬‬ ‫‪ -۱‬ﺁﻳﺎ ﺍﻳﺪﻩ ﻣﻦ ﺑﺪﻳﻊ ﻭ ﻧﻮﺁﻭﺭﺍﻧﻪ ﺍﺳﺖ؟‬ ‫‪ -۲‬ﺁﻳﺎ ﺍﻳﻦ ﺍﻳﺪﻩ ﺍﺭﺯﺵ ﺑﻴﺸﺘﺮﻱ ﺭﺍ ﻧﺴﺒﺖ ﺑﻪ ﻣﺤﺼﻮﻻﺕ ﻳﺎ‬ ‫ﺧﺪﻣﺎﺕ ﻣﻮﺟﻮﺩ ﺍﺭﺍﺋﻪ ﻣﻲﻛﻨﺪ؟‬ ‫‪ -۳‬ﺁﻳﺎ ﺍﻳﻦ ﺍﻳﺪﻩ ﻭﻳﮋﮔﻲ ﻣﻤﺘﺎﺯﻱ ﻧﺴﺒﺖ ﺑﻪ ﻣﺤﺼﻮﻻﺕ ﺭﻗﺒﺎ‬ ‫ﺩﺍﺭﺩ؟‬ .

‫ﺍﺭﺯﻳﺎﺑﻲ ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ‬ ‫‪Value‬‬ ‫‪ :V‬ﺍﺭﺯﺵ ﺗﻮﻟﻴﺪﺷﺪﻩ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻱ‬ ‫‪ : P‬ﻗﻴﻤﺖ ﺍﺭﺍﺋﻪ ﻣﺤﺼﻮﻝ‬ ‫‪ : C‬ﻗﻴﻤﺖ ﺗﻤﺎﻡ ﺷﺪﻩ‬ ‫‪ : V-P‬ﺍﺭﺯﺵ ﻣﺸﺘﺮﻱ‬ ‫‪ : P-C‬ﺣﺎﺷﻴﻪ ﺳﻮﺩ ﺷﺮﻛﺖ‬ ‫ﺍﺭﺯﺵ ﻣﺸﺘﺮﻱ‬ ‫ﺳﻮﺩ ﺷﺮﻛﺖ‬ ‫‪V-P‬‬ ‫‪Price‬‬ ‫‪P-C‬‬ ‫‪Cost‬‬ ‫ﻫﺰﻳﻨﻪ ﻓﻌﺎﻟﻴﺖ‬ .

‫ﻣﻔﻬﻮﻡ ﺍﺭﺯﺵ ﻣﺸﺘﺮﻱ‬ ‫ﻛﺎﻻ‬ ‫ﺧﺪﻣﺖ‬ ‫ﺍﺭﺯﺵ ﻣﺸﺘﺮﻱ‬ ‫ﻫﺰﻳﻨﻪ ﺧﺮﻳﺪ‬ ‫ﻫﺰﻳﻨﻪ ﻣﺒﺎﺩﻟﻪ‬ ‫ﻫﺰﻳﻨﻪ ﺩﻭﺭﻩ‬ ‫ﻋﻤﺮ‬ ‫ﺭﻳﺴﻚ‬ .

‬‬ .‬‬ ‫ﺍﺭﺯﺵ ﺍﻗﺘﺼﺎﺩﻱ ﺗﺒﺪﻳﻞ ﻧﻤﺎﻳﺪ‬ ‫•‬ ‫ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺑﺮ ﺭﻭﻱ ﺍﻳﺪﻩ ﺗﺠﺎﺭﻱ ﺷﻤﺎ ﺳﻮﺍﺭ ﻣﻲﺷﻮﺩ‪.‬‬ ‫• ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺑﻴﺎﻥ ﻣﻲﻛﻨﺪ ﻛﻪ ﺷﻤﺎ ﭼﮕﻮﻧﻪ ﻳﻚ ﺍﻳﺪﻩ ﻋﻠﻤﻲ ﺭﺍ ﺑﻪ‬ ‫ﻧﻤﺎﻳﺪ‪.‫ﻳﻚ ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﭼﻴﺴﺖ؟‬ ‫• ﻣﺪﻝ ﻛﺴﺐ ﻭﻛﺎﺭ = ﺑﺮﻧﺎﻣﻪ ﺷﻤﺎ ﻗﺮﺍﺭ ﺍﺳﺖ ﭼﮕﻮﻧﻪ ﭘﻮﻝ ﺩﺭ ﺑﻴﺎﻭﺭﺩ‪..

‫ﺳﻮﺍﻻﺕ ﺍﺻﻠﻲ ﺩﺭ ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬ ‫‪ (١‬ﭼﻪ ﻧﻴﺮﻭﻫﺎﻳﻲ ﺳﺎﺧﺘﺎﺭ ﺑﺎﺯﺍﺭ ﺭﺍ ﭘﻴﺶ ﻣﻲﺭﺍﻧﻨﺪ؟‬ ‫‪ (٢‬ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻣﺎ ﭼﮕﻮﻧﻪ ﺗﻌﺮﻳﻒ ﺧﻮﺍﻫﺪ ﺷﺪ؟‬ ‫‪ (٣‬ﻣﺰﻳﺖﻫﺎﻱ ﺭﻗﺎﺑﺘﻲ ﻣﺎ ﺑﺮﺍﻱ ﻓﻌﺎﻟﻴﺖ ﺩﺭ ﻳﻚ ﺑﺎﺯﺍﺭ ﺭﻗﺎﺑﺘﻲ ﭼﻴﺴﺖ؟‬ ‫‪ (٤‬ﭼﮕﻮﻧﻪ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻣﺎ ﭘﻮﻝ ﺗﻮﻟﻴﺪ ﺧﻮﺍﻫﺪ ﻛﺮﺩ؟‬ .

‫ﻣﺪﻝ‬ ‫ﻣﺸﺘﺮﻱ‬ ‫ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬ ‫ﻣﺪﻝ ﺩﺭﺁﻣﺪ‬ ‫ﻣﺪﻝ‬ ‫ﺍﺭﺯﺵ‬ .

‬‬ ‫ﺍﻳﺠﺎﺩ ﻛﺮﺩ ﻓﻜﺮ ﻛﻨﺪ‬ ‫ﻓﺮﺽ ﻛﻨﻴﺪ ﺷﻤﺎ ﻳﻚ ﺩﺳﺘﮕﺎﻩ ﺗﻮﻟﻴﺪ ﺧﻮﺩﻛﺎﺭ ﺁﺏﻣﻴﻮﻩ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺩﺍﺭﻳﺪ‪.‬‬ ‫ﭼﻪ ﻣﺪﻝﻫﺎﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭﻱ ﻣﻲﺗﻮﺍﻥ ﺑﺮﺍﻱ ﺍﻳﻦ ﺩﺳﺘﮕﺎﻩ ﻃﺮﺍﺣﻲ ﻧﻤﻮﺩ؟‬ ..‫ﻣﺪﻝ ﻛﺴﺐ ﺩﺭﺁﻣﺪ‬ ‫ﻳﻚ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻣﻮﻓﻖ ﺑﺎﻳﺪ ﺑﻴﺶ ﺍﺯ ﺁﻥﻛﻪ ﺑﺮ ﺭﻭﺵﻫﺎﻱ ﻣﻌﻤﻮﻝ ﻛﺴﺐ‬ ‫ﺩﺭﺁﻣﺪ ﻣﺘﻤﺮﻛﺰ ﺷﻮﺩ‪ ،‬ﺑﻪ ﮔﺴﺘﺮﺵﻫﺎﻳﻲ ﻛﻪ ﻣﻲﺗﻮﺍﻥ ﺭﻭﻱ ﻣﺤﺼﻮﻝ ﺍﺻﻠﻲ‬ ‫ﻛﻨﺪ‪.

‫ﺭﻭﻳﻜﺮﺩﻫﺎ ﺑﻪ ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬ ‫• ﺭﻭﻳﻜﺮﺩ ﺑﺎﺯﺍﺭ ﻣﺤﻮﺭ‬ ‫• ﺭﻭﻳﻜﺮﺩ ﺧﻼﻗﻴﺖ ﻣﺤﻮﺭ‬ ‫•‬ ‫ﺭﻭﻳﻜﺮﺩ ﺷﺒﻜﻪﺍﻱ )ﻫﻤﻜﺎﺭﻱ ﻣﺤﻮﺭ(‬ .

‫ﺍﻧﻮﺍﻉ ﻣﺪﻝﻫﺎﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺩﺭ ﺗﺠﺎﺭﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻚ‬ ‫‪ (١‬ﭘﻮﺭﺗﺎﻝ‬ ‫‪ (٢‬ﺧﺮﺩﻩﻓﺮﻭﺵ‬ ‫‪ (٣‬ﺑﺎﺯﺍﺭ ﻭ ‪Business Macth Maker‬‬ ‫‪ (۴‬ﺗﻮﻟﻴﺪﻛﻨﻨﺪﻩ‬ ‫‪ (٥‬ﺳﺮﻭﻳﺲﺩﻫﻨﺪﻩ‬ ‫‪ (٦‬ﺯﻳﺮﺳﺎﺧﺖ‬ .

.‬‬ ‫ﺍﻳﺠﺎﺩ ﻧﻤﺎﻳﻨﺪ‬ ‫• ﺳﻮﺍﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺳﻨﺘﻲ ‪ :‬ﻛﺎﺭ ﻣﻦ ﭼﻴﺴﺖ؟‬ ‫• ﺳﻮﺍﻝ ﻋﺼﺮ ﺍﻳﻨﺘﺮﻧﺖ ‪ :‬ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻣﻦ ﭼﻴﺴﺖ؟‬ .‫ﻳﻚ ﻧﻜﺘﻪ ﺟﺎﻟﺐ‬ ‫ﺩﺭ ﻋﺼﺮ ﺍﻳﻨﺘﺮﻧﺖ ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺁﻥﻗﺪﺭ ﻣﻬﻢ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ‬ ‫ﺍﻓﺮﺍﺩ ﺑﺪﻭﻥ ﺩﺍﺷﺘﻦ ﻣﻬﺎﺭﺕ ﺧﺎﺻﻲ ﺩﺭ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﻭ ﻓﺮﻭﺵ ﻭ ﺑﻪ‬ ‫ﺍﺗﻜﺎﻱ ﻣﺪﻝ ﺗﺠﺎﺭﻱ ﻧﻮﺁﻭﺭﺍﻧﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﭘﺮ ﺭﻭﻧﻘﻲ‬ ‫ﻧﻤﺎﻳﻨﺪ‪.

‫ﻣﺜﺎﻝﻫﺎﻳﻲ ﺍﺯ ﻣﺪﻝﻫﺎﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ ‪:‬‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﭼﻚ ﻣﺴﺎﻓﺮﺗﻲ ﺍﻣﺮﻳﻜﻦ ﺍﻛﺴﭙﺮﺱ‬ ‫ﺳﻴﺴﺘﻢ ﺗﺪﺍﺭﻛﺎﺕ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺑﺮﺍﻱ ﻟﻮﺍﺯﻡ ﺑﻴﻤﺎﺭﺳﺘﺎﻧﻲ ﻭ ﺗﺠﻬﻴﺰﺍﺕ‬ ‫ﺍﺩﺍﺭﻱ‬ ‫ﻛﺎﺭﺕ ﺍﻋﺘﺒﺎﺭﻱ‬ ‫ﺭﺯﺭﻭ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻫﺘﻞ‬ ‫ﺳﻴﺴﺘﻢ ﺍﺷﺘﺮﺍﻙ ﺯﻣﺎﻧﻲ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ‬ ‫ﻛﻮﭘﻦ ﺗﺨﻔﻴﻒ ﺩﺍﻧﺸﺠﻮﻳﻲ‬ .

‫ﻣﺪﻝﻫﺎﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺩﺭ ﻋﺼﺮ ﺍﻳﻨﺘﺮﻧﺖ‬ ‫‪• Dell Computer‬‬ ‫‪• eBay‬‬ ‫‪• Autoweb‬‬ .

‫ﺍﻳﺠﺎﺩ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﭘﺎﻳﺪﺍﺭ‬ ‫ﺗﻮﻟﻴﺪ ﺛﺮﻭﺕ ﺑﺮﺍﻱ ﺷﺮﻛﺖ‬ ‫ﺍﻳﺠﺎﺩ ﺍﺭﺯﺵ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻱ‬ ‫ﺳﻪ ﭘﺎﻳﻪ ﻳﻚ ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺧﻮﺏ‬ ‫ﻛﺴﺐ ﻭ ﻛﺎﺭ‬ .

E4)) ‫ﺁﻳﻨﺪﻩ ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬ Extend Enhanced Expand Exit .

‫ﺍﺟﺰﺍﻱ ﺍﺻﻠﻲ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ‬ ‫‪ l‬ﺻﻔﺤﻪ ﺟﻠﺪ‬ ‫‪ l‬ﻓﻬﺮﺳﺖ ﻣﻄﺎﻟﺐ‬ ‫‪ l‬ﺧﻼﺻﻪ ﻣﺪﻳﺮﻳﺘﻲ‬ ‫‪ l‬ﺷﺮﺡ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬ ‫‪ l‬ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‬ ‫‪ l‬ﺑﺮﻧﺎﻣﻪ ﻣﺎﻟﻲ‬ ‫‪ l‬ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻴﺎﺗﻲ‬ ‫‪ l‬ﺑﺮﻧﺎﻣﻪ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫‪ l‬ﺍﺳﻨﺎﺩ ﺗﻜﻤﻴﻠﻲ ﻭ ﺿﻤﻴﻤﻪ‬ .

‫ﺻﻔﺤﻪ ﺭﻭﻱ ﺟﻠﺪ‬ ‫• ﻧﺎﻡ ﺷﺮﻛﺖ‬ ‫• ﺗﻠﻔﻦ ﻭ ﺁﺩﺭﺱ‬ ‫• ﺁﺭﻡ ﺷﺮﻛﺖ‬ ‫• ﻓﻬﺮﺳﺖ ﻣﻮﺳﺴﺎﻥ‬ ‫• ﺗﺎﺭﻳﺦ ﺗﻬﻴﻪ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ‬ ‫• ﺗﻬﻴﻪﻛﻨﻨﺪﻩ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ‬ .

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‫ﺧﻼﺻﻪ ﻣﺪﻳﺮﻳﺖ‬
‫• ﻛﻮﺗﺎﻩ‬
‫• ﺳﺮﺍﺻﻞ ﻣﻮﺿﻮﻉ‬
‫• ﺧﻼﺻﻪ ﻓﻌﺎﻟﻴﺖﻫﺎ‬

‫ﺧﻼﺻﻪ ﻣﺪﻳﺮﻳﺖ‬

‫– ﻓﻘﻂ ﻳﻚ ﭼﻜﻴﺪﻩ ﺍﺯ ﺑﺮﻧﺎﻣﻪ ﻧﻴﺴﺖ‪.‬‬
‫– ﻳﻚ ﻣﻘﺪﻣﻪ ﻧﻴﺴﺖ‪.‬‬
‫– ﻳﻚ ﻣﺠﻤﻮﻋﻪ ﺗﺼﺎﺩﻓﻲ ﺍﺯ ﻧﻜﺎﺕ ﻣﻬﻢ ﻧﻴﺴﺖ‪.‬‬
‫• ﺧﻼﺻﻪ ﻣﺪﻳﺮﻳﺖ ﻣﻴﻨﻴﺎﺗﻮﺭ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﺷﻤﺎ‬
‫ﺍﺳﺖ‪.‬‬

‫ﺧﻼﺻﻪ ﻣﺪﻳﺮﻳﺖ‬
‫• ﺍﻧﺪﺍﺯﻩ‬
‫– ﺗﺮﺟﻴﺤﺎ ﺩﻭ ﺻﻔﺤﻪ ﺣﺪﺍﻛﺜﺮ ﭘﻨﺞ ﺻﻔﺤﻪ‬
‫• ﺧﻼﺻﻪ ﻣﺪﻳﺮﻳﺖ ﺑﺎﻳﺪ‪:‬‬
‫– ﻣﻨﻄﻘﻲ‬
‫– ﺭﻭﺷﻦ‬
‫– ﻫﻴﺠﺎﻥ ﺍﻧﮕﻴﺰ‬
‫• ﺧﻼﺻﻪ ﻣﺪﻳﺮﻳﺖ ﺷﺒﻴﻪ ﻳﻚ ﺭﺯﻭﻣﻪ ﺍﺳﺖ‪.‬‬
‫– ﺍﮔﺮ ﺑﺘﻮﺍﻧﺪ ﺗﻮﺟﻪ ﺧﻮﺍﻧﻨﺪﻩ ﺭﺍ ﺟﻠﺐ ﻧﻤﺎﻳﺪ ﺑﻘﻴﻪ ﮔﺰﺍﺭﺵ‬
‫ﻧﻴﺰ ﺧﻮﺍﻧﺪﻩ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬

‫ﺧﻼﺻﻪ ﻣﺪﻳﺮﻳﺖ ﺑﻴﺎﻥ ﻣﻲﻛﻨﺪ ﻛﻪ‪:‬‬ ‫• ﺷﻤﺎ ﭼﻪ ﻛﺴﻲ ﻫﺴﺘﻴﺪ؟‬ ‫• ﺍﺳﺘﺮﺍﺗﮋﻱ ﻭ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺷﻤﺎ ﭼﻴﺴﺖ؟‬ ‫• ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺷﻤﺎ ﭼﻴﺴﺖ؟‬ ‫• ﺑﺎﺯﺍﺭ ﺷﻤﺎ ﭼﻴﺴﺖ؟‬ ‫• ﭼﻪ ﻗﺪﺭ ﭘﻮﻝ ﻣﻲﺧﻮﺍﻫﻴﺪ ﻭ ﺁﻥ ﺭﺍ ﭼﻪ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ؟‬ ‫• ﻣﺰﻳﺖﺭﻗﺎﺑﺘﻲ ﭘﺎﻳﺪﺍﺭ ﺷﻤﺎ ﭼﻴﺴﺖ؟‬ ‫• ﭘﺘﺎﻧﺴﻴﻞ ﺗﻮﻟﻴﺪ ﺩﺭﺁﻣﺪ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﺷﻤﺎ ﭼﻘﺪﺭ ﺍﺳﺖ؟‬ ‫ﻭﻗﺘﻲ ﺧﻮﺍﻧﻨﺪﻩ ﺁﻥ ﺭﺍ ﺗﻤﺎﻡ ﻛﺮﺩ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﻛﺲ ﺩﻳﮕﺮ ﺑﮕﻮﻳﺪ‬ ‫ﺷﻤﺎ ﻗﺮﺍﺭ ﺍﺳﺖ ﭼﻪ ﻛﻨﻴﺪ‪.‬‬ .

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‫ﻣﻌﺮﻓﻲ ﺷﺮﻛﺖ ﻭ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﻣﺎﻣﻮﺭﻳﺖ ﻭ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺷﺮﻛﺖ‬ ‫ﻧﻮﻉ ﺷﺮﻛﺖ‬ ‫ﺗﺎﺭﻳﺨﭽﻪ ﻭ ﻣﺮﺍﺣﻞ ﺭﺷﺪ ﺷﺮﻛﺖ‬ ‫ﻣﻌﺮﻓﻲ ﻣﺤﺼﻮﻝ ﻭ ﺗﻜﻨﻮﻟﻮﮊﻱ‬ ‫ﻓﻬﺮﺳﺖ ﺩﺍﺭﺍﻳﻲﻫﺎﻱ ﻛﻠﻴﺪﻱ ﻭ ﺗﺠﻬﻴﺰﺍﺕ ﻭ ﺍﻣﻜﺎﻧﺎﺕ‬ ‫ﻣﻌﺮﻓﻲ ﺗﻴﻢ ﻣﺪﻳﺮﻳﺖ ﻭ ﻣﺸﺎﻭﺭﺍﻥ ﺣﺮﻓﻪﺍﻱ‬ .

‫ﺑﻴﺎﻧﻴﻪ ﻣﺎﻣﻮﺭﻳﺖ ﺷﺮﻛﺖ‬ ‫• ﻣﺎ ﻛﻪ ﻫﺴﺘﻴﻢ ؟‬ ‫• ﺑﻪ ﭼﻪ ﻧﻴﺎﺯﻱ ﭘﺎﺳﺦ ﻣﻲﺩﻫﻴﻢ؟‬ ‫• ﺑﻪ ﭼﻪ ﺭﻭﺷﻲ ﺑﻪ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ ﭘﺎﺳﺦ ﻣﻲﺩﻫﻴﻢ؟‬ ‫• ﻓﻠﺴﻔﻪ ﻭ ﺍﺭﺯﺵﻫﺎﻱ ﻣﺎ ﭼﻴﺴﺖ؟‬ ‫• ﭼﻪ ﭼﻴﺰﻱ ﻣﺎ ﺭﺍ ﻣﺘﻤﺎﻳﺰ ﻳﺎ ﻣﻨﺤﺼﺮ ﻣﻲﻛﻨﺪ؟‬ .

.‬‬ ‫‪..‫ﺷﺮﻛﺖ‪...‬‬ ‫ﺑﻴﺎﻧﻴﻪ ﻣﺎﻣﻮﺭﻳﺖ ﺷﺮﻛﺖ‬ ‫ﻣﺎﻣﻮﺭﻳﺖ ﻣﺎ ﻛﻤﻚ ﺑﻪ ﺑﻬﺒﻮﺩ ﺑﻬﺮﻩﻭﺭﻱ ﻧﻈﺎﻡ ﺗﺎﻣﻴﻦ ﻣﻮﺍﺩ ﺩﺭ ﺑﻴﻤﺎﺭﺳﺘﺎﻥﻫﺎ‪،‬‬ ‫ﺍﻓﺰﺍﻳﺶ ﺗﻨﻮﻉ ﺍﻧﺘﺨﺎﺏ ﻭ ﻛﺎﻫﺶ ﺯﻣﺎﻥ ﺗﻮﻗﻒ ﻣﺤﺼﻮﻻﺕ ﺗﻮﺯﻳﻊﻛﻨﻨﺪﮔﺎﻥ‬ ‫‪.‬ﻣﺤﺼﻮﻻﺕ ﺑﻬﺪﺍﺷﺘﻲ ﻭ ﭘﺰﺷﻜﻲ ﺍﺳﺖ‬ .

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but we also transfer knowledge to our clients that will enable them to maximize their existing skills and resources. whether they are building new information systems. and we remain dedicated to providing exceptional service by building systems that make our clients more competitive.WinMill Software is a premier resource for technology services . . enhancing legacy systems. training their workforce on-line and in the classroom. We not only deliver and implement strategies and solutions. or taking thousands of product orders over the Internet. We provide digital solutions tailored to our clients' specific business needs. We support the entire technology lifecycle.

‬‬ ‫ﺷﺮﻛﺖ ﺑﻞ ﺳﺎﻭﺕ ﺩﺭ ﺯﻣﻴﻨﻪ ﺗﺒﺎﺩﻝ‬ ‫ﺍﻃﻼﻋﺎﺕ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺖ ﻣﻲﻧﻤﺎﻳﺪ‪.‬ﺧﺪﻣﺎﺕ ﺷﺮﻛﺖ‬ ‫ﺷﺎﻣﻞ ﺗﺒﻠﻴﻐﺎﺕ ‪ ،‬ﻧﺸﺮ‪ ،‬ﺗﻠﻔﻦ ﻫﻤﺮﺍﻩ ‪،‬‬ ‫ﺍﺭﺗﺒﺎﻃﺎﺕ ﺭﺍﻩ ﺩﻭﺭ ﻭ‬ ‫ﺳﻴﺴﺘﻢﻫﺎﻱ ﺭﺍﻳﺎﻧﻪﺍﻱ ﺍﺳﺖ ‪ .‬‬ .‫ﻧﻤﻮﻧﻪﻫﺎﻳﻲ ﺍﺯ ﻣﺎﻣﻮﺭﻳﺖ ﺷﺮﻛﺖﻫﺎ‪:‬‬ ‫ﺁﻣﻮﻛﻮ ﻳﻚ ﺷﺮﻛﺖ ﺟﻬﺎﻧﻲ ﺍﺳﺖ ﻛﻪ‬ ‫ﺩﺭ ﺻﻨﻌﺖ ﻧﻔﺖ ﻭ ﻣﻮﺍﺩ ﺁﻟﻲ ﻓﻌﺎﻟﻴﺖ‬ ‫ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺍﻳﻦ‬ ‫ﺧﺪﻣﺎﺕ ﺩﺭ ‪ ٩‬ﻣﻨﻄﻘﻪ ﺍﻳﺎﻟﺘﻲ ‪،‬‬ ‫ﺑﺎﺯﺍﺭﻫﺎﻱ ﺁﻣﺮﻳﻜﺎ ﻭ ﺳﻄﺢ ﻛﻞ ﺟﻬﺎﻥ‬ ‫ﺍﺭﺍﺋﻪ ﻣﻲﮔﺮﺩﺩ‪.‬‬ ‫ﺍﻳﻦ ﺧﺪﻣﺖ ﺑﻪ ﻭﺳﻴﻠﻪ ‪ ٩‬ﻣﺮﻛﺰ ﺍﺭﺍﺋﻪ‬ ‫ﻣﻲﮔﺮﺩﺩ‪ .‬ﻣﺎ ﺩﺭﺻﺪﺩ ﻛﺸﻒ ﻣﻨﺎﺑﻊ‬ ‫ﻧﻔﺖ ﻫﺴﺘﻴﻢ ﻭ ﻣﺤﺼﻮﻻﺕ ﻭ ﺧﺪﻣﺎﺕ‬ ‫ﺧﻮﺩ‬ ‫ﺭﺍ ﺑﺎ ﻛﻴﻔﻴﺖ ﻋﺎﻟﻲ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﻋﺮﺿﻪ‬ ‫ﻣﻲﻧﻤﺎﻳﻴﻢ‪.

‫ﺷﺮﻛﺖ ﻓﺎﻳﺰﺭ‬ ‫ﺷﺮﻛﺖ ﻓﺎﻳﺰﺭ ﺩﺭ ﺯﻣﻴﻨﻪ ﻣﺮﺍﻗﺒﺖﻫﺎﻱ ﺑﻬﺪﺍﺷﺘﻲ‬ ‫ﺩﺭ ﺳﻄﺢ ﺟﻬﺎﻥ ﺗﺤﻘﻴﻖ ﻣﻲﻛﻨﺪ‪.‬ﻣﺎﻣﻮﺭﻳﺖ‬ ‫ﺍﺻﻠﻲ ﻣﺎ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺳﺮﺍﺳﺮ ﺟﻬﺎﻥ ﺑﺎ‬ ‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺩﺍﻧﺶ ﻭ ﺭﻭﺵﻫﺎﻱ ﻋﻠﻤﻲ ﺯﻧﺪﮔﻲ‬ ‫ﺑﻬﺘﺮ ‪ ،‬ﻃﻮﻻﻧﻲﺗﺮ ‪ ،‬ﺳﺎﻟﻢﺗﺮ ‪ ،‬ﭘﺮﺑﺎﺭﺗﺮ ﻭ‬ ‫ﻟﺬﺕﺑﺨﺶﺗﺮ ﺑﺮﺍﻱ ﻣﺮﺩﻡ ﻓﺮﺍﻫﻢ ﺁﻭﺭﻳﻢ‪.‬‬ .‬ﻣﺎ ﺩﺭ ‪ ٣٩‬ﻛﺸﻮﺭ ﻭﺍﺣﺪ ﺗﻮﻟﻴﺪ‬ ‫ﺩﺍﺭﻳﻢ ﻭ ﻣﺤﺼﻮﻻﺕ ﻣﺎ ﺩﺭ ﺳﺮﺍﺳﺮ ﺟﻬﺎﻥ‬ ‫ﺩﺭ ﺩﺳﺘﺮﺱ ﻫﻤﮕﺎﻥ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ‪.‬‬ ‫ﺷﺮﻛﺖ ﻣﺎ ﺩﺍﺭﺍﻱ ﭼﻬﺎﺭ ﺑﺨﺶ ﺍﺻﻠﻲ ﺍﺳﺖ‪:‬‬ ‫ﻣﺮﺍﻗﺒﺖﻫﺎﻱ ﺑﻬﺪﺍﺷﺘﻲ ‪ ،‬ﻟﻮﺍﺯﻡ ﭘﺰﺷﻜﻲ‬ ‫ﻭ ﺩﺍﺭﻭﻳﻲ ‪ ،‬ﺻﻨﺎﻳﻊ ﻏﺬﺍﻳﻲ ﻭ ﺩﺭﻣﺎﻧﮕﺎﻩﻫﺎﻱ‬ ‫ﺣﻴﻮﺍﻧﺎﺕ ‪ .

‬ﻣﻲﻛﻮﺷﻴﻢ ﻭﺳﺎﻳﻠﻲ ﺭﺍ ﺍﺭﺍﺋﻪ ﺩﻫﻴﻢ ﻛﻪ‬ ‫ﻣﺮﺩﻡ ﺩﻧﻴﺎ ﺑﺘﻮﺍﻧﻨﺪ ﺑﺴﻴﺎﺭ ﺭﺍﺣﺖ ﺑﺎ ﻳﻜﺪﻳﮕﺮ ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ‬ ‫ﻛﻨﻨﺪ ﻭ ﻫﺮ ﻧﻮﻉ ﺍﻃﻼﻋﺎﺕ ﻭ ﺧﺪﻣﺎﺗﻲ ﺭﺍ ﻣﺒﺎﺩﻟﻪ ﻧﻤﺎﻳﻨﺪ‪.‬‬ .‫ﺷﺮﻛﺖ ﺗﻠﻔﻦ ﻭ ﺗﻠﮕﺮﺍﻑ ﺁﻣﺮﻳﻜﺎ‪(AT&T):‬‬ ‫ﻣﺎ ﻧﻬﺎﻳﺖ ﺳﻌﻲ ﺧﻮﺩ ﺭﺍ ﻣﻲﻛﻨﻴﻢ ﺗﺎ ﺑﻪ ﺑﻬﺘﺮﻳﻦ ﺷﻜﻞ‬ ‫ﻣﻤﻜﻦ ﻫﻤﻪ ﻣﺮﺩﻡ ﺩﻧﻴﺎ ﺭﺍ ﺩﺭ ﻫﺮ ﻛﺠﺎ ﻭ ﺩﺭ ﻫﺮ ﺯﻣﺎﻥ ﺑﻪ‬ ‫ﻳﻜﺪﮔﻴﺮ ﺑﺮﺳﺎﻧﻴﻢ ‪ .

‬‬ .‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﺷﺮﻛﺖ‬ ‫• ﺭﻭﺷﻦ ﻭ ﻗﺎﻧﻊﻛﻨﻨﺪﻩ‬ ‫• ﻫﻴﺠﺎﻥ ﺍﻧﮕﻴﺰ‬ ‫• ﻗﺎﺑﻞ ﺩﺳﺖﻳﺎﺑﻲ‬ ‫• ﭼﺎﻟﺶ ﺑﺮﺍﻧﮕﻴﺰ‬ ‫ﻫﺮ ﻗﺪ ﭼﺸﻢﺍﻧﺪﺍﺯ ﺷﻤﺎ‬ ‫ﺩﺭ ﻃﺮﺡ ﺗﺠﺎﺭﻱ ﺩﻗﻴﻖﺗﺮ‬ ‫ﻭ ﺟﺬﺍﺏﺗﺮ ﺑﺎﺷﺪ‪ ،‬ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﺍﻥ‬ ‫ﺭﺍ ﺑﻴﺸﺘﺮ ﻗﺎﻧﻊ ﺧﻮﺍﻫﺪ ﻛﺮﺩ‪.

‬ﺍﻭﻟﻴﻦ ﺑﺎﺯﺍﺭ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺧﺪﻣﺎﺕ ﭘﺰﺷﻜﻲ ﺩﺭ ﺍﻳﺮﺍﻥ ﺭﺍ ﻓﻌﺎﻝ ﺧﻮﺍﻫﺪ ﻛﺮﺩ‬ .‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﺷﺮﻛﺖ‬ ‫ﺷﺮﻛﺖ … ﺩﺭ ‪ ٣‬ﺳﺎﻝ ﺁﻳﻨﺪﻩ‪ ،‬ﻣﻔﻬﻮﻡ ﺟﺪﻳﺪﻱ ﺭﺍ ﺑﺮﺍﻱ ﺳﻔﺎﺭﺵﺩﻫﻲ‬ ‫ﺗﺠﻬﻴﺰﺍﺕ ﭘﺰﺷﻜﻲ ﺩﺭ ﻛﺸﻮﺭ ﺍﺭﺍﺋﻪ ﻧﻤﻮﺩﻩ ﻭ ﺑﻴﺶ ﺍﺯ ‪ %٣٠‬ﺑﻴﻤﺎﺭﺳﺘﺎﻥﻫﺎﻱ‬ ‫‪.‬ﺷﻬﺮﻫﺎﻱ ﺑﺰﺭﮒ ﻛﺸﻮﺭ ﺭﺍ ﺗﺤﺖ ﭘﻮﺷﺶ ﻗﺮﺍﺭ ﺧﻮﺍﻫﺪ ﺩﺍﺩ‬ ‫ﭘﺲ ﺍﺯ ﺭﺷﺪ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻓﺮﻭﺵ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺗﺠﻬﻴﺰﺍﺕ ﭘﺰﺷﻜﻲ ﺍﻳﻦ ﺷﺮﻛﺖ‬ ‫‪.

‫ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎﻱ ﺁﻳﻨﺪﻩ‬ ‫ﺩﺭ ﺻﻮﺭﺕ ﻣﻮﻓﻘﻴﺖ ﭘﺮﻭﮊﻩ ﭼﻪ ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎﻱ ﺩﻳﮕﺮ ﺣﻮﻝ ﺁﻥ‬ ‫ﻣﻲﺗﻮﺍﻧﺪ ﺷﻜﻞ ﺑﮕﻴﺮﺩ ‪:‬‬ ‫‪ -١‬ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ ﭘﺲ ﺍﺯ ﻓﺮﻭﺵ ﺑﺮﺍﻱ ﻣﺤﺼﻮﻻﺕ‬ ‫‪ -٢‬ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ ﻣﺴﺘﻘﻴﻢ ﺗﻮﺳﻂ ﺷﺮﻛﺖ‬ ‫‪ -٣‬ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ ﺩﺭ ﺳﺎﻳﺮ ﻧﻘﺎﻁ ﺯﻧﺠﻴﺮﻩ ﺗﺎﻣﻴﻦ‬ .

‫ﺍﻫﺪﺍﻑ ﺍﺻﻠﻲ ﻭ ﺍﺳﺎﺳﻲ‬ ‫ﺩﺭ ﭼﺸﻢﺍﻧﺪﺍﺯ ﻣﻤﻜﻦ ﺍﺳﺖ ﺩﺭ ﻣﻮﺭﺩ ﺍﻫﺪﺍﻓﻲ ﻣﺜﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﻧﻴﺰ ﺻﺤﺒﺖ ﻧﻤﺎﻳﻴﺪ‪:‬‬ ‫• ﺑﻴﺸﻴﻨﻪ ﻛﺮﺩﻥ ﺍﺭﺯﺵ ﺳﻬﺎﻡﺩﺍﺭﺍﻥ‬ ‫• ﺍﻓﺰﺍﻳﺶ ﺳﻮﺩﺁﻭﺭﻱ‬ ‫• ﺍﻓﺰﺍﻳﺶ ﺳﻮﺩ ﻗﺎﺑﻞ ﺗﻘﺴﻴﻢ ﺑﻴﻦ ﺳﻬﺎﻡﺩﺍﺭﺍﻥ‬ ‫• ﺍﻓﺰﺍﻳﺶ ﺳﻬﻢ ﺑﺎﺯﺍﺭ‬ ‫• ﺍﻓﺰﺍﻳﺶ ﺩﺍﺭﺍﻳﻲﻫﺎﻱ ﺷﺮﻛﺖ‬ ‫• ﻛﺎﻫﺶ ﺭﻳﺴﻚﻫﺎﻱ ﻓﻌﺎﻟﻴﺖ‬ ‫• ﺍﻓﺰﺍﻳﺶ ﺍﺣﺘﻤﺎﻝ ﺧﺮﻳﺪ ﺷﺮﻛﺖ ﺗﻮﺳﻂ ﺭﻗﺒﺎ‬ ‫• ﺑﺮﺧﻲ ﺍﻫﺪﺍﻑ ﺍﺟﺘﻤﺎﻋﻲ‬ .

‫ﺳﺎﺧﺘﺎﺭ ﺷﺮﻛﺖ‬ ‫• ﻧﻮﻉ ﺷﺮﻛﺖ ﺳﻬﺎﻣﻲ‬ ‫• ﮔﺴﺘﺮﻩ ﺟﻐﺮﺍﻓﻴﺎﻳﻲ ﻓﻌﺎﻟﻴﺖﻫﺎ‬ ‫• ﺗﺎﺭﻳﺨﭽﻪ ﻗﺒﻠﻲ‬ .

‫ﻣﻌﺮﻓﻲ ﺗﻴﻢ ﻣﺪﻳﺮﻳﺘﻲ‬ ‫• ﺍﻋﻀﺎﻱ ﻣﻮﺳﺲ ﺷﺮﻛﺖ ﻭ ﺳﻬﺎﻡﺩﺍﺭﺍﻥ ﺍﺻﻠﻲ‬ ‫• ﺍﻋﻀﺎﻱ ﻫﻴﺎﺕ ﻣﺪﻳﺮﻩ‬ ‫• ﻣﺪﻳﺮﻋﺎﻣﻞ‬ ‫• ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ‬ ‫• ﻣﺸﺎﻭﺭﺍﻥ ﻛﻠﻴﺪﻱ‬ .

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‬‬ .‬‬ ‫ﺑﻪ ﺗﻌﺒﻴﺮﻱ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ ﺷﻜﻞ ﻛﻤﻲ ﺷﺪﻩ ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬ ‫ﺭﺍ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪.‫ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ‬ ‫ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ ﺑﻪ ﺍﻳﻦ ﺳﻮﺍﻝ ﻛﻠﻴﺪﻱ ﭘﺎﺳﺦ ﺩﻫﺪ ﻛﻪ ﺷﻤﺎ ﻗﺼﺪ ﭼﻪ ﻧﻴﺎﺯﻱ ﺭﺍ‬ ‫ﻣﺮﺗﻔﻊ ﺳﺎﺯﻳﺪ ﻭ ﺩﺭ ﺍﻳﻦ ﺭﺍﻩ ﺍﺯ ﭼﻪ ﺭﻭﺵﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺭﺳﺎﻧﺪﻥ‬ ‫ﻣﺤﺼﻮﻝ ﻳﺎ ﺧﺪﻣﺖ ﺧﻮﺩ ﺑﻪ ﻛﺴﺎﻧﻲ ﻛﻪ ﺑﻪ ﺁﻥ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ ﺍﺳﺘﻔﺎﺩﻩ‬ ‫ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ‪ .‬ﻧﻬﺎﻳﺖ ﺍﻳﻦ ﺳﻮﺍﻝ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﭼﺮﺍ ﺑﺎﻳﺪ ﻣﺤﺼﻮﻝ ﺷﻤﺎ‬ ‫ﺩﺭ ﺑﺎﺯﺍﺭ ﺳﻮﺩ ﺗﻮﻟﻴﺪ ﻛﻨﺪ‪.

‫ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺭﻭﻧﺪﻫﺎ ﻭ ﺳﺎﺧﺘﺎﺭ ﺑﺎﺯﺍﺭ‬ ‫ﻧﻴﺎﺯﻫﺎ ﻭ ﺧﻼﺀﻫﺎﻱ ﺑﺎﺯﺍﺭ‬ ‫ﺑﺨﺶﺑﻨﺪﻱ ﺑﺎﺯﺍﺭ‬ ‫ﺗﺤﻠﻴﻞ ﻣﺸﺘﺮﻳﺎﻥ‬ ‫ﺗﺤﻠﻴﻞ ﺭﻗﺒﺎ‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‬ .

‫ﻣﻨﻄﻖ ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ‬ ‫ﻣﺮﻭﺭ ﺑﺎﺯﺍﺭ‬ ‫ﻧﻴﺎﺯﻫﺎ ‪ /‬ﺧﻼﺀﻫﺎﻱ ﺑﺎﺯﺍﺭ‬ ‫ﺑﺎﺯﺍﺭ ﻫﺪﻑ‬ ‫ﺗﺤﻠﻴﻞ ﻣﺸﺘﺮﻳﺎﻥ‬ ‫ﺍﺭﺯﻳﺎﺑﻲ ﺭﻗﺒﺎ‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﺑﺎﺯﺍﺭ‬ .

‫ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ ‪ :‬ﺭﻭﻧﺪﻫﺎﻱ ﺑﺎﺯﺍﺭ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺍﻧﺪﺍﺯﻩ ﻭ ﺭﻭﻧﺪﻫﺎﻱ ﺭﺷﺪ ﺑﺎﺯﺍﺭ‬ ‫ﺩﺭﺟﻪ ﺑﻠﻮﻍ ﺑﺎﺯﺍﺭ‬ ‫ﻋﻮﺍﻣﻞ ﻓﺼﻠﻲ ﻣﻮﺛﺮ ﺩﺭ ﺑﺎﺯﺍﺭ‬ ‫ﻋﻮﺍﻣﻞ ﺗﻜﻨﻮﻟﻮﮊﻳﻚ ﻣﻮﺛﺮ ﺩﺭ ﺑﺎﺯﺍﺭ‬ ‫ﺁﺳﻴﺐﭘﺬﻳﺮﻱ ﺑﺎﺯﺍﺭ ﺩﺭ ﻣﻘﺎﺑﻞ ﻋﻮﺍﻣﻞ ﻣﺤﻴﻄﻲ‬ ‫ﻗﻮﺍﻧﻴﻦ ﻭ ﻣﻘﺮﺭﺍﺕ ﻣﻮﺛﺮ ﺩﺭ ﺑﺎﺯﺍﺭ )ﺍﻧﺤﺼﺎﺭﺍﺕ‪ ،‬ﻗﻴﻤﺖﮔﺬﺍﺭﻱ ﻭ …(‬ .

‫ﺗﺤﻠﻴﻞ ﺑﺎﺯﺍﺭ ‪ :‬ﺑﺎﺯﺍﺭ ﺧﺪﻣﺎﺕ ﺳﻨﺠﺶ ﺳﺨﺘﻲ ﻓﻠﺰﺍﺕ‬ ‫‪1385‬‬ ‫‪1384‬‬ ‫‪1383‬‬ ‫‪200‬‬ ‫‪170‬‬ ‫‪150‬‬ ‫ﺻﻨﺎﻳﻊ ﺳﻨﮕﻴﻦ‬ ‫‪70‬‬ ‫‪50‬‬ ‫‪35‬‬ ‫ﺷﺮﻛﺖﻫﺎﻱ ﺧﺼﻮﺻﻲ ﻛﻮﭼﻚ‬ ‫‪30‬‬ ‫‪25‬‬ ‫‪20‬‬ ‫ﻛﺎﺭﮔﺎﻩﻫﺎ‬ ‫‪14‬‬ ‫‪12‬‬ ‫‪10‬‬ ‫ﺁﺯﻣﺎﻳﺸﮕﺎﻩﻫﺎ ﻭ ﺩﺍﻧﺸﮕﺎﻩﻫﺎ‬ ‫‪314‬‬ ‫‪257‬‬ ‫‪215‬‬ ‫ﺟﻤﻊ ﻛﻞ‬ .

‫ﺗﺤﻠﻴﻞ ﺑﺎﺯﺍﺭ ‪ :‬ﺭﻭﻧﺪﻫﺎﻱ ﺑﺎﺯﺍﺭ ﺧﺪﻣﺎﺕ ﺳﻨﺠﺶ ﺳﺨﺘﻲ‬ ‫ﻓﻠﺰﺍﺕ‬ ‫• ﺗﻐﻴﻴﺮﺍﺕ ﺳﺮﻳﻊ ﻓﻦﺁﻭﺭﻱ‬ ‫• ﻭﺭﻭﺩ ﺭﻗﺒﺎﻱ ﺧﺎﺭﺟﻲ‬ ‫• ﺍﻓﺰﺍﻳﺶ ﺗﻤﺎﻳﻞ ﻣﺸﺘﺮﻳﺎﻥ ﺑﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺧﺪﻣﺎﺕ ﻣﺸﺎﻭﺭﺍﻥ‬ .

‫ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ ‪ :‬ﺳﺎﺧﺘﺎﺭ ﺑﺎﺯﺍﺭ‬ ‫• ﻋﻮﺍﻣﻞ ﻛﻠﻴﺪﻱ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﺑﺎﺯﺍﺭ‬ ‫• ﺭﻓﺘﺎﺭ ﻣﺸﺘﺮﻳﺎﻥ‬ ‫• ﺷﺪﺕ ﺭﻗﺎﺑﺖ‬ .

‫ﺗﺤﻠﻴﻞ ﺻﻨﻌﺖ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻣﺪﻝ ﭘﻨﺞﻧﻴﺮﻭﻳﻲ ﭘﻮﺭﺗﺮ‬ ‫ﻫﺎﺟﺎﻳﮕﺰﻳﻦ‬ ‫ﺗﺎﺯﻩﻭﺍﺭﺩﻳﻦ‬ ‫ﺻﻨﻌﺖ‬ ‫)ﺭﻗﺒﺎ(‬ ‫ﺗﺎﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ‬ .

‫ﻣﺤﻴﻂ ﺭﻗﺎﺑﺘﻲ ﺳﺎﺯﻣﺎﻥ ‪ :‬ﻋﻮﺍﻣﻞ ﻛﻠﻴﺪﻱ ﻣﻮﻓﻘﻴﺖ‬ ‫ﺑﺮ ﺍﺳﺎﺱ ﺗﺤﻠﻴﻞ ﺧﻮﺍﺳﺘﻪﻫﺎﻱ ﻣﺸﺘﺮﻱ ﻭ ﻣﺸﺨﺼﻪﻫﺎﻱ ﺻﻨﻌﺖ‬ ‫ﺑﻪ ﺗﻌﺪﺍﺩﻱ ﺣﻮﺯﻩ ﺧﺎﺹ ﻣﻲﺭﺳﻴﻢ ﻛﻪ ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﻋﺮﺻﻪ‬ ‫ﺭﻗﺎﺑﺖ ﺑﺎﻳﺪ ﺩﺭ ﺁﻥﻫﺎ ﺻﺎﺣﺐ ﺗﻮﺍﻧﻤﻨﺪﻱ ﺑﻮﺩ‪.‬‬ ‫ﻣﺜﺎﻝﻫﺎﻳﻲ ﺍﺯ ‪ CSF‬ﺻﻨﺎﻳﻊ ﻣﺨﺘﻠﻒ ‪:‬‬ ‫• ﺳﺮﻋﺖ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺖ )ﻏﺬﺍﻱ ﺳﺮﻳﻊ(‬ ‫• ﻧﻮﺁﻭﺭﻱ )ﻛﺎﻣﭙﻴﻮﺗﺮ(‬ ‫• ﺭﻭﺍﺑﻂ ﺑﺎ ﻣﺸﺘﺮﻱ )ﻫﺘﻞﺩﺍﺭﻱ(‬ ‫• ﻛﻨﺘﺮﻝ ﻫﺰﻳﻨﻪ )ﻓﻮﻻﺩ ﻭ ﺳﻴﻤﺎﻥ(‬ ‫• ﻧﺰﺩﻳﻜﻲ ﺑﻪ ﻣﺸﺘﺮﻱ )ﺩﺳﺘﻤﺎﻝ ﻛﺎﻏﺬﻱ ﻭ ﺑﺴﺘﻨﻲ(‬ ‫• ﺷﺒﻜﻪ ﺗﻮﺯﻳﻊ ﻗﻮﻱ )ﻧﻮﺷﺎﺑﻪ(‬ .

‫ﻣﺤﻴﻂ ﺭﻗﺎﺑﺘﻲ ﺳﺎﺯﻣﺎﻥ ‪ :‬ﻋﻮﺍﻣﻞ ﻛﻠﻴﺪﻱ ﻣﻮﻓﻘﻴﺖ‬ ‫ﺑﺮﺍﻱ ﻳﺎﻓﺘﻦ ﻋﻮﺍﻣﻞ ﻛﻠﻴﺪﻱ ﻣﻮﻓﻘﻴﺖ ﺳﻪ ﺳﻮﺍﻝ ﺯﻳﺮ ﻛﻤﻚ ﻣﻲﻛﻨﺪ‪:‬‬ ‫• ﻣﺸﺘﺮﻳﺎﻥ ﺑﺮ ﭼﻪ ﻣﺒﻨﺎﻳﻲ ﻓﺮﻭﺷﻨﺪﻩ ﺧﻮﺩ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻣﻲﻛﻨﻨﺪ؟‬ ‫• ﻳﻚ ﺷﺮﻛﺖ ﻣﻮﻓﻖ ﺩﺭ ﺻﻨﻌﺖ ﺑﺎﻳﺪ ﺩﺍﺭﺍﻱ ﭼﻪ ﻗﺎﺑﻠﻴﺖﻫﺎ ﻭ ﻣﻨﺎﺑﻌﻲ ﺑﺎﺷﺪ ؟‬ ‫• ﺷﺮﻛﺖﻫﺎ ﺑﺮﺍﻱ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﭘﺎﻳﺪﺍﺭ ﺑﺎﻳﺪ ﭼﻪ ﺑﻜﻨﻨﺪ؟‬ .

‫ﺑﺨﺶﺑﻨﺪﻱ ﺑﺎﺯﺍﺭ‬ ‫• ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ‬ ‫• ﺑﺎ ﭘﺎﺳﺦﻫﺎﻱ ﻧﺴﺒﺘﺎ ﻣﺸﺎﺑﻪ‬ ‫• ﺑﺮﺍﻱ ﺍﺭﺍﺋﻪ ﺑﺮﺍﻧﮕﻴﺰﺍﻧﻨﺪﻩﻫﺎﻱ ﻳﻜﺴﺎﻥ‬ ‫ﺑﺨﺶﺑﻨﺪﻱ ﺑﺎﺯﺍﺭ ﺩﺭ ﺍﺑﺘﺪﺍ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﻪ ﭼﺸﻢ ﻧﻴﺎﻳﺪ‪ .‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺑﺮﺍﻱ ﺳﺎﻝﻫﺎ‬ ‫ﺗﺼﻮﺭ ﻣﻲﺷﺪ ﺑﺎﺯﺍﺭ ﻓﺮﻭﺵ ﺑﻨﺰﻳﻦ ﻓﺎﻗﺪ ﺑﺨﺶﺑﻨﺪﻱ ﺍﺳﺖ ﻭﻟﻲ ﺑﻌﺪﺍ ﻣﺸﺨﺺ ﺷﺪ ﺩﺭ ﺍﻳﻦ‬ ‫ﺑﺨﺶ ﻣﻲﺗﻮﺍﻥ ﭘﻨﺞ ﺑﺨﺶ ﻣﺨﺘﻠﻒ ﺷﻨﺎﺳﺎﻳﻲ ﻛﺮﺩ ﻛﻪ ﺳﻪ ﮔﺮﻭﻩ ﺍﺯ ﺁﻥﻫﺎ ﺑﻪ ﻛﻴﻔﻴﺖ ﺣﺴﺎﺱ‬ ‫‪.‬ﻫﺴﺘﻨﺪ ﻭ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻣﻨﺒﻊ ﺳﻮﺩﺁﻭﺭﻱ ﭘﻤﭗﺑﻨﺰﻳﻦﻫﺎ ﺷﻮﻧﺪ‬ .

‫ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ ‪ :‬ﮔﺮﻭﻩﺑﻨﺪﻱ ﺑﺎﺯﺍﺭ ﻫﺪﻑ‬ ‫))‪Segmentation‬‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺟﻤﻌﻴﺖﺷﻨﺎﺧﺘﻲ )ﺟﻮﺍﻧﺎﻥ‪ ،‬ﺑﺎﺯﻧﺸﺴﺘﻪﻫﺎ‪ ،‬ﺯﻧﺎﻥ ﻭ …(‬ ‫ﻋﻮﺍﻣﻞ ﻓﺮﻫﻨﮕﻲ ‪ -‬ﺍﺟﺘﻤﺎﻋﻲ‬ ‫ﺍﻗﺘﺼﺎﺩﻱ )ﻃﺒﻘﻪ ﻣﺘﻮﺳﻂ‪ ،‬ﺛﺮﻭﺕﻣﻨﺪﺍﻥ‪ ،‬ﻛﺎﺭﻣﻨﺪﺍﻥ ﺩﻭﻟﺖ ﻭ …(‬ ‫ﺟﻐﺮﺍﻓﻴﺎﻳﻲ‬ ‫ﺍﻟﮕﻮﻱ ﺧﺮﻳﺪ )ﺻﻨﻌﺘﻲ‪ ،‬ﻣﺼﺮﻑﻛﻨﻨﺪﻩ ﻧﻬﺎﻳﻲ(‬ ‫ﺣﺴﺎﺳﻴﺖﻫﺎﻱ ﺧﺮﻳﺪ )ﻣﻼﺣﻈﺎﺕ ﻭﻳﮋﻩ ﺩﺭ ﻫﻨﮕﺎﻡ ﺧﺮﻳﺪ ‪ :‬ﻧﻮﺷﺎﺑﻪ ﺑﺪﻭﻥ‬ ‫ﻗﻨﺪ(‬ .

‫ﻣﺜﺎﻝ ‪ :‬ﮔﺮﻭﻩﺑﻨﺪﻱ ﺑﺎﺯﺍﺭ ﻫﺪﻑ‬ ‫‪35‬‬ ‫‪25‬‬ ‫‪20‬‬ ‫‪20‬‬ ‫ﺷﺮﻛﺖ ﻫﺎﻱ ﻓﺮﻭﺷـﻨﺪﻩ‬ ‫ﺩﺍﺭﻭﺧﺎﻧﻪ ﻫﺎ‬ ‫ﻛﻠﻴﻨﻴﻚ ﻫﺎﻱ ﺧﺼﻮﺻﻲ ﺑﻴﻤﺎﺭﺳﺘﺎﻥ ﻫﺎﻱ ﺩﺭﺟﻪ‬ ‫ﻳﻚ‬ ‫‪40‬‬ ‫‪35‬‬ ‫‪30‬‬ ‫‪25‬‬ ‫‪20‬‬ ‫‪15‬‬ ‫‪10‬‬ ‫‪5‬‬ ‫‪0‬‬ .

‫ﺗﻬﻴﻪ ﺗﺼﻮﻳﺮ ﻣﺸﺘﺮﻳﺎﻥ ‪ :‬ﺑﻴﻤﺎﺭﺳﺘﺎﻥ ﺩﺭﺟﻪ ﻳﻚ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺑﻴﺶ ﺍﺯ ‪ ٣٠‬ﺑﻴﻤﺎﺭﺳﺘﺎﻥ ﺩﺭﺟﻪ ﻳﻚ ﺩﺭ ﺗﻬﺮﺍﻥ‬ ‫ﮔﺮﺩﺵ ﻣﺎﻟﻲ ﺳﺎﻟﻴﺎﻧﻪ ﻣﺘﻮﺳﻂ ‪ ١٠‬ﻣﻴﻠﻴﺎﺭﺩ ﺗﻮﻣﺎﻥ‬ ‫ﻣﺘﻮﺳﻂ ﺣﺠﻢ ﺧﺮﻳﺪ ﻟﻮﺍﺯﻡ ﻣﺼﺮﻓﻲ ﺩﺭ ﺳﺎﻝ ‪ ١ :‬ﻣﻴﻠﻴﺎﺭﺩ ﺗﻮﻣﺎﻥ‬ ‫ﻋﻼﻗﻪ ﺑﻪ ﻛﻴﻔﻴﺖ ﻣﺤﺼﻮﻝ‬ .

‫ﻣﻌﻴﺎﺭﻫﺎﻱ ﺑﺨﺶﺑﻨﺪﻱ ﺑﺎﺯﺍﺭ ﻣﻮﺛﺮ‬ ‫ﻗﺎﺑﻴﺖ ﺩﺳﺘﺮﺳﻲ‬ ‫ﺍﻗﺪﺍﻡ ﻗﺎﺑﻠﻴﺖ‬ ‫ﻗﺎﺑﻠﻴﺖ ﺳﻨﺠﺶ‬ ‫ﻗﺎﺑﻞ ﺗﻮﺟﻪ‬ .

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‬‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﻗﻴﻤﺖ‬ ‫ﻛﻴﻔﻴﺖ ﻓﻨﻲ‬ ‫ﺳﺮﻋﺖ ﺗﺤﻮﻳﻞ ﻣﺤﺼﻮﻝ‬ ‫ﺧﺪﻣﺎﺕ ﭘﺲ ﺍﺯ ﻓﺮﻭﺵ‬ ‫ﺍﺣﺴﺎﺱ ﺍﻃﻤﻴﻨﺎﻥ‬ ‫ﻫﺰﻳﻨﻪ ﻭ ﻗﺎﺑﻠﻴﺖ ﺗﻌﻤﻴﺮﭘﺬﻳﺮﻱ‬ ‫• ‪..‫ﺗﺤﻠﻴﻞ ﺧﻮﺍﺳﺘﻪﻫﺎﻱ ﻣﺸﺘﺮﻱ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺧﻮﺍﺳﺘﻪﻫﺎ ﺩﺍﺭﻧﺪ ﻛﻪ ﺑﺮ ﺍﺳﺎﺱ ﺁﻥ ﺍﺭﺯﺵ ﻣﺤﺼﻮﻝ ﻳﺎ ﺧﺪﻣﺖ‬ ‫ﺩﺭﻳﺎﻓﺖ ﺷﺪﻩ ﺍﺯ ﻋﺮﺿﻪﻛﻨﻨﺪﮔﺎﻥ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ..

‫ﺗﺤﻠﻴﻞ ﺧﻮﺍﺳﺘﻪﻫﺎﻱ ﻣﺸﺘﺮﻱ‬ ‫ﻣﺸﺨﺼﻪﻫﺎﻱ ﻣﺤﺼﻮﻝ ﻳﺎ ﺧﺪﻣﺖ ﺑﻪ ﺩﻭ ﮔﺮﻭﻩ ﺍﺻﻠﻲ ﺗﻘﺴﻴﻢ ﻣﻲﺷﻮﺩ‪:‬‬ ‫‪ -۱‬ﺗﻮﺟﻴﻪﻛﻨﻨﺪﻩﻫﺎ ‪ (Qualifiers) :‬ﻣﺸﺨﺼﺎﺗﻲ ﻛﻪ ﺑﺮﺍﻱ ﺣﻀﻮﺭ ﺩﺭ‬ ‫ﺑﺎﺯﺍﺭ ﻻﺯﻡ ﺍﺳﺖ ﻣﺜﻼ ﺑﺮﺍﻱ ﺗﻠﻮﻳﺰﻳﻮﻥ ﺩﺍﺷﺘﻦ ﺻﺪﺍ ﻭ ﺗﺼﻮﻳﺮ ﻣﻨﺎﺳﺐ‪،‬‬ ‫ﻛﻨﺘﺮﻝ ﻟﺰ ﺭﺍﻩﺩﻭﺭ‪ ،‬ﺟﻌﺒﻪ ﻣﻨﺎﺳﺐ ﻭﻭ…‬ ‫…‬ ‫‪ -۲‬ﻣﺰﻳﺖﺳﺎﺯﻫﺎ ‪ (Order Winners) :‬ﻣﺸﺨﺼﻪﻫﺎﻱ ﺧﺎﺻﻲ ﻛﻪ‬ ‫ﺑﺎﻋﺚ ﺟﻠﺐ ﻣﺸﺘﺮﻱ ﺑﻪ ﻳﻚ ﻣﺤﺼﻮﻝ ﺧﺎﺹ ﻣﻲﺷﻮﺩ ﻣﺜﻼ ﺑﺮﺍﻱ‬ ‫ﺗﻠﻮﻳﺰﻳﻮﻥ ﺳﻴﺴﺘﻢﻫﺎﻱ ﺑﺎﺯﻱ‪ ،‬ﻛﻨﺘﺮﻝ ﺍﺯ ﺭﺍﻩﺩﻭﺭ ﺍﺿﺎﻓﻪ‪ ،‬ﮔﺎﺭﺍﻧﺘﻲ ﺑﻴﺸﺘﺮ‬ .

‫ﺗﺤﻠﻴﻞ ﺧﻮﺍﺳﺘﻪﻫﺎﻱ ﻣﺸﺘﺮﻱ‬ Qualifiers Order Winners .

Order Winning Factors Competetive Advantage Performance Qualifying Factors Competetive Advantage Performance Less Important Factors Competetive Advantage Performance .

‫ﺗﺤﻠﻴﻞ ﻛﻤﻲ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺑﺨﺶ ﺑﺎﺯﺍﺭ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺗﻌﺪﺍﺩ ﻛﻞ ﻣﺸﺘﺮﻳﺎﻥ ﺩﺭ ﺑﺨﺶ ﺑﺎﺯﺍﺭ‬ ‫ﺩﺭﺻﺪ ﻣﺸﺘﺮﻳﺎﻥ ﻫﺪﻑ‬ ‫ﻓﺮﻭﺵ ﺳﺎﻟﻴﺎﻧﻪ ﺑﻪ ﻫﺮ ﻣﺸﺘﺮﻱ‬ ‫ﺳﻮﺩﺁﻭﺭﻱ ﻣﺘﻮﺳﻂ ﻫﺮ ﻣﺸﺘﺮﻱ‬ ‫ﻓﺮﻭﺵ ﻭ ﺳﻮﺩﺁﻭﺭﻱ ﻛﻞ ﺍﺯ ﻫﺮ ﺑﺨﺶ ﺑﺎﺯﺍﺭ‬ ‫ﻓﺮﻭﺵ ﻭ ﺳﻮﺩﺁﻭﺭﻱ ﻛﻞ ﺩﺭ ﺑﺎﺯﺍﺭ‬ ‫ﺭﻭﻧﺪ ﺁﻣﺎﺭ ﻓﻮﻕ ﺩﺭ ﺳﺎﻝﻫﺎﻱ ﺁﻳﻨﺪﻩ‬ .

‫ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ ‪ :‬ﺗﺤﻠﻴﻞ ﺭﻗﺒﺎﺀ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺭﻗﺒﺎﻱ ﺍﺻﻠﻲ ﻣﺎ ﺩﺭ ﺑﺎﺯﺍﺭﻫﺎﻱ ﻣﺨﺘﻠﻒ ﭼﻪ ﻛﺴﺎﻧﻲ ﻫﺴﺘﻨﺪ؟‬ ‫ﻣﺰﻳﺖﻫﺎﻱ ﺷﺮﻛﺖ ﺷﻤﺎ ﻧﺴﺒﺖ ﺑﻪ ﺳﺎﻳﺮ ﺭﻗﺒﺎﺀ ﭼﻴﺴﺖ؟‬ ‫ﻗﻮﺕ ﻭ ﺿﻌﻒﻫﺎﻱ ﺭﻗﺒﺎﺀ ﻭ ﺷﺮﻛﺖ ﻣﺎ‬ ‫ﻣﻘﺎﻳﺴﻪ ﻣﻮﻗﻌﻴﺖ ﺷﺮﻛﺖ ﺩﺭ ﻣﻘﺎﺑﻞ ﺭﻗﺒﺎ‬ ‫ﺍﺯ ﺭﻗﺎﺑﺖﻫﺎﻱ ﻗﺒﻠﻲ ﭼﻪ ﻣﻲﺗﻮﺍﻥ ﺁﻣﻮﺧﺖ ؟‬ .

‫ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ ‪ :‬ﺗﺤﻠﻴﻞ ﺭﻗﺎﺑﺖ‬ ‫‪160‬‬ ‫‪140‬‬ ‫‪120‬‬ ‫ﺷﺮﻛﺖھﺎي اﯾﺮاﻧﻲ‬ ‫‪100‬‬ ‫ﺷﺮﻛﺖھﺎي ﭼﯿﻨﻲ‬ ‫‪80‬‬ ‫ﺷﺮﻛﺖھﺎي اروﭘﺎﯾﻲ‬ ‫‪60‬‬ ‫‪40‬‬ ‫‪20‬‬ ‫‪0‬‬ ‫ﻛﯿﻔﯿﺖ‬ ‫ﻗﯿﻤﺖ‬ ‫ﺳﮭﻢ ﺑﺎزار‬ .

‫ﺗﺤﻠﻴﻞ ﺭﻗﺎﺑﺖ‬ ‫• ﻣﺰﻳﺖﻫﺎﻱ ﺍﺻﻠﻲ ﺭﻗﺒﺎﻱ ﺍﺭﻭﭘﺎﻳﻲ ‪ :‬ﻛﻴﻔﻴﺖ ﺑﺎﻻ ﻭ ﺗﺠﺮﺑﻪﻫﺎﻱ ﻗﺒﻠﻲ‬ ‫• ﻣﺰﻳﺖ ﺍﺻﻠﻲ ﺷﺮﻛﺖﻫﺎﻱ ﺍﻳﺮﺍﻧﻲ ‪ :‬ﻗﻮﺍﻧﻴﻦ ﺣﻤﺎﻳﺖ ﺍﺯ ﺗﻮﻟﻴﺪ ﺩﺍﺧﻠﻲ‬ ‫• ﻣﺰﻳﺖ ﺍﺻﻠﻲ ﺷﺮﻛﺖﻫﺎﻱ ﭼﻴﻨﻲ ‪ :‬ﺗﻮﺍﻥ ﻛﺎﻫﺶ ﻣﺪﺍﻭﻡ ﻗﻴﻤﺖ ﻫﻤﺮﺍﻩ ﺑﺎ‬ ‫ﺍﺭﺗﻘﺎﺀ ﻛﻴﻔﻴﺖ‬ .

‫ﺭﻗﺎﺑﺖ ﺑﻴﻦ ﺭﻗﺒﺎ‬ ‫‪4‬ﺳﺎﺧﺘﺎﺭ ﺭﻗﺎﺑﺘﻲ ﺻﻨﻌﺖ‬ ‫ﻣﺘﻤﺮﻛﺰ‬ ‫ﻳﻚ ﻳﺎ ﭼﻨﺪ ﺷﺮﻛﺖ‬ ‫ﺩﺍﺭﺍﻱ ﻣﻮﻗﻌﻴﺖ‬ ‫ﺑﺮﺗﺮ )ﻣﻮﻧﻮﭘﻠﻲ(‬ ‫ﭘﺎﺭﻩ ﭘﺎﺭﻩ‬ ‫ﻫﻴﭻ ﺷﺮﻛﺘﻲ ﺑﺮﺗﺮ‬ ‫ﻧﻴﺴﺖ‬ ‫ﺳﺎﺧﺘﺎﺭ ﺭﻗﺎﺑﺖ ﺩﺭ ﺻﻨﻌﺖ ﭼﮕﻮﻧﻪ ﺍﺳﺖ؟‬ .

‫ﺗﺤﻠﻴﻞ ﺭﻗﺒﺎ ‪ :‬ﻣﺪﻝ ﮔﺮﻭﻩﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺻﻨﻌﺖ‬ ‫)ﻣﺜﺎﻝ ﺻﻨﻌﺖ ﺩﺍﺭﻭﺳﺎﺯﻱ(‬ ‫ﮔﺮوه وﯾﮋه‬ ‫ﻗﻴﻤﺖ ﻣﺤﺼﻮﻻﺕ‬ ‫‪• Merck‬‬ ‫‪• Pfizer‬‬ ‫‪• Eli Lilly‬‬ ‫ﺑﺎﻻ‬ ‫ﮔﺮوه ﻋﻤﻮﻣﯽ‬ ‫‪• Marion Labs‬‬ ‫‪• Carter Wallace‬‬ ‫‪• INC Pharmaceut’l‬‬ ‫ﺑﺎﻻ‬ ‫ﻫﺰﻳﻨﻪ ﺗﺤﻘﻴﻘﺎﺕ‬ ‫ﭘﺎﻳﻴﻦ‬ ‫ﭘﺎﻳﻴﻦ‬ .

‫ﻫﺪﻑﮔﺬﺍﺭﻱ ﻓﺮﻭﺵ ﻭ ﺳﻮﺩ ‪ :‬ﻣﺜﺎﻝ‬ ‫‪30‬‬ ‫‪25‬‬ ‫‪20‬‬ ‫ﻓ ﺮوش‬ ‫ﺳﮭﻢ ﺑﺎزار‬ ‫‪15‬‬ ‫ﺳﻮد‬ ‫‪10‬‬ ‫‪5‬‬ ‫‪0‬‬ ‫‪1385‬‬ ‫‪1384‬‬ ‫‪1383‬‬ .

‫ﺑﺮﻧﺎﻣﻪ ﺑﺎﺯﺍﺭ ‪ :‬ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‬ ‫ﻣﺤﺼﻮﻝ ‪ :‬ﻛﻴﻔﻴﺖ‪ ،‬ﻭﻳﮋﮔﻲﻫﺎ‪ ،‬ﺍﻣﻜﺎﻧﺎﺕ‪ ،‬ﺑﺴﺘﻪﺑﻨﺪﻱ‪ ،‬ﮔﺎﺭﺍﻧﺘﻲﻫﺎ‪ ،‬ﺧﺪﻣﺎﺕ ﺍﺿﺎﻓﻲ‪،‬‬ ‫ﻗﻄﻌﺎﺕ ﻳﺪﻛﻲ‬ ‫ﻗﻴﻤﺖ ‪ :‬ﺗﺨﻔﻴﻒﻫﺎ‪ ،‬ﺧﺮﻳﺪ ﺍﻋﺘﺒﺎﺭﻱ‪ ،‬ﻭﺍﻡﻫﺎﻱ ﺧﺮﻳﺪ‪ ،‬ﺍﺟﺎﺯﻩ ﺗﺎﺧﻴﺮ ﭘﺮﺩﺍﺧﺖ‬ ‫ﻣﻜﺎﻥ ‪ :‬ﺗﻌﺪﺍﺩ ﻣﻜﺎﻥﻫﺎﻱ ﺗﻮﺯﻳﻊ‪ ،‬ﻣﻮﻗﻌﻴﺖ ﻣﻜﺎﻥﻫﺎﻱ ﺗﻮﺯﻳﻊ‪ ،‬ﺳﻄﺢ ﻣﻮﺟﻮﺩﻱ ﻣﺤﺼﻮﻝ‪،‬‬ ‫ﺷﻴﻮﻩ ﺭﺳﺎﻧﺪﻥ ﻣﺤﺼﻮﻝ ﺑﻪ ﻣﺸﺘﺮﻱ‬ ‫ﺗﺮﻓﻴﻊ ‪ :‬ﺗﺒﻠﻴﻐﺎﺕ‪ ،‬ﺍﺷﺎﻧﺘﻴﻮﻥ‪.. ،‬‬ ..

‫ﺭﻭﻳﻜﺮﺩﻫﺎﻱ ﻗﻴﻤﺖﮔﺬﺍﺭﻱ‬ ‫– ﺗﺤﻠﻴﻞ ﻧﻘﻄﻪ ﺳﺮ ﺑﻪ ﺳﺮ‬ ‫– ﻗﻴﻤﺖ ﺑﺎﺯﺍﺭ ﻣﺤﻮﺭ ))‪Market Pull‬‬ ‫– ﻗﻴﻤﺖﮔﺬﺍﺭﻱ ﺑﺮ ﭘﺎﻳﻪ ﻗﻴﻤﺖ ﺗﻤﺎﻡ ﺷﺪﻩ ))‪Cost Push‬‬ ‫– ﻗﻴﻤﺖ ﮔﺬﺍﺭﻱ ﺑﻮﺗﻴﻚ ﻭ ﻗﻴﻤﺖﮔﺬﺍﺭﻱ ﺣﺮﺍﺟﻲ‬ .

‫ﺗﺤﻠﻴﻞ ﻧﻘﻄﻪ ﺳﺮ ﺑﻪ ﺳﺮ‬ ‫ﺩﺭﺁﻣﺪ ﻛﻞ‬ ‫ﻫﺰﻳﻨﻪ ﻛﻞ‬ ‫ﻫﺰﻳﻨﻪ ﺛﺎﺑﺖ‬ ‫‪əǚӨҗ‬‬ ‫‪Ǜ‬‬ .

‫ﻣﺤﺮﻙﻫﺎﻱ ﺑﺎﺯﺍﺭ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺑﺮﻭﺷﻮﺭﻫﺎ‬ ‫ﺭﺳﺎﻧﻪﻫﺎﻱ ﻣﻜﺘﻮﺏ‬ ‫ﺭﺳﺎﻧﻪﻫﺎﻱ ﺟﻤﻌﻲ‬ ‫ﺭﺳﺎﻧﻪﻫﺎﻱ ﺗﺨﺼﺼﻲ ﺁﮔﻬﻲ‬ ‫ﻧﺎﻣﻪ ﻣﺴﺘﻘﻴﻢ‬ ‫ﺭﻭﺍﺑﻂ ﻋﻤﻮﻣﻲ‬ ‫ﻭﺏ ﺳﺎﻳﺖ‬ ‫ﻧﻤﻮﻧﻪ ﺑﺮﺩﺍﺭﻱ )ﻣﺤﺼﻮﻻﺕ ﻣﺠﺎﻧﻲ‪ ،‬ﺍﺷﺎﻧﺘﻴﻮﻥ ﻭ‪..‬‬ .

‫ﺷﺮﻛﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ Cooperative advertising: two companies mentioned in the advertisement. Distribution agreement: let someone else carry your product. Bundling: let another company include your product as part of a total package. Licensing: let someone else use your product as part of their product. .

.‬‬ .‫ﺳﺎﺧﺘﺎﺭ ﺳﻴﺴﺘﻢ ﻓﺮﻭﺵ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺳﺎﺯﻣﺎﻧﺪﻫﻲ ﻓﺮﻭﺵ‬ ‫ﻛﺎﻧﺎﻝﻫﺎﻱ ﺗﻮﺯﻳﻊ‬ ‫ﺗﻌﺪﺍﺩ ﭘﺮﺳﻨﻞ ﻭ ﺗﺨﺼﺺ ﺁﻥﻫﺎ‬ ‫ﻣﻴﺰﺍﻥ ﺍﺳﺘﻘﻼﻝ ﻋﻤﻞ ﻭﺍﺣﺪ ﻓﺮﻭﺵ‬ ‫• ‪..

‫ﻣﻨﺎﺑﻊ ﺍﻃﻼﻋﺎﺗﻲ ﺑﺮﺍﻱ ﺑﺎﺯﺍﺭ‬ ‫• ﺍﻃﻼﻋﺎﺕ ﺩﺭﺟﻪ ﺍﻭﻝ )ﮔﺮﻭﻩﻫﺎﻱ ﻣﺘﻤﺮﻛﺰ‪ ،‬ﭘﺮﺳﺸﻨﺎﻣﻪ‪ ،‬ﻧﻤﻮﻧﻪﮔﻴﺮﻱ‪،‬‬ ‫ﺗﺴﺖﻫﺎﻱ ﻣﻮﺭﺩﻱ ﻭ)…‬ ‫• ﺍﻃﻼﻋﺎﺕ ﺩﺭﺟﻪ ﺩﻭﻡ )ﺍﺗﺤﺎﺩﻳﻪﻫﺎﻱ ﺗﺠﺎﺭﻱ‪ ،‬ﺳﺎﻟﻨﺎﻣﻪﻫﺎﻱ ﺁﻣﺎﺭﻱ‪،‬‬ ‫ﺭﻭﺯﻧﺎﻣﻪﻫﺎ‪ ،‬ﺧﺒﺮﻧﺎﻣﻪﻫﺎ ﻭ)…‬ .

‬‬ ‫• ﺑﺮﺍﻱ ﺗﻮﻟﻴﺪ ﭼﮕﻮﻧﻪ ﭘﻮﻝ ﺗﺎﻣﻴﻦ ﺧﻮﺍﻫﻴﻢ ﻛﺮﺩ‪.‬‬ .‬‬ ‫• ﭼﮕﻮﻧﻪ ﻣﺤﺼﻮﻻﺕ ‪ /‬ﺧﺪﻣﺖ ﺧﻮﺩ ﺭﺍ ﺗﻮﻟﻴﺪ ﺧﻮﺍﻫﻴﻢ ﻛﺮﺩ‪.‫ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ‬ ‫• ﻣﺎ ﻗﺼﺪ ﺩﺍﺭﻳﻢ ﭼﻪ ﻛﺴﺐ ﻭ ﻛﺎﺭﻱ ﺭﺍﻩ ﺍﻧﺪﺍﺯﻱ ﻛﻨﻴﻢ‪.‬‬ ‫• ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﻣﺤﺼﻮﻝ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺑﺎﺯﺍﺭ ﺑﻔﺮﻭﺷﻴﻢ‪.

.

‬‬ .‫ﻫﺮ ﺗﺼﻤﻴﻤﻲ ﺩﺭ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺑﻪ‬ ‫ﻳﻚ ﻋﺪﺩ ﻣﻨﺘﻬﻲ ﻣﻲﺷﻮﺩ‬ ‫ﻛﻪ ﺑﺮ ﺭﻭﻱ ﻫﻢ ﺑﺨﺶ ﻣﺎﻟﻲ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﺷﻤﺎ ﺭﺍ ﻣﻲﺳﺎﺯﺩ‪.

‫ﺑﺮﻧﺎﻣﻪ ﻣﺎﻟﻲ‬ ‫)ﺑﺨﺶ ﻛﻤﻲ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ(‬ ‫)ﺑﺨﺶ‬ ‫•‬ ‫ﭘﻴﺶﺑﻴﻨﻲ ﻫﺰﻳﻨﻪﻫﺎﻱ ﺷﺮﻛﺖ‬ ‫•‬ ‫ﭘﻴﺶﺑﻴﻨﻲ ﺻﻮﺭﺕ ﺟﺮﻳﺎﻥ ﻧﻘﺪﻱ‬ ‫•‬ ‫ﭘﻴﺶﺑﻴﻨﻲ ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﺳﻮﺩ ﻭ ﺯﻳﺎﻥ‬ ‫•‬ ‫ﭘﻴﺶﺑﻴﻨﻲ ﺗﺮﺍﺯﻧﺎﻣﻪ‬ ‫•‬ ‫ﻣﻨﺎﺑﻊ ﻭ ﻣﺤﻞ ﻫﺰﻳﻨﻪ ﻣﻨﺎﺑﻊ ﻣﺎﻟﻲ‬ ‫•‬ ‫ﺗﺤﻠﻴﻞ ﻧﺴﺒﺖﻫﺎﻱ ﻣﺎﻟﻲ )ﺧﺼﻮﺻﺎ ﻧﺴﺒﺖ ﺳﻮﺩﺁﻭﺭﻱ(‬ .

‫‪Sources and Uses of money‬‬ ‫ﻣﻨﺎﺑﻊ ﻭ ﻣﺼﺎﺭﻑ ﻣﺎﻟﯽ‬ ‫• ﺩﺭ ﺍﻳﻦ ﻗﺴﻤﺖ ﻣﻨﺎﺑﻊ ﺗﺎﻣﻴﻦ ﻣﺎﻟﻲ ﻭ ﻣﺼﺎﺭﻑ ﺁﻥ‬ ‫ﺗﻮﺿﻴﺢ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ ‪.‬‬ ‫– ﻣﻨﺎﺑﻊ ﺍﺳﺎﺳﯽ ﺗﺎﻣﻴﻦ ﻣﺎﻟﻲ ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﯽ ﮐﻪ‬ ‫ﻣﻮﺟﺐ ﺗﺤﺼﻴﻞ ﻭﺟﻪ ﻧﻘﺪ ﻣﯽﺷﻮﺩ ﺭﺍ ﺩﺭ ﺑﺮ ﻣﯽﮔﻴﺮﺩ‬ ‫– ﻣﺼﺎﺭﻑ ﺍﺳﺎﺳﯽ ﻣﺎﻟﯽ ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﯽ ﮐﻪ‬ ‫ﻣﻮﺟﺐ ﺧﺮﻭﺝ ﻭﺟﻪ ﻧﻘﺪ ﻣﯽ ﺷﻮﺩ ﺭﺍ ﺩﺭ ﺑﺮ ﻣﯽﮔﻴﺮﺩ‬ ‫– ﺭﺋﻮﺱ ﻣﻨﺎﺑﻊ ﻭﻣﺼﺎﺭﻑ ﻣﺎﻟﯽ ﺑﻪ ﺷﺮﺡ ﺫﻳﻞ ﻣﯽ ﺑﺎﺷﺪ‪:‬‬ .

‫ﻫﺰﻳﻨﻪﻫﺎﻱ ﺷﺮﻛﺖ‬ ‫• ﻫﺰﻳﻨﻪ ﻋﻤﻮﻣﻲ‬ ‫–‬ ‫–‬ ‫–‬ ‫–‬ ‫ﺍﺳﺘﻬﻼﻙ‬ ‫ﻣﺸﺎﺭﻛﺖ‬ ‫ﺍﺟﺎﺭﻩ‬ ‫ﻣﺎﻟﻴﺎﺕ‬ ‫• ﻫﺰﻳﻨﻪﻫﺎﻱ ﻋﻤﻠﻴﺎﺕ‬ ‫ ﻣﻮﺍﺩ ﺍﻭﻟﻴﻪ‬‫ ﻧﻴﺮﻭﻱ ﻛﺎﺭ ﻣﺴﺘﻘﻴﻢ‬‫‪ -‬ﺳﺮﺑﺎﺭ ﺗﻮﻟﻴﺪ‬ ‫• ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﻭ ﻓﺮﻭﺵ‬ ‫–‬ ‫–‬ ‫–‬ ‫–‬ ‫ﺗﺒﻠﻴﻐﺎﺕ‬ ‫ﺗﻮﺯﻳﻊ‬ ‫ﺭﻭﻳﺎﻟﺘﻲ‬ ‫ﻛﻤﺴﻴﻮﻥ ﻓﺮﻭﺵ‬ ‫ﻫﺰﻳﻨﻪﻫﺎﻱ ﺟﺎﺭﻱ ‪ /‬ﻣﺪﻳﺮﻳﺘﻲ‬ ‫ﭘﺸﺘﻴﺒﺎﻧﻲ ﺍﺩﺍﺭﻱ‬ ‫ﺩﺳﺘﻤﺰﺩ ‪ /‬ﭘﺎﺩﺍﺵ ﻣﺪﻳﺮﻳﺘﻲ‬ ‫ﺗﺤﻘﻴﻖ ﻭ ﺗﻮﺳﻌﻪ‬ .

‬‬ ‫• ﺍﻫﺪﺍﻑ ﺗﻬﻴﻪ ﺻﻮﺭﺕ ﮔﺮﺩﺵ ﻭﺟﻮﻩ ﻧﻘﺪ‬ ‫– ﺑﺮﺁﻭﺭﺩ ﺗﻮﺍﻥ ﺑﺎﺯﭘﺮﺩﺍﺧﺖ ﺗﻌﻬﺪﺍﺕ ﺟﺎﺭﯼ ﻭ ﺁﺗﯽ ﻭ ﻧﻴﺎﺯ ﺑﻪ ﺍﺧﺬ ﻭﺟﻪ‬ ‫– ﺑﺮﺁﻭﺭﺩ ﺗﻮﺍﻥ ﺍﻳﺠﺎﺩ ﺟﺮﻳﺎﻧﻬﺎﯼ ﻣﺜﺒﺖ ﻧﻘﺪﻳﻨﮕﯽ ﺩﺭﺁﻳﻨﺪﻩ‬ ‫– ﺑﺮﺁﻭﺭﺩ ﺗﺎﺛﻴﺮﺍﺕ ﺳﺮﻣﺎﻳﻪ ﮔﺬﺍﺭﯼ ﻭ ﻓﻌﻞ ﻭ ﺍﻧﻔﻌﺎﻻﺕ ﻣﺎﻟﯽ ﺑﺮ ﻭﺿﻊ ﻣﺎﻟﯽ ﺷﺮﮐﺖ‬ ‫• ﻣﺰﺍﻳﺎﯼ ﺗﻬﻴﻪ ﺻﻮﺭﺕ ﮔﺮﺩﺵ ﻭﺟﻮﻩ ﻧﻘﺪ‬ ‫– ﻧﻤﺎﻳﺶ ﺗﻮﺍﻥ ﺑﻘﺎﺀ ﺁﺗﯽ ﺷﺮﮐﺖ‬ ‫– ﺩﺭﮎ ﺁﺳﺎﻥ ﻭﺿﻌﻴﺖ ﻣﺎﻟﯽ ﺷﺮﮐﺖ‬ ‫– ﺍﻳﺠﺎﺩ ﺍﻃﻤﻴﻨﺎﻥ ﺩﺭ ﺧﺼﻮﺹ ﺗﻮﺍﻥ ﺑﺎﺯﭘﺮﺩﺍﺧﺖ ﺗﻌﻬﺪﺍﺕ‬ .‫‪Cash Flow Statement‬‬ ‫ﺻﻮﺭﺕ ﮔﺮﺩﺵ ﻭﺟﻮﻩ ﻧﻘﺪ‬ ‫ﺍﻳﻦ ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﮐﻪ ﻧﺸﺎﻥ ﺩﻫﻨﺪﻩ ﺗﻐﻴﻴﺮﺍﺕ ﺑﻴﻦ ﺩﺍﺭﺍﻳﻲﻫﺎ ﻭ ﺑﺪﻫﻲ ﻭ‬ ‫ﺳﺮﻣﺎﻳﻪ ﺷﺮﮐﺖ ﺑﻴﻦ ﺩﻭ ﺩﻭﺭﻩ ﻣﺎﻟﻲ ﺍﺳﺖ ﺑﺮﺍﻱ ﻧﻤﺎﻳﺶ ﻣﻨﺒﻊ ﻭﺟﻮﻩ ﺑﻪ ﮐﺎﺭ‬ ‫ﮔﺮﻓﺘﻪ ﺷﺪﻩ ﺩﺭ ﺷﺮﮐﺖ ﻭ ﻧﺤﻮﻩ ﻣﺼﺮﻑ ﺁﻥ ﻭﺟﻮﻩ ﺍﺳﺖ‪.

‫ﺻﻮﺭﺕ ﺟﺮﻳﺎﻥ ﻧﻘﺪﻱ‬ ‫• ﻣﻨﺎﺑﻊ ﺟﺮﻳﺎﻥ ﻧﻘﺪﻱ‬ ‫• ﻣﺼﺎﺭﻑ ﺟﺮﻳﺎﻥ ﻧﻘﺪﻱ‬ ‫– ﺩﺭﺁﻣﺪﻫﺎﻱ ﻧﺎﺷﻲ ﺍﺯ ﻓﺮﻭﺵ‬ ‫– ﻫﺰﻳﻨﻪﻫﺎﻱ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ‬ ‫– ﻭﺍﻡﻫﺎﻱ ﺑﺎﻧﻜﻲ‬ ‫– ﻫﺰﻳﻨﻪﻫﺎﻱ ﺟﺎﺭﻱ‬ ‫– ﺁﻭﺭﺩﻩ ﺳﻬﺎﻡﺩﺍﺭﺍﻥ‬ ‫– ﺩﺍﺭﺍﻳﻲﻫﺎ‬ .

‬‬ ‫• ﻓﺮﻭﺵ ﻗﺴﻄﻲ ﺭﺍ ﺩﺭ ﺻﻮﺭﺕ ﺟﺮﻳﺎﻥ ﻧﻘﺪﻱ ﺩﺭ ﻧﻈﺮ ﺑﮕﻴﺮﻳﺪ‪.‬‬ ‫• ﺣﺎﺷﻴﻪ ﺍﻃﻤﻴﻨﺎﻥ ﻛﺎﻓﻲ ﺑﺮﺍﻱ ﺗﺎﻣﻴﻦ ﺟﺮﻳﺎﻥ ﻧﻘﺪﻱ ﺩﺭ ﻧﻈﺮ ﺑﮕﻴﺮﻳﺪ‪.‫ﺻﻮﺭﺕ ﺟﺮﻳﺎﻥ ﻧﻘﺪﻱ‬ ‫• ﺻﻮﺭﺕ ﺟﺮﻳﺎﻥ ﻧﻘﺪﻱ ﻧﺒﺎﻳﺪ ﻣﻨﻔﻲ ﺷﻮﺩ‪.‬‬ .

‫ﺻﻮﺭﺕ ﺟﺮﻳﺎﻥ ﻧﻘﺪﻱ‬ ‫ﺗﺎﻣﻴﻦ ﺳﺮﻣﺎﻳﻪ‬ ‫ﺳﺎﻝ ﻗﺒﻞ‬ ‫ﺧﺎﻟﺺ ﺟﺮﻳﺎﻥ ﻧﻘﺪﻱ‬ ‫ﺷﺶ ﻣﺎﻫﻪ ﻓــﺮﻭﺵ‬ ‫ﻫﺰﻳﻨﻪ ﻫـﺎﻱ ﺟـﺎﺭﻱﺳﺮﻣﺎﻳﻪﮔــﺬﺍﺭﻱ‬ ‫ﺍﻭﻝ‬ ‫‪0‬‬ ‫‪50‬‬ ‫‪200‬‬ ‫‪300‬‬ ‫‪0‬‬ ‫‪50‬‬ ‫ﺩﻭﻡ‬ ‫‪0‬‬ ‫‪70‬‬ ‫‪100‬‬ ‫‪150‬‬ ‫‪50‬‬ ‫‪30‬‬ ‫ﺳﻮﻡ‬ ‫‪100‬‬ ‫‪80‬‬ ‫‪50‬‬ ‫‪50‬‬ ‫‪30‬‬ ‫‪50‬‬ ‫ﭼﻬﺎﺭﻡ‬ ‫‪150‬‬ ‫‪100‬‬ ‫‪20‬‬ ‫‪0‬‬ ‫‪50‬‬ ‫‪80‬‬ ‫ﭘﻨﺠﻢ‬ ‫‪200‬‬ ‫‪150‬‬ ‫‪20‬‬ ‫‪0‬‬ ‫‪80‬‬ ‫‪110‬‬ ‫ﺷﺸﻢ‬ ‫‪200‬‬ ‫‪150‬‬ ‫‪20‬‬ ‫‪0‬‬ ‫‪110‬‬ ‫‪140‬‬ .

‬‬ ‫ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﺳﻮﺩ ﻭ ﺯﻳﺎﻥ ﺑﺎﻳﺪ ﻧﻤﺎﻳﺎﻧﮕﺮ ﭼﮕﻮﻧﮕﻲ ﺗﺤﻘﻖ ﺍﻫﺪﺍﻑ‬ ‫ﺷﺮﮐﺖ ﻭ ﺳﻬﻢ ﻫﺮ ﻳﮏ ﺍﺯ ﺍﺟﺰﺍ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﺗﺤﻘﻖ ﺁﻥ ﺑﺎﺷﺪ‪.‫‪Income Statement‬‬ ‫ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﺳﻮﺩ ﻭ ﺯﻳﺎﻥ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﺳﻮﺩ ﻭ ﺯﻳﺎﻥ ‪ ٣‬ﺳﺎﻝ ﮔﺬﺷﺘﻪ ﻭ ﭘﻴﺶ ﺑﻴﻨﻲ ﺁﻥ ﺑﺮﺍﻱ ‪ ٣‬ﺗﺎ‬ ‫‪ ٥‬ﺳﺎﻝ ﺁﻳﻨﺪﻩ ﺩﺭ ﺍﻳﻦ ﻗﺴﻤﺖ ﺗﻬﻴﻪ ﻣﻲ ﺷﻮﺩ‪.‬‬ ‫ﺩﺭ ﺗﻬﻴﻪ ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﺳﻮﺩ ﻭ ﺯﻳﺎﻥ ﺗﻮﺟﻪ ﺑﻪ ﻣﻴﺰﺍﻥ ﺳﻮﺩﺁﻭﺭﻱ ﺷﺮﮐﺖ‬ ‫ﻣﺘﻨﺎﺳﺐ ﺑﺎ ﺣﺠﻢ ﻓﻌﺎﻟﻴﺖ ﺟﺎﺭﻱ ﻭ ﺁﺗﻲ ﻣﻬﻢ ﺍﺳﺖ‪.‬‬ ‫ﺩﺭ ﺗﻬﻴﻪ ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﺳﻮﺩ ﻭ ﺯﻳﺎﻥ ﭘﻴﺶ ﺑﻴﻨﻲ‬ ‫–‬ ‫–‬ ‫–‬ ‫–‬ ‫ﻓﺮﻭﺵ‬ ‫ﻫﺰﻳﻨﻪ ﻫﺎ‬ ‫ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﺟﺮﻳﺎﻥ ﻫﺎﻱ ﻧﻘﺪﻱ ﺷﺮﮐﺖ ﮐﻪ ﺑﺎ ﻓﺮﻭﺵ ﺍﺭﺗﺒﺎﻁ ﻣﺴﺘﻘﻴﻢ ﺩﺍﺭﻧﺪ‬ ‫ﺳﻴﺎﺳﺖ ﺗﺎﻣﻴﻦ ﻣﺎﻟﻲ ﻭ ﺗﻘﺴﻴﻢ ﺳﻮﺩ ﺷﺮﮐﺖ ﻣﻬﻢ ﺍﺳﺖ‪.‬‬ .

‫ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﺳﻮﺩ ﻭ ﺯﻳﺎﻥ‬ ‫ﺩﺭﺁﻣﺪﻫﺎ )ﻓﺮﻭﺵ(‬ ‫ﻛﺴﺮ ﻣﻲﺷﻮﺩ‪:‬‬ ‫ﻗﻴﻤﺖ ﺗﻤﺎﻡ ﺷﺪﻩ ﮐﺎﻻﯼ ﻓﺮﻭﺵ ﺭﻓﺘﻪ‬ ‫ﺳﻮﺩ )ﺯﻳﺎﻥ( ﻧﺎﻭﻳﮋﻩ‬ ‫ﻛﺴﺮ ﻣﻲﺷﻮﺩ‪:‬‬ ‫ﻫﺰﻳﻨﻪﻫﺎﻱ ﻋﻤﻠﻴﺎﺗﯽ‬ ‫ﺳﻮﺩ )ﺯﻳﺎﻥ(ﻋﻤﻠﻴﺎﺗﻲ‬ ‫ﺍﺿﺎﻓﻪ)ﻛﺴﺮ( ﻣﯽ ﺷﻮﺩ‪:‬‬ ‫ﺩﺭﺁﻣﺪﻫﺎ)ﻫﺰﻳﻨﻪ ﻫﺎ(ﻧﺎﺷﻲ ﺍﺯﺳﺎﻳﺮ ﻓﻌﺎﻟﻴﺖﻫﺎ )ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱﻫﺎ(‬ .

‫ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﺳﻮﺩ ﻭ ﺯﻳﺎﻥ‬ ‫ﺳﻮﺩ )ﺯﻳﺎﻥ( ﻗﺒﻞ ﺍﺯ ﺑﻬﺮﻩ ﻭﻣﺎﻟﻴﺎﺕ‬ ‫ﻛﺴﺮ ﻣﻲﺷﻮﺩ ‪:‬‬ ‫ﻫﺰﻳﻨﻪ ﺑﻬﺮﻩ‬ ‫ﺳﻮﺩ)ﺯﻳﺎﻥ( ﻗﺒﻞ ﺍﺯ ﻣﺎﻟﻴﺎﺕ‬ ‫ﻛﺴﺮ ﻣﻲﺷﻮﺩ ‪:‬‬ ‫ﻣﺎﻟﻴﺎﺕ‬ ‫ﺳﻮﺩ)ﺯﻳﺎﻥ( ﭘﺲ ﺍﺯ ﻣﺎﻟﻴﺎﺕ‬ .

‫ﺻﻮﺭﺕ ﺣﺴﺎﺏ ﺳﻮﺩ ﻭ ﺯﻳﺎﻥ‬ ‫‪1383‬‬ ‫‪1384‬‬ ‫‪1385‬‬ ‫ﺳﺎ ﻝ‬ ‫‪200‬‬ ‫‪250‬‬ ‫‪300‬‬ ‫‪30‬‬ ‫‪40‬‬ ‫‪50‬‬ ‫ﻫﺰﻳﻨﻪ ﺗﻮﻟﻴﺪ‬ ‫‪100‬‬ ‫‪130‬‬ ‫‪160‬‬ ‫ﺩﺭﺁﻣﺪ ﻋﻤﻠﻴﺎﺗﻲ‬ ‫‪70‬‬ ‫‪80‬‬ ‫‪90‬‬ ‫ﻫﺰﻳﻨﻪ ﻣﺎﻟﻲ‬ ‫‪50‬‬ ‫‪50‬‬ ‫‪50‬‬ ‫‪5‬‬ ‫‪10‬‬ ‫‪15‬‬ ‫‪15‬‬ ‫‪20‬‬ ‫‪25‬‬ ‫ﻓــﺮﻭﺵ‬ ‫ﻫﺰﻳﻨﻪ ﻓــﺮﻭﺵ‬ ‫ﻣﺎﻟﻴــﺎﺕ‬ ‫ﺳﻮﺩ ﻗﺎﺑﻞ ﺗﻘﺴﻴﻢ‬ .

‫‪Balance Sheet‬‬
‫ﺗﺮﺍﺯﻧﺎﻣﻪ‬

‫• ﺗﺮﺍﺯﻧﺎﻣﻪ ‪ ٣‬ﺳﺎﻝ ﮔﺬﺷﺘﻪ ﻭ ﭘﻴﺶ ﺑﻴﻨﻲ ﺁﻥ ﺑﺮﺍﻱ‬
‫‪ ٣‬ﺗﺎ ‪ ٥‬ﺳﺎﻝ ﺁﻳﻨﺪﻩ ﺩﺭ ﺍﻳﻦ ﻗﺴﻤﺖ ﺗﻬﻴﻪ ﻣﻲ‬
‫ﺷﻮﺩ‪.‬‬
‫• ﺩﺭ ﺗﻬﻴﻪ ﺗﺮﺍﺯﻧﺎﻣﻪ ﺗﻮﺟﻪ ﺑﻪ ﻣﻨﺎﺑﻊ ﺗﺎﻣﻴﻦ ﻣﺎﻟﻲ ﻭ‬
‫ﻣﺼﺎﺭﻑ ﺁﻥ ﻣﻬﻢ ﺍﺳﺖ‪.‬‬

‫ﺍﺟﺰﺍﯼ ﺗﺮﺍﺯﻧﺎﻣﻪ‬
‫•ﺳﻤﺖ ﺭﺍﺳﺖ )ﻣﺼﺎﺭﻑ‬
‫ﻣﺎﻟﯽ(‬
‫–ﺩﺍﺭﺍﻳﻲﻫﺎﻱ ﺟﺎﺭﻱ‬
‫–ﺩﺍﺭﺍﻳﻲﻫﺎﻱ ﺛﺎﺑﺖ‬
‫–ﺳﺎﻳﺮ ﺩﺍﺭﺍﻳﻲﻫﺎ‬
‫–ﺟﻤﻊ ﮐﻞ ﺩﺍﺭﺍﻳﻲﻫﺎ‬

‫•ﺳﻤﺖ ﭼﭗ)ﻣﻨﺎﺑﻊ‬
‫ﻣﺎﻟﯽ (‬

‫–ﺑﺪﻫﻲﻫﺎﻱ ﺟﺎﺭﻱ‬
‫–ﺑﺪﻫﻲﻫﺎﻱ‬
‫ﺑﻠﻨﺪﻣﺪﺕ‬
‫–ﺣﻘﻮﻕ ﺻﺎﺣﺒﺎﻥ‬
‫ﺳﻬﺎﻡ‬
‫–ﺟﻤﻊ ﮐﻞ ﺑﺪﻫﯽ ﻭ‬
‫ﺣﻘﻮﻕ ﺻﺎﺣﺒﺎﻥ ﺳﻬﺎﻡ‬

‫ﺳﺮﻣﺎﻳﻪ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬
‫• ﺳﺮﻣﺎﻳﻪ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ‬
‫• ﺳﺮﻣﺎﻳﻪ ﻛﺎﺭﻱ( ﺟﺎﺭﻱ)‬
‫• ﺳﺮﻣﺎﻳﻪ ﺭﺷﺪ‬

‫ﺻﻮﺭﺕ ﻣﻨﺎﺑﻊ ﺗﺎﻣﻴﻦ ﺳﺮﻣﺎﻳﻪ ﻭ ﻣﺼﺎﺭﻑ ﺁﻥ‬

‫ﺑﺮﺍﻱ ﻭﺍﻡﺩﻫﻨﺪﮔﺎﻥ ﻭ ﺑﺎﻧﻚﺩﺍﺭﺍﻥ ﻣﻬﻢﺗﺮﻳﻦ ﻗﺴﻤﺖ‬
‫ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﭘﻮﻝ ﭘﺮﺩﺍﺧﺘﻲ ﺗﻮﺳﻂ ﺁﻧﺎﻥ ﺑﺮﺍﻱ ﭼﻪ‬
‫ﻣﻨﻈﻮﺭﻱ ﺧﺮﺝ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬
‫ﺍﺯ ﻧﻈﺮ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﺍﻥ ﻣﺴﺎﻟﻪ ﻣﻬﻢ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ‬
‫ﺷﺮﻛﺖ ﺍﺯ ﭼﻪ ﺭﻭﺵﻫﺎﻳﻲ ﺳﺮﻣﺎﻳﻪ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺭﺍ ﺗﺎﻣﻴﻦ‬
‫ﻧﻤﻮﺩﻩ ﻭ ﺁﻥ ﺭﺍ ﭼﮕﻮﻧﻪ ﻣﺼﺮﻑ ﺧﻮﺍﻫﺪ ﻧﻤﻮﺩ‪.‬ﮔﺰﺍﺭﺵ‬
‫ﺻﻮﺭﺕ ﺗﺎﻣﻴﻦ ﻭ ﻣﺼﺮﻑ ﺳﺮﻣﺎﻳﻪ ﺑﺎﻳﺪ ﺑﻪ ﺭﻭﺷﻨﻲ ﺍﻳﻦ‬
‫ﻣﻮﺿﻮﻉ ﺭﺍﺑﻴﺎﻥ ﻧﻤﺎﻳﺪ‪.‬‬

‫ﻣﻨﺎﺑﻊ ﺗﺎﻣﻴﻦ ﺳﺮﻣﺎﻳﻪ‬
‫• ﺁﻭﺭﺩﻩ ﻣﻮﺳﺴﻴﻦ‬
‫• ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﺍﻥ‬
‫• ﻭﺍﻡﻫﺎﻱ ﺑﺎﻧﻜﻲ‬
‫• ﭘﻴﺶﻓﺮﻭﺵ‬
‫• ﺧﺮﻳﺪ ﻗﺴﻄﻲ )ﭘﺮﺩﺍﺧﺖ ﺑﺎ ﺗﺎﺧﻴﺮ(‬

‫ﺳﻨﺎﺭﻳﻮﻫﺎﻱ ﺗﺎﻣﻴﻦ ﺳﺮﻣﺎﻳﻪ‬ ‫‪120‬‬ ‫‪100‬‬ ‫‪80‬‬ ‫ﺳ ﻨﺎرﯾﻮي اول‬ ‫‪60‬‬ ‫ﺳﻨﺎرﯾﻮي دوم‬ ‫‪40‬‬ ‫‪20‬‬ ‫ﺳﺮﻣﺎﯾﮫ ﺷﺨﺼﻲ ﭘﯿ ﺶ ﻓ ﺮوش‬ ‫‪0‬‬ ‫ﺳﺮﻣﺎﯾﮫﮔ ﺬار‬ ‫وام ﺑ ﺎﻧﻜﻲ‬ ‫‪30‬‬ ‫‪30‬‬ ‫‪100‬‬ ‫‪20‬‬ ‫ﺳ ﻨﺎرﯾﻮي اول‬ ‫‪50‬‬ ‫‪50‬‬ ‫‪30‬‬ ‫‪40‬‬ ‫ﺳﻨﺎرﯾﻮي دوم‬ ‫ﺍﻋﺪﺍﺩ ‪ :‬ﻣﻴﻠﻴﻮﻥ ﺗﻮﻣﺎﻥ‬ .

‬ﺩﺭ ﻧﺘﻴﺠﻪ ﺍﻳﻦ ﺍﻣﺮ ﺯﻣﺎﻥ ﺗﻮﻗﻒ‬ ‫ﻗﻄﻌﺎﺕ ﺩﺭ ﭘﺮﺩﺍﺧﺖ ﻧﻬﺎﻳﻲ ﺩﻭ ﺭﻭﺯ ﻛﻢﺗﺮ ﺷﺪﻩ ﻭ ﻗﻴﻤﺖ ﺗﻤﺎﻣﺸﺪﻩ ﺁﻥ ﻧﻴﺰ‬ ‫‪ %٣٠‬ﻛﺎﻫﺶ ﺧﻮﺍﻫﺪ ﻳﺎﻓﺖ ﻛﻪ ﺩﺭ ﻧﺘﻴﺠﻪ ﻗﻴﻤﺖﺗﻤﺎﻡ ﺷﺪﻩ ﻛﻞ ﻣﺤﺼﻮﻝ‬ ‫‪ %١٠‬ﻛﺎﻫﺶ ﺧﻮﺍﻫﺪ ﻳﺎﻓﺖ‪.‬‬ .‬‬ ‫ﻣﺜﺎﻝ ‪ :‬ﺷﺮﻛﺖ ﺑﻬﺎﺭ‪ ،‬ﻭﺍﻡ ‪ ٥٠٠‬ﻣﻴﻠﻴﻮﻥ ﺭﻳﺎﻟﻲ ﺩﺭﺧﻮﺍﺳﺖ ﺷﺪﻩ ﺭﺍ ﺑﺮﺍﻱ‬ ‫ﻧﻮﺳﺎﺯﻱ ﺧﻄﻮﻁ ﭘﺮﺩﺍﺧﺖ ﻧﻬﺎﻳﻲ ﺧﻮﺩ ﻭ ﺁﻣﻮﺯﺵ ﭘﺮﺳﻨﻞ ﺑﺮﺍﻱ ﺍﺳﺘﻔﺎﺩﻩ‬ ‫ﺍﺯ ﺍﻳﻦ ﺧﻄﻮﻁ ﺟﺪﻳﺪ ﻣﺼﺮﻑ ﺧﻮﺍﻫﺪ ﻛﺮﺩ‪ .‬‬ ‫)ﮔﺰﺍﺭﺵ ﺗﻮﺟﻴﻬﻲ ﺷﺮﻛﺖ ﻣﺸﺎﻭﺭﺍﻥ ﻇﺮﻓﻴﺖﺳﺎﺯﻱ ﺩﺭ ﺿﻤﻴﻤﻪ ‪ ٣‬ﮔﺰﺍﺭﺵ ﺣﺎﺿﺮ‬ ‫ﺑﻪ ﺟﺰﻳﻴﺎﺕ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺍﺷﺎﺭﻩ ﻧﻤﻮﺩﻩ ﺍﺳﺖ‪(.‬ﺍﻳﻦ ﮔﺰﺍﺭﺵ ﺑﺎﻳﺪ ﺑﺎ ﺍﻃﻼﻋﺎﺕ ﺿﻤﻴﻤﻪ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺷﻮﺩ‪.‫ﮔﺰﺍﺭﺵ ﻣﺼﺮﻑ ﺳﺮﻣﺎﻳﻪ‬ ‫ﻭﺍﻡﺩﻫﻨﺪﻩ ﻋﻼﻗﻪﻣﻨﺪ ﻫﺴﺘﻨﺪ ﺗﺎ ﺑﺪﺍﻧﻨﺪ ﭘﻮﻟﻲ ﻛﻪ ﺑﻪ ﺷﻤﺎ ﻣﻲﺩﻫﺪ ﭼﮕﻮﻧﻪ‬ ‫ﺧﺮﺝ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .

‫ﺗﺤﻠﻴﻞ ﺍﻗﺘﺼﺎﺩﻱ ﻃﺮﺡ ﺗﺠﺎﺭﻱ‬ ‫• ﻧﺮﺥ ﺑﺎﺯﮔﺸﺖ ﺳﺮﻣﺎﻳﻪ)‪(Payback Period‬‬ ‫• ﻧﺮﺥ ﺑﺎﺯﮔﺸﺖ ﺩﺍﺧﻠﻲ)‪(IRR‬‬ ‫• ﺍﺭﺯﺵ ﺧﺎﻟﺺ ﻓﻌﻠﻲ)‪(NPV‬‬ .

‫ﭘﻴﺸﻨﻬﺎﺩ ﺗﺎﻣﻴﻦ ﻣﺎﻟﻲ‬ ‫‪40‬‬ ‫‪30‬‬ ‫‪20‬‬ ‫ﭘﺮداﺧﺖ‬ ‫‪10‬‬ ‫درﯾﺎﻓﺖ‬ ‫‪0‬‬ ‫‪-10‬‬ ‫‪-20‬‬ ‫ھﺸﺘﻢ‬ ‫ھﻔﺘﻢ‬ ‫ﺷﺸﻢ‬ ‫ﭘﻨﺠﻢ‬ ‫‪30‬‬ ‫‪25‬‬ ‫‪25‬‬ ‫‪20‬‬ ‫ﭼﮭﺎرم‬ ‫ﺳﻮم‬ ‫دوم‬ ‫اول‬ ‫‪0‬‬ ‫‪-20‬‬ ‫‪-20‬‬ ‫‪-10‬‬ ‫ﻧﺮﺥ ﺑﺎﺯﮔﺸﺖ ﺩﺍﺧﻠﻲ ﺍﻳﻦ ﭘﺮﻭﮊﻩ ‪ %٣٥‬ﺍﺳﺖ‪.‬‬ ‫‪-30‬‬ ‫ﭘﺮداﺧﺖ‬ ‫درﯾﺎﻓﺖ‬ .

‫ﻧﺴﺒﺖﻫﺎﻱ ﻣﺎﻟﻲ‬ ‫• ﻧﺴﺒﺖﻫﺎﻱ ﻧﻘﺪﻳﻨﮕﻲ‬ ‫• ﻧﺴﺒﺖ ﺟﺎﺭﻱ‬ ‫• ﻧﺴﺒﺖ ﺳﺮﻳﻊ‬ ‫• ﻧﺴﺒﺖﻫﺎﻱ ﻓﻌﺎﻟﻴﺖ‬ ‫• ﮔﺮﺩﺵ ﻛﻞ ﺩﺍﺭﺍﻳﻲﻫﺎ‬ ‫• ﮔﺮﺩﺵ ﺣﺴﺎﺏﻫﺎﻱ ﺩﺭﻳﺎﻓﺘﻨﻲ‬ ‫• ﻣﻴﺎﻧﮕﻴﻦ ﺩﻭﺭﻩ ﻭﺻﻮﻝ ﻣﻄﺎﻟﺒﺎﺕ‬ .

‫ﻧﺴﺒﺖﻫﺎﻱ ﻣﺎﻟﻲ‬ ‫• ﻧﺴﺒﺖﻫﺎﻱ ﺍﻫﺮﻣﻲ‬ ‫• ﻧﺴﺒﺖ ﺑﺪﻫﻲ‬ ‫• ﻧﺴﺒﺖ ﭘﻮﺷﺶ ﻫﺰﻳﻨﻪﻫﺎ‬ ‫• ﻧﺴﺒﺖﻫﺎﻱ ﺳﻮﺩﺁﻭﺭﻱ‬ ‫• ﺣﺎﺷﻴﻪ ﺳﻮﺩ ﻧﺎﻭﻳﮋﻩ‬ ‫• ﺑﺎﺯﺩﻩ ﻛﻞ ﺩﺍﺭﺍﻳﻲﻫﺎ )‪(ROI‬‬ ‫• ﺑﺎﺯﺩﻩ ﺍﺭﺯﺵ ﻭﻳﮋﻩ )‪(ROE‬‬ .

‫ﻣﺜﺎل ‪ :‬ﻧﻤﻮدار ﻋﻤﻠﻜﺮد ﻣﺎﻟﻲ‬ ‫ﺳﺎل‬ .

‬‬ ‫‪ -۳‬ﺍﺯ ﺍﺻﻄﻼﺣﺎﺕ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﺎﻳﻴﺪ‪.‬‬ ‫‪ -۷‬ﺳﺎﺯﮔﺎﺭﻱ ﺑﻴﻦ ﺍﺟﺰﺍﺀ ﺭﺍ ﺭﻋﺎﻳﺖ ﻧﻤﺎﻳﻴﺪ‪.‬‬ ‫‪ -۲‬ﺻﺎﺩﻕ ﺑﺎﺷﻴﺪ‪.‬‬ ‫‪ -۵‬ﺗﺠﺮﺑﻪﻫﺎﻱ ﻋﻤﻠﻲ ﺩﺭ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺧﻮﺩ ﺭﺍ ﻣﺪﻧﻈﺮ ﻗﺮﺍﺭ ﺩﻫﻴﺪ‪.‬‬ .‫ﻧﻜﺎﺗﻲ ﺑﺮﺍﻱ ﻧﻮﺷﺘﻦ ﺑﺨﺶ ﻣﺎﻟﻲ‬ ‫‪ -۱‬ﻣﺤﺘﺎﻁ ﺑﺎﺷﻴﺪ‪.‬‬ ‫‪ -۶‬ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﺣﺴﺎﺏﺩﺍﺭﻱ ﻋﻠﻤﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪.‬‬ ‫‪ -۴‬ﻭﺍﻗﻊﺑﻴﻦ ﺑﺎﺷﻴﺪ‪.

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‫ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻴﺎﺕ‬ ‫‪ -١‬ﻓﺮﺁﻳﻨﺪ ﺗﻮﻟﻴﺪ‬ ‫‪٢‬ـ ﻓﻦﺁﻭﺭﻱ ﺗﻮﻟﻴﺪ‬ ‫‪ -٣‬ﺗﺠﻬﻴﺰﺍﺕ ﻭ ﺍﻣﻜﺎﻧﺎﺕ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬ ‫‪ -٤‬ﺷﺒﻜﻪ ﺗﺎﻣﻴﻦ‬ ‫‪ -٥‬ﺳﺮﻭﻳﺲ ﻣﺸﺘﺮﻱ‬ ‫‪ -٦‬ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ‬ ‫‪ -٧‬ﺍﻗﺪﺍﻣﺎﺕ ﺍﺻﻠﻲ‬ .

۴‬‬ ‫‪.۶‬‬ ‫‪.٣‬‬ ‫‪.٢‬‬ ‫‪.‫ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻴﺎﺕ‬ ‫‪.۵‬‬ ‫‪.١‬‬ ‫‪.٧‬‬ ‫ﻛﺎﺭﮔﺎﻩ ﻭ ﺗﺠﻬﻴﺰﺍﺕ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬ ‫ﻓﺮﺁﻳﻨﺪ ﺗﻮﻟﻴﺪﻱ‬ ‫ﻓﻦﺁﻭﺭﻱ ﺗﻮﻟﻴﺪ‬ ‫ﻧﻴﺮﻭﻱ ﻛﺎﺭ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬ ‫ﺳﻴﺴﺘﻢ ﺗﺎﻣﻴﻦ ﻭ ﺗﻮﺯﻳﻊ‬ ‫ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺖ ﻣﻮﺟﻮﺩﻱﻫﺎ‬ ‫ﺳﻴﺴﺘﻢ ﺳﻔﺎﺭﺵﮔﻴﺮﻱ ﻭ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺖ ﺑﻪ ﻣﺸﺘﺮﻱ‬ .

‫ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻴﺎﺕ ‪ :‬ﺗﺠﻬﻴﺰﺍﺕ ﻭ ﻣﺎﺷﻴﻦ ﺁﻻﺕ‬ ‫ﻧﻮﻉ ﻣﺎﺷﻴﻦﺁﻻﺕ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬‫ﺳﻄﺢ ﻓﻦﺁﻭﺭﻱ ﻣﺎﺷﻴﻦ ﺁﻻﺕ‬‫ﺷﻴﻮﻩ ﺗﺎﻣﻴﻦ ﻣﺎﺷﻴﻦﺁﻻﺕ )ﺧﺮﻳﺪ‪ ،‬ﺩﺳﺖ ﺩﻭﻡ‪ ،‬ﺍﺟﺎﺭﻩ ﻭ)…‬‫‪-‬ﻳﻮﺗﻴﻠﻴﺘﻲﻫﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬ .

‫ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻴﺎﺕ ‪ :‬ﺑﺮﻧﺎﻣﻪ ﻣﻮﺟﻮﺩﻱﻫﺎ‬ ‫ ﺳﻄﺢ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻣﻮﺟﻮﺩﻱ‬‫ﺳﻴﺴﺘﻢ ﺳﻔﺎﺭﺵﺩﻫﻲ ﻣﻮﺟﻮﺩﻱ‬‫‪-‬ﺗﺎﺧﻴﺮﻫﺎﻱ ﺯﻣﺎﻧﻲ ﺩﺭ ﺳﻴﺴﺘﻢ ﻣﻮﺟﻮﺩﻱ‬ .

.‬‬ ...‫ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻴﺎﺕ ‪ :‬ﻣﻼﺣﻈﺎﺕ ﻛﻤﻲ‬ ‫ﻇﺮﻓﻴﺖ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻭ ﺩﺭﺟﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺁﻥ‬‫ﺗﻐﻴﻴﺮﺍﺕ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻇﺮﻓﻴﺖ‬‫ ﺑﻬﺮﻩﻭﺭﻱ ﺗﻮﻟﻴﺪ‬‫ﺗﻌﺪﺍﺩ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬‫‪.

‬‬ .‫ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻴﺎﺕ ‪ :‬ﺍﺭﺯﻳﺎﺑﻲ ﺗﺎﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ‬ ‫ﺗﻌﺪﺍﺩ ﺗﺎﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ‬‫ﺯﻣﺎﻥ ﺗﺤﻮﻳﻞ ﻣﺤﺼﻮﻝ‬‫ﺩﺭﺟﻪ ﺍﻃﻤﻴﻨﺎﻥ ﺗﺎﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ‬‫ﺷﺮﺍﻳﻂ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﺷﺒﻜﻪ ﺗﺎﻣﻴﻦ )ﻗﺎﻧﻮﻧﻲ‪ ،‬ﻓﻦﺁﻭﺭﻱ‪ ،‬ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﻣﺎﻟﻲ ﻭ)…‬‫‪ -‬ﺳﺮﻭﻳﺲﻫﺎﻱ ﺍﺿﺎﻓﻲ ﻛﻪ ﺍﺯ ﺗﺎﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ ﻗﺎﺑﻞ ﺗﺎﻣﻴﻦ ﺍﺳﺖ‪.

‫ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻴﺎﺕ ‪ :‬ﺗﺤﻘﻴﻖ ﻭ ﺗﻮﺳﻌﻪ ﻭ ﻓﻦﺁﻭﺭﻱ‬ ‫ ﺳﻄﺢ ﻓﻦﺁﻭﺭﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ‬‫ﺁﻳﺎ ﺑﻪ ﺗﺤﻘﻴﻖ ﻭ ﺗﻮﺳﻌﻪ ﻧﻴﺎﺯ ﺩﺍﺭﻳﻢ؟‬‫ ﺷﻴﻮﻩ ﺗﺎﻣﻴﻦ ﻓﻦﺁﻭﺭﻱ‬‫‪ -‬ﺳﺎﺧﺘﺎﺭ ﻛﺎﺭﻱ ﻭﺍﺣﺪ ﺗﺤﻘﻴﻖ ﻭ ﺗﻮﺳﻌﻪ‬ .

‫ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻴﺎﺕ ‪ :‬ﺳﺮﻭﻳﺲ ﻣﺸﺘﺮﻱ‬ .

‬‬ .‫ﺑﺮﻧﺎﻣﻪ ﻋﻤﻠﻴﺎﺕ ‪ :‬ﺳﺎﻳﺮ ﻣﺴﺎﺋﻞ‬ ‫ﻣﻼﺣﻈﺎﺕ ﻗﺎﻧﻮﻧﻲ ﻋﻤﻠﻴﺎﺕ‬‫ﻣﻼﺣﻈﺎﺕ ﻣﺤﻴﻂﺯﻳﺴﺘﻲ‬‫ﻣﻼﺣﻈﺎﺕ ﺍﻳﻤﻨﻲ‬‫ﺷﻴﻮﻩ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺑﻴﻤﻪﻫﺎ‬‫‪....

-٤‬‬ ..‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺭﺷﺪ‬ ‫ﺳﺎﺯﻣﺎﻥ ﭼﮕﻮﻧﻪ ﻣﻲﺧﻮﺍﻫﺪ ﺩﺭ ﺩﻭﺭﻩ ﺑﺮﻧﺎﻣﻪ ﺭﺷﺪ ﻧﻤﺎﻳﺪ ‪:‬‬ ‫‪ -١‬ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱﻫﺎﻱ ﺩﺍﺧﻠﻲ‬ ‫‪ -٢‬ﺧﺮﻳﺪ ﺷﺮﻛﺖﻫﺎﻱ ﺩﻳﮕﺮ‬ ‫‪ -٣‬ﺍﺩﻏﺎﻡ ﺑﺎ ﺷﺮﻛﺖﻫﺎﻱ ﺩﻳﮕﺮ‬ ‫‪..

‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺧﺮﻭﺝ ‪ :‬ﻓﺮﻭﺵ ﺳﻬﺎﻡ‬ ‫ﭼﻪ ﺑﺮﻧﺎﻣﻪﺍﻱ ﺑﺮﺍﻱ ﺭﺷﺪ ﻭ ﻭﺍﮔﺬﺍﺭﻱ ﺷﺮﻛﺖ ﭘﺲ ﺍﺯ ﺳﻮﺩﺁﻭﺭ ﺷﺪﻥ‬ ‫ﺷﺮﻛﺖ ﺩﺍﺭﻳﻢ؟‬ .

.‬‬ ‫‪ (١‬ﻓﺮﻭﺵ ﺩﺍﺭﺍﻳﻲﻫﺎ‬ ‫‪ (٢‬ﻓﺮﻭﺵ ﺑﺮﻧﺪ‬ ‫‪ (٣‬ﻓﺮﻭﺵ ﻓﻦﺁﻭﺭﻱ‬ ‫‪. (٤‬‬ ..‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺧﺮﻭﺝ ‪ :‬ﺷﻜﺴﺖ‬ ‫ﺩﺭ ﺻﻮﺭﺕ ﺷﻜﺴﺖ ﺩﺭ ﻓﻌﺎﻟﻴﺖ ﭼﮕﻮﻧﻪ ﺑﺎ ﻛﻢﺗﺮﻳﻦ ﻫﺰﻳﻨﻪ ﺧﺎﺭﺝ‬ ‫ﺧﻮﺍﻫﻴﻢ ﺷﺪ‪.

‫ﺭﻳﺴﻚ ﻋﻤﻠﻴﺎﺕ‬ ‫‪ -١‬ﺭﻳﺴﻚ ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ﺳﺮﻣﺎﻳﻪ‬ ‫‪ -٢‬ﺭﻳﺴﻚ ﻟﻮ ﺭﻓﺘﻦ ﻓﻦﺁﻭﺭﻱ‬ ‫‪ -٣‬ﺭﻳﺴﻚ ﺷﻜﺴﺖ ﺩﺭ ﺗﻮﻟﻴﺪ ﻣﺤﺼﻮﻝ ‪ /‬ﺧﺪﻣﺖ‬ ‫‪ -٤‬ﺭﻳﺴﻚ ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ﭘﺮﺳﻨﻞ ﻛﻠﻴﺪﻱ‬ .

‫ﺭﻳﺴﻚﻫﺎﻱ ﺑﺎﺯﺍﺭ‬ ‫ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ ﺗﻐﻴﻴﺮ ﺑﺎﺯﺍﺭ‬ ‫ﺭﻳﺴﻚ ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ﻫﺰﻳﻨﻪﻫﺎﻱ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‬ ‫ﺭﻳﺴﻚ ﻋﻜﺲﺍﻟﻌﻤﻞ ﺭﻗﺒﺎ‬ ‫ﺭﻳﺴﻚ ﻋﺪﻡ ﭘﺬﻳﺮﺵ ﺩﺭ ﻛﺎﻧﺎﻝﻫﺎﻱ ﺗﻮﺯﻳﻊ‬ .

‫ﺑﺮﻧﺎﻣﻪ ﻛﺎﻫﺶ ﺭﻳﺴﻚ‬ ‫ﺍﺯ ﻃﺮﻳﻖ ﭼﻪ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻲ ﻣﻲﺗﻮﺍﻥ ﺭﻳﺴﻚﻫﺎ ﺭﺍ ﺑﻪ ﺣﺪﺍﻗﻞ‬ ‫ﺭﺳﺎﻧﺪ؟‬ .

.

‬‬ .‫ﺍﻃﻼﻋﺎﺕ ﭘﺸﺘﻴﺒﺎﻥ ﻭ ﺿﻤﺎﻳﻢ‬ ‫‪ l‬ﺭﺯﻭﻣﻪ ﭘﺮﺳﻨﻞ‬ ‫‪ l‬ﮔﺰﺍﺭﺵ ﺍﻋﺘﺒﺎﺭﺍﺕ‬ ‫ﺩﺭﻳﺎﻓﺖﺷﺪﻩ‬ ‫‪l‬‬ ‫‪l‬‬ ‫‪l‬‬ ‫‪l‬‬ ‫ﻧﺎﻣﻪﻫﺎﻱ ﻣﺮﺟﻊ‬ ‫ﺍﺳﻨﺎﺩ ﺣﻘﻮﻗﻲ‬ ‫ﻣﻄﺎﻟﻌﺎﺕ ﻛﺎﺭﺷﻨﺎﺳﻲ‬ ‫ﻓﺮﺿﻴﺎﺕ‬ ‫اﻃﻼﻋﺎﺗﻲ ﻛﮫ ﭘﺸﺘﯿﺒﺎن ﺗﺤﻠﯿﻞھﺎي ﻣﻮﺟﻮد‬ ‫در ﺑﺨﺶھﺎي ﺳﺎزﻣﺎﻧﺪھﻲ‪ ،‬ﺑﺎزارﯾﺎﺑﻲ و‬ ‫ﻣﺎﻟﻲ ﮔﺰارش اﺳﺖ‪.

...‫ﺿﻤﻴﻤﻪ ‪ :‬ﻓﺮﺿﻴﺎﺕ ﻣﺎﻟﻲ‬ ‫ﻧﺮﺥ ﺍﺭﺯ‬‫ﻧﺮﺥ ﺳﻮﺩ ﺑﺎﻧﻜﻲ )ﺑﻬﺮﻩ)‬‫ﻧﺮﺥ ﺗﻮﺭﻡ‬‫ﻧﺮﺥ ﺭﺷﺪ ﺍﻗﺘﺼﺎﺩﻱ ﻛﺸﻮﺭ‬‫ﺣﺠﻢ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱﻫﺎﻱ ﺩﻭﻟﺖ‬‫ﻗﻮﺍﻧﻴﻦ ﺍﻗﺘﺼﺎﺩﻱ‬‫ﺩﺳﺘﻤﺰﺩ ﭘﺮﺳﻨﻞ‬‫‪.‬‬ .

‬‬ .‫ﺍﮔﺮ ﻃﺮﺡ ﺗﺠﺎﺭﻱ ﺷﻤﺎ ﺩﺭ ﺣﻮﺯﻩ ﺧﺪﻣﺎﺕ ﺍﺳﺖ‪:‬‬ ‫ﻭﻗﺘﻲ ﺷﻤﺎ ﺧﺪﻣﺘﻲ ﺭﺍ ﺑﻪ ﻛﺴﻲ ﻣﻲﻓﺮﻭﺷﻴﺪ ﻛﻞ ﻗﺎﺑﻠﻴﺖ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻭﻱ ﻋﺮﺿﻪ‬ ‫ﻣﻲﺩﺍﺭﻳﺪ‪.

‬‬ ‫ﺑﻪ ﻃﻮﺭ ﻧﺴﺒﻲ ﻣﻮﺍﻧﻊ ﻭﺭﻭﺩ ﻛﻢ ﺍﺳﺖ‬ ‫ﻣﺤﺼﻮﻝ ﻏﻴﺮ ﻗﺎﺑﻞ ﺫﺧﻴﺮﻩ‬ ‫ﺑﻴﻦ ﺩﻓﻌﺎﺕ ﺍﺳﺘﻔﺎﺩﻩ ﻓﺎﺻﻠﻪ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬ ‫ﻛﻴﻔﻴﺖ ﺑﻪ ﺷﺪﺕ ﺑﻪ ﻛﺴﻲ ﻛﻪ ﺁﻥ ﺭﺍ ﺍﺭﺍﺋﻪ ﻣﻲﻛﻨﺪ ﺑﺴﺘﮕﻲ ﺩﺍﺭﺩ‪.‬‬ .‫ﺧﺼﻮﺻﻴﺎﺕ ﻣﺸﺘﺮﻙ ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎﻱ ﺗﺠﺎﺭﻱ‬ ‫–‬ ‫–‬ ‫–‬ ‫–‬ ‫–‬ ‫–‬ ‫ﻣﺤﺼﻮﻝ ﻏﻴﺮ ﻣﻠﻤﻮﺱ‬ ‫ﻗﻀﺎﻭﺕ ﻛﻴﻔﻲ ﺩﺭ ﻣﻮﺭﺩ ﻛﻴﻔﻴﺖ‬ ‫ﺍﺳﺖ‪.

‫روﻧﺪھﺎي ﻛﺴﺐ و ﻛﺎر در دﻧﯿﺎي ﺣﺎﺿﺮ‬ ‫– ﺳﺮﻋﺖ ﺗﻮﺯﻳﻊ ﺑﺎﻻ‬ ‫– ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻓﺮﺍﻧﺸﻴﺰ ﺩﺭ ﮔﺴﺘﺮﺵ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬ ‫– ﺧﺮﻳﺪ ﻳﻚ ﺩﻓﻌﻪﺍﻱ‬ .

‬‬ ‫‪ 5.‬ﺧﺮﻳﺪ ﺑﻪ ﺩﻓﻌﺎﺕ ﺭﺍ ﺗﺸﻮﻳﻖ ﻛﻨﻴﺪ‪.‬‬ .‬ﻳﻚ ﺗﺼﻮﻳﺮ ﻣﺘﻤﺎﻳﺰ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﺑﺮﺍﻱ ﺧﻮﺩ ﺍﻳﺠﺎﺩ ﻛﻨﻴﺪ‪.‬ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺩﺭ ﺗﻤﺎﺱ ﺑﺎﺷﻴﺪ‬ ‫‪4.‫روشھﺎﯾﻲ ﺑﺮاي ارﺗﻘﺎء ﻣﻮﻗﻌﯿﺖ ﺧﺪﻣﺎت‬ ‫‪1.‬ﺑﺮ ﺭﻭﻱ ﻛﻴﻔﻴﺖ ﻭ ﺁﻣﻮﺯﺵ ﭘﺮﺳﻨﻞ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻛﻨﻴﺪ‪.‬‬ ‫‪ 2.‬‬ ‫ﺑﺎﺷﻴﺪ‪.‬ﻣﺤﺼﻮﻝ ﺧﻮﺩ ﺭﺍ ﺑﻴﺸﺘﺮ ﻣﻠﻤﻮﺱ ﻛﻨﻴﺪ‪.‬ﺭﻭﺵﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻇﺮﻓﻴﺖ ﺍﺿﺎﻓﻲ ﺧﻮﺩ ﭘﻴﺪﺍ ﻛﻨﻴﺪ‪.‬‬ ‫‪3.‬‬ ‫‪ 6.

‬‬ ‫• ﺍﺯ ﻧﻤﻮﺩﺍﺭ ﻭ ﺟﺪﻭﻝ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻛﺎﻓﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪..‫ﻧﻤﻮﺩ‪.‬‬ ‫ﭘﺮﻫﻴﺰ ﻛﻨﻴﺪ ﺍﺯ‪:‬‬ ‫• ﺍﺭﺍﺋﻪ ﻣﻄﻠﺐ ﺑﺪﻭﻥ ﺁﻣﺎﺩﮔﻲ ﻗﺒﻠﻲ‬ ‫• ﺍﻋﺪﺍﺩ ﺧﻴﻠﻲ ﻋﺠﻴﺐ‬ ‫• ﺍﺳﺘﻔﺎﺩﻩ ﺑﻴﺶ ﺍﺯ ﺣﺪ ﺍﺯ ﻓﻦﺁﻭﺭﻱ‬ .‬‬ ‫ﻧﻜﺎﺗﻲ ﻛﻪ ﺩﺭ ﺍﺭﺍﺋﻪ ﻛﺮﺩﻥ ﻃﺮﺡ ﺗﺠﺎﺭﻱ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﻧﻤﻮﺩ‬ ‫• ﺍﻓﺮﺍﺩ ﻣﻮﻓﻖ ﻣﻌﻤﻮﻻ ﻗﺪﺭﺕ ﺍﺭﺍﺋﻪ ﺑﺎﻻﻳﻲ ﺩﺍﺭﻧﺪ‪.‬‬ ‫• ﺩﻗﻴﻖ ﻭ ﺳﺮ ﺍﺻﻞ ﻣﻄﻠﺐ‬ ‫• ﺁﻣﺎﺩﻩ ﻣﺬﺍﻛﺮﻩ ﺑﺎﺷﻴﺪ‪.

‬‬ .‬‬ ‫• ﺧﻼﻗﺎﻧﻪ ﺍﺳﺖ ﻭﻟﻲ ﺍﺯ ﺍﺻﻮﻝ ﭘﻴﺮﻭﻱ ﻣﻲﻛﻨﺪ‪.‫ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺑﺎﻳﺪ‪:‬‬ ‫• ﭼﺸﻢﺍﻧﺪﺍﺯ ﺩﺍﺭ ﻭﻟﻲ ﻣﻨﻄﻘﻲ‬ ‫• ﺑﻪ ﻟﺤﺎﻅ ﻣﺎﻟﻲ ﻣﻄﻤﺌﻦ ﻭﻟﻲ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮ‬ ‫• ﺑﺮﺍﻱ ﺍﻣﺮﻭﺯ ﻧﻮﺷﺘﻪ ﻣﻲﺷﻮﺩ ﻭﻟﻲ ﺳﻪ ﺗﺎ ﭘﻨﺞ ﺳﺎﻝ ﺁﻳﻨﺪﻩ ﺭﺍ‬ ‫ﻧﻴﺰ ﺩﺭ ﺑﺮﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬ ‫• ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﺭﺳﻤﻲ ﺍﺳﺖ ﻭﻟﻲ ﺑﻪ ﺳﺎﺩﮔﻲ ﻗﺎﺑﻞ ﺧﻮﺍﻧﺪﻥ ﺍﺳﺖ‪.

‬‬ ‫ﻓﻮﺭﺍ ﺑﻴﺎﻥ ﻧﻤﺎﻳﺪ ﻛﻪ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺷﻤﺎ ﭼﻪ ﺧﻮﺍﻫﺪ ﺑﻮﺩ؟‬ ‫ﻓﻮﺭﺍ ﺑﻴﺎﻥ ﻧﻤﺎﻳﺪ ﻛﻪ ﺍﺯ ﭼﻪ ﻣﺪﻝ ﻛﺴﺐ ﻭ ﻛﺎﺭﻱ ﭘﻮﻝ ﺩﺭ ﻣﻲﺁﻭﺭﻳﺪ؟‬ ‫ﺑﺮ ﺭﻭﻱ ﻣﺸﺘﺮﻳﺎﻥ ﻣﺘﻤﺮﻛﺰ ﺷﻮﺩ‪.‬‬ ‫ﺍﻟﺰﺍﻣﺎﺕ ﺭﺍ ﺑﻪ ﺭﻭﺷﻨﻲ ﺑﻴﺎﻥ ﻧﻤﺎﻳﺪ‪.‬‬ .‬‬ ‫ﻭﻳﮋﮔﻲ ﻣﻤﺘﺎﺯ ﺷﺮﻛﺖ ﺷﻤﺎ ﺭﺍ ﺑﻴﺎﻥ ﻧﻤﺎﻳﺪ‪.‫ﻧﻜﺎﺕ ﻣﻬﻢ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺧﻼﺻﻪ‪ ،‬ﻣﺴﺘﻘﻴﻢ ﻭ ﺩﺍﺭﺍﻱ ﺟﺰﻳﻴﺎﺕ‬ ‫ﺳﺮﻳﻌﺎ ﺳﺮ ﺍﺻﻞ ﻣﻮﺿﻮﻉ ﺑﺮﻭﺩ‪.‬‬ ‫ﺳﺮﻳﻌﺎ ﺑﻪ ﻧﺘﻴﺠﻪ ﺍﺷﺎﺭﻩ ﻧﻤﺎﻳﺪ‪.

‫ﻧﻜﺎﺕ ﻣﻬﻢ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺑﺎ ﺧﻮﺩﺗﺎﻥ ﻭﺍﻗﻊﺑﻴﻦ ﺑﺎﺷﻴﺪ ‪.‬‬ ‫ﺑﺮﻧﺎﻣﻪ ﺭﺍ ﻭﺍﻗﻊﺑﻴﻨﺎﻧﻪ ﻭﻟﻲ ﻫﻴﺠﺎﻥﺍﻧﮕﻴﺰ ﻭ ﺁﻳﻨﺪﻩ ﻧﮕﺮ ﺗﻬﻴﻪ ﻛﻨﻴﺪ‪.‬‬ ‫ﺗﺎ ﺣﺪ ﺍﻣﻜﺎﻥ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺷﻤﺎ ﺭﺍ ﺑﻴﺎﻥ‬ ‫ﻧﻤﺎﻳﺪ‪.‬‬ .‬‬ ‫ﺍﻫﺪﺍﻑ ﺑﻠﻨﺪﻣﺪﺕ ﺭﺍ ﺑﺮﺍﻱ ‪ ٣‬ﺗﺎ ‪ ٥‬ﺳﺎﻝ ﺑﻴﺎﻥ ﻧﻤﺎﻳﺪ‪.‬‬ ‫ﺑﺮ ﺭﻭﻱ ﻣﺪﻝ ﻓﺮﻭﺵ ﻭ ﻛﺎﻧﺎﻝﻫﺎﻱ ﺗﻮﺯﻳﻊ ﻣﺘﻤﺮﻛﺰ ﺷﻮﺩ‪.‬‬ ‫ﻓﺮﺍﻣﻮﺵ ﻧﻜﻨﻴﺪ ﻛﻪ ﺑﺎ ﺍﻳﻦ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﺑﺮ ﺭﻭﻱ ﺁﻳﻨﺪﻩ ﺧﻮﺩ‬ ‫ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻣﻲﻛﻨﻴﺪ‪.‬‬ ‫ﺳﻪ ﺗﺎ ﭼﻬﺎﺭ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺍﺻﻠﻲ ﺭﺍ ﺑﻴﺎﻥ ﻧﻤﺎﻳﺪ‪.

‫ﻧﻜﺎﺕ ﻣﻬﻢ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﺭﺍ ﺑﺎ ﺗﺎﻛﺘﻴﻚﻫﺎﻱ ﻋﻤﻠﻲ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻧﻤﺎﻳﻴﺪ‪.‬‬ ‫ﻣﻮﺍﻧﻊ ﻭﺭﻭﺩ ﺑﺮﺍﻱ ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻛﻨﻴﺪ‪.‬‬ ‫ﺑﻪ ﺍﻳﻦ ﺳﻮﺍﻝ ﻛﻪ ﻣﺸﺘﺮﻱ ﭼﺮﺍ ﺑﺎﻳﺪ ﻛﺎﻻ ﺭﺍ ﺍﺯ ﺷﻤﺎ ﺑﺨﺮﺩ‬ ‫ﭘﺎﺳﺦ ﺩﻫﻴﺪ‪.‬‬ .‬‬ ‫ﺧﻮﺍﻧﻨﺪﻩ ﺑﺮﻧﺎﻣﻪ ﺭﺍ ﻧﺴﺒﺖ ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﺁﻥ ﻗﺎﻧﻊ ﻛﻨﻴﺪ‪.‬‬ ‫ﺑﺮ ﺭﻭﻱ ﺭﻳﺴﻚﻫﺎﻱ ﻛﺎﺭ ﺑﻪ ﺻﻮﺭﺕ ﻋﻴﻨﻲ ﺑﺤﺚ ﻛﻨﻴﺪ‪.‬‬ ‫ﺑﺮﻧﺎﻣﻪ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﺩﺍﺩﻩﻫﺎﻱ ﺑﺎﺯﺍﺭ ﻭﺍﻗﻌﻲ ﻣﻠﻤﻮﺱ ﻛﻨﻴﺪ‪.

‬‬ .‬‬ ‫ﺑﻪ ﻓﺮﻣﺖﻫﺎﻱ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﺍﺳﺘﺎﻧﺪﺍﺭﺩ ﻭ ﭘﺬﻳﺮﻓﺘﻪ ﺷﺪﻩ‬ ‫ﻭﻓﺎﺩﺍﺭ ﺑﻤﺎﻧﻴﺪ‪.‬‬ ‫ﺳﻌﻲ ﻧﻜﻨﻴﺪ ﻛﻪ ﺩﻟﻔﺮﻳﺒﻲ ﻛﻨﻴﺪ‪.‫ﻧﻜﺎﺕ ﻣﻬﻢ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﺑﻴﺎﻥ ﻧﻤﺎﻳﻴﺪ ﻛﻪ ﺑﻪ ﭼﻪ ﻣﻘﺪﺍﺭ ﭘﻮﻝ ﻧﻴﺎﺯ ﺩﺍﺭﻳﺪ؟‬ ‫ﺑﻪ ﺩﻗﺖ ﺑﻴﺎﻥ ﻛﻨﻴﺪ ﻛﻪ ﭘﻮﻝﻫﺎ ﺭﺍ ﭼﮕﻮﻧﻪ ﺧﺮﺝ ﺧﻮﺍﻫﻴﺪ‬ ‫ﻛﺮﺩ؟‬ ‫ﺑﻪ ﺭﻭﺷﻨﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺧﺮﻭﺝ ﺧﻮﺩ ﺭﺍ ﺑﻴﺎﻥ ﻧﻤﺎﻳﻴﺪ‪.

‬‬ ‫ﺍﺯ ﺍﺻﻄﻼﺣﺎﺕ ﺧﻴﻠﻲ ﻓﻨﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻨﻤﺎﻳﺪ‪.‬‬ ‫ﺗﺤﻘﻴﻖ ﻋﻴﻨﻲ ﺩﺭ ﻣﻮﺭﺩ ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﻓﺮﺍﻣﻮﺵ ﻧﻨﻤﺎﻳﺪ‪.‬‬ ‫ﺑﻮﺩﺟﻪﻫﺎﻱ ﺧﻴﻠﻲ ﺟﺰﻳﻲ ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﻧﻴﺎﻭﺭﻳﺪ‪.‫ﻧﻜﺎﺕ ﻣﻬﻢ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﻓﻘﻂ ﺩﺭ ﻣﻮﺭﺩ ﮔﺬﺷﺘﻪ ﻧﻨﻮﻳﺴﻴﺪ‪ .‬ﺑﺮ ﺭﻭﻱ ﺁﻳﻨﺪﻩ ﻣﺘﻤﺮﻛﺰ ﺷﻮﻳﺪ‪.‬‬ ‫ﺍﺩﻋﺎﻫﺎﻱ ﻏﻴﺮ ﻗﺎﺑﻞ ﺑﺎﻭﺭ ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﻧﻴﺎﻭﺭﻳﺪ‪.‬‬ ‫ﻓﻘﻂ ﺑﺮ ﺭﻭﻱ ﺧﻮﺩﺗﺎﻥ ﻭ ﻓﻦﺁﻭﺭﻱ ﺧﻮﺩﺗﺎﻥ ﻣﺘﻤﺮﻛﺰ ﻧﺸﻮﻳﺪ‪.‬‬ ‫ﺩﺭﺁﻣﺪﻫﺎﻳﻲ ﻛﻪ ﻣﻲﺩﺍﻧﻴﺪ ﻣﺤﻘﻖ ﻧﺨﻮﺍﻫﺪ ﺷﺪ ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﻧﻴﺎﻭﺭﻳﺪ‪.‬‬ .

‫ﻧﻜﺎﺕ ﻣﻬﻢ‬ ‫• ﻓﺮﺍﻣﻮﺵ ﻧﻜﻨﻴﺪ ﻛﻪ ﺁﻥ ﭼﻴﺰﻱ ﻛﻪ ﺑﺮﻧﺎﻣﻪ ﺷﻤﺎ ﺭﺍ ﻣﺘﻤﺎﻳﺰ ﻣﻲﻛﻨﺪ‪:‬‬ ‫– ﻣﺪﻳﺮﻳﺖ ﺑﺎ ﺗﺠﺮﺑﻪ‬ ‫– ﺑﺎﺯﺍﺭﻫﺎﻱ ﺑﺰﺭﮒ ﻭ ﺭﻭ ﺑﻪ ﺭﺷﺪ‬ ‫– ﻣﺪﻝﻫﺎﻱ ﺗﺠﺎﺭﻱ ﻭ ﻛﺎﻧﺎﻝﻫﺎﻱ ﺗﻮﺯﻳﻊ ﻣﻄﻤﺌﻦ‬ ‫– ﺗﺎﻛﺘﻴﻚﻫﺎﻱ ﺭﺷﺪ ﻓﺮﻭﺵ ﺗﺠﺮﺑﻪ ﺷﺪﻩ‬ ‫– ﻓﻦﺁﻭﺭﻱ ﻧﻮﺁﻭﺭﺍﻧﻪ‬ .

‬‬ ‫ﻓﺮﺍﻣﻮﺵ ﻧﻜﻨﻴﺪ ﻛﻪ ﺧﻮﺍﻧﻨﺪﻩ ﺷﻤﺎ ﭼﻪ ﭼﻴﺰﻱ ﻣﻲﺧﻮﺍﻫﺪ‪.‫ﻧﻜﺎﺕ ﻣﻬﻢ‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫•‬ ‫ﻫﻤﻪ ﭼﻴﺰ ﺭﺍ ﻓﺮﺽ ﻧﮕﻴﺮﻳﺪ‪.‬‬ ‫ﻛﭙﻲ ﻛﺎﻣﻞ ﺍﺳﻨﺎﺩ ﻓﻨﻲ ﺭﺍ ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﻗﺮﺍﺭ ﻧﺪﻫﻴﺪ‪.‬‬ .‬‬ ‫ﻓﺮﺁﻳﻨﺪ ﺗﻬﻴﻪ ﺑﺮﻧﺎﻣﻪ ﺭﺍ ﺑﻴﺶ ﺍﺯ ﺩﻭ ﻣﺎﻩ ﻃﻮﻝ ﻧﺪﻫﻴﺪ‪.‬‬ ‫ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﺍﺭﺯﺵﮔﺬﺍﺭﻱ ﻧﻨﻤﺎﻳﻴﺪ‪.‬‬ ‫ﺳﻌﻲ ﻧﻜﻨﻴﺪ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﺭﺍ ﺑﻪ ﺗﻨﻬﺎﻳﻲ ﺗﻬﻴﻪ ﻛﻨﻴﺪ‪.

‬ﺑﺎ ﺍﻳﻦ ﻭﺟﻮﺩ ﻫﺮ ﻓﺮﺩ ﺑﺎ ﺗﺠﺮﺑﻪﺍﻱ ﺑﺎ ﺷﻨﺎﺧﺘﻲ ﻛﻪ ﺍﺯ‬ ‫ﻣﺨﺎﻃﺒﺎﻥ ﺧﻮﺩ ﺩﺍﺭﺩ ﻣﻲﺗﻮﺍﻧﺪ ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﻣﻮﺛﺮ ﺗﺪﻭﻳﻦ ﻧﻤﺎﻳﺪ‪.‬‬ .‫ﻓﺮاﻣﻮش ﻧﻜﻨﯿﺪ ﻛﮫ‬ ‫ﻫﻴﭻ ﻓﺮﻣﻮﻝ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻱ ﺑﺮﺍﻱ ﺗﻬﻴﻪ ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﻭﺟﻮﺩ‬ ‫ﻧﺪﺍﺭﺩ‪ .‬ﻫﻴﭻ ﻣﻴﺰﺍﻥ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻱ ﺑﺮﺍﻱ ﺣﺠﻢ ﺑﺮﻧﺎﻣﻪ ﻳﺎ ﻣﻴﺰﺍﻥ‬ ‫ﺟﺰﻳﻴﺎﺕ‪ .‬ﺣﺘﻲ ﻫﻴﭻ ﺭﻭﺵ‬ ‫ﺍﻳﺪﻩﺁﻟﻲ ﺑﺮﺍﻱ ﻣﺮﺗﺐ ﻛﺮﺩﻥ ﻣﺤﺘﻮﺍﻱ ﺑﺮﻧﺎﻣﻪ ﺗﺠﺎﺭﻱ ﻭﺟﻮﺩ‬ ‫ﻧﺪﺍﺭﺩ‪ .‬ﻫﻴﭻ ﻓﻬﺮﺳﺖ ﻣﻄﺎﻟﺐ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻱ‪ .

91.html http://153.shtml http://www.ca/smallbus/workshop/download/samplebp.us/njbiz/s_step1_sample.bc.‫آدرس ﻧﻤﻮﻧﮫھﺎي ﻃﺮح ﺗﺠﺎري‬ Http://www.bplans.org/MootCorp.gov/starting/wideindexbusplan.com http://www.141/sbdc/centsbdc/BUSPLAN.businessplans.sba.1.gov.state.html http://www.HT .nj.sb.html http://www.

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