大學生創業創意創新大賽獲獎模板大學生創業創意創新大賽獲獎模板大學生創業創意創新大賽獲獎模板V:1.0精細整理，僅供參考大學生創業創意創新大賽獲獎模板日期：20xx年X月第五屆全國大學生電子商務“創新、創意及創業”挑戰賽創新創意創業參賽學校：長春大學作品名稱：交換空間團隊名稱:小智慧也有大作為指導老師：王釗王東屏團隊成員：鄭千旭、趙琪、周洋宇、常磊、王慶目錄第一章市場分析項目背景```````````````````````````````````````````````````````````````````````````````````````````````````````````````````3旅游業發展前景`````````````````````````````````````````````````````````````````````````````````````````````````3旅游業政策````````````````````````````````````````````````````````````````````````````````````````````````````````3互聯網+`````````````````````````````````````````````````````````````````````````````````````````````````````````````3市場趨勢和機會`````````````````````````````````````````````````````````````````````````````````````````````````4

旅游行業SWOT分析``````````````````````````````````````````````````````````````````````````````````````````````````4目標用戶分析```````````````````````````````````````````````````````````````````````````````````````````````````````````4消費人群定位````````````````````````````````````````````````````````````````````````````````````````````````````4目標人群特點```````````````````````````````````````````````````````````````````````````````````````````````````4行業競爭對手```````````````````````````````````````````````````````````````````````````````````````````````````````````5最直接的競爭對手``````````````````````````````````````````````````````````````````````````````````````````````5間接的競爭對手`````````````````````````````````````````````````````````````````````````````````````````````````5競爭優勢```````````````````````````````````````````````````````````````````````````````````````````````````````````5第二章運營方案公司理念````````````````````````````````````````````````````````````````````````````````````````````````````6公司目標````````````````````````````````````````````````````````````````````````````````````````````````````6發展戰略````````````````````````````````````````````````````````````````````````````````````````````````````6整合用戶服務與社區服務````````````````````````````````````````````````````````````````````````6提供渠道、重視借助外力、整合資源`````````````````````````````````````````````````````````6業務與贏利模式```````````````````````````````````````````````````````````````````````````````````````````6業務體系`````````````````````````````````````````````````````````````````````````````````````````````7業務詳述`````````````````````````````````````````````````````````````````````````````````````````````7業務發展規劃```````````````````````````````````````````````````````````````````````````````````````7盈利模式`````````````````````````````````````````````````````````````````````````````````````````````8第三章財務可行性分析`投入資金```````````````````````````````````````````````````````````````````````````````````````````````````````````````````8市場調查與全面預算`````````````````````````````````````````````````````````````````````````````````````````````````8未來五年服務收入預測``````````````````````````````````````````````````````````````````````````````````````8服務成本```````````````````````````````````````````````````````````````````````````````````````````````````````````9未來五年利潤預算`````````````````````````````````````````````````````````````````````````````````````````````9有關成本的預算````````````````````````````````````````````````````````````````````````````````````````````````93.3利潤、損益平衡分析````````````````````````````````````````````````````````````````````````````````````````````````10盈虧平衡分析 ``````````````````````````````````````````````````````````````````````````````````````````````````10相關長期投資決策評價指標`````````````````````````````````````````````````````````````````````````````````````10投資回收期``````````````````````````````````````````````````````````````````````````````````````````````````````11凈現值`````````````````````````````````````````````````````````````````````````````````````````````````````````````11財務評價結論```````````````````````````````````````````````````````````````````````````````````````````````````````````12第四章風險分析與解決方案政策風險````````````````````````````````````````````````````````````````````````````````````````````````````````````````12風險詳述````````````````````````````````````````````````````````````````````````````````````````````````````````12應對措施````````````````````````````````````````````````````````````````````````````````````````````````````````12市場風險````````````````````````````````````````````````````````````````````````````````````````````````````````````````12風險詳述````````````````````````````````````````````````````````````````````````````````````````````````````````12應對措施````````````````````````````````````````````````````````````````````````````````````````````````````````13技術風險````````````````````````````````````````````````````````````````````````````````````````````````````````````````13風險詳述````````````````````````````````````````````````````````````````````````````````````````````````````````13應對措施````````````````````````````````````````````````````````````````````````````````````````````````````````13競爭風險````````````````````````````````````````````````````````````````````````````````````````````````````````````````13風險詳述````````````````````````````````````````````````````````````````````````````````````````````````````````13應對措施````````````````````````````````````````````````````````````````````````````````````````````````````````14財務風險````````````````````````````````````````````````````````````````````````````````````````````````````````````````14風險詳述````````````````````````````````````````````````````````````````````````````````````````````````````````14應對措施````````````````````````````````````````````````````````````````````````````````````````````````````````14第五章營銷推廣推廣階段```````````````````````````````````````````````````````````````````````````````````````````````````````````````14推廣方式```````````````````````````````````````````````````````````````````````````````````````````````````````````````15百度搜索及度推廣`````````````````````````````````````````````````````````````````````````````````````````15利用社交渠道推`````````````````````````````````````````````````````````````````````````````````````````````15新聞門戶推廣````````````````````````````````````````````````````````````````````````````````````````````````15核心營銷運營方案`````````````````````````````````````````````````````````````````````````````````````````````````15會員制```````````````````````````````````````````````````````````````````````````````````````````````````````````15主動注冊```````````````````````````````````````````````````````````````````````````````````````````````````````16金幣激勵制````````````````````````````````````````````````````````````````````````````````````````````````````16口碑營銷```````````````````````````````````````````````````````````````````````````````````````````````````````16價格營銷```````````````````````````````````````````````````````````````````````````````````````````````````````16第六章管理體系公司文化````````````````````````````````````````````````````````````````````````````````````````````````16文化基調````````````````````````````````````````````````````````````````````````````````````````16公司宗旨````````````````````````````````````````````````````````````````````````````````````````16核心價值理念``````````````````````````````````````````````````````````````````````````````````16基本價值觀`````````````````````````````````````````````````````````````````````````````````````16企業精神````````````````````````````````````````````````````````````````````````````````````````16品牌個性````````````````````````````````````````````````````````````````````````````````````````16組織結構````````````````````````````````````````````````````````````````````````````````````````````````16經營團隊````````````````````````````````````````````````````````````````````````````````````````````````16人事制度````````````````````````````````````````````````````````````````````````````````````````````````16激勵機制````````````````````````````````````````````````````````````````````````````````````````````````16第一章市場分析項目背景旅游業發展前景本世紀初期，在世界貿易的組織下我國旅游市全面開放，旅游市場的競爭日趨激烈，眾多旅游企業才開始關注并投入到旅游電子商務戰略中來。電子商務與旅游熱潮相結合，新生出在線旅游這一新的經營方式。盡管在線旅游目前在中國的滲透率還不高，但發展前景依然可觀。旅游業是我國大三產業的主導性產業。經過三十多年的發展，我國旅游業從小到大、由強到弱，逐漸發展成為我國國民經濟的重要產業，我國的旅游市場規模已躍居世界前列，旅游業的巨大潛力正在逐步爆發，進入快速發展的“黃金期”。我國正在成為全球最大的旅游市場，旅游業已進入大眾化、產業化發展的新階段。根據數據預測，到2015年，我國將成為全球最大的旅游市場。2013年中國在線旅游市場交易規模億元，同比增長29%。互聯網的普及使得電子商務獲得前所未有的發展將人們的消費習慣、生活習慣從線上轉移到線下。同時，旅游在線預訂的比例也將進一步增大，手機無線預訂將成為主要預訂方式之一。2014年OTA市場營收規模30,1億，同比增長%。預測可知，在未來的五年里，我國在線旅游市場交易規模在2015年將突破4000億元，增速保持在40%左右。2017年，交易規模有望達到9000億元，市場容量將隨著人們的需求不斷擴大。旅游業政策旅游是綜合產業，關聯度強、帶動作用大，發展旅游產業既可以擴大消費、拉動投資、拉加出口，促進經濟增長；又可以帶動相關產業發展，增加服務業比重，促進結構調整；還可以增加社會就業、促進農民減貧增收。中央因勢利導，把旅游作為促進經濟增長的重點領域，把提升旅游消費作為六大消費工程之一，出臺了一系列促進旅游業發展的政策措施，目前還在研究制定有利于旅游投資和消費的文件。地方各級政府更加重視旅游業，采取了更加有力的舉措推動旅游業為穩增長、調結構、惠民生服務。政府對旅游企業電子商務的引導和扶持，對于加快我國旅游信息化和電子商務建設有著非常積極的作用。互聯網+互聯網的迅速普及，加速了移動互聯網的快速發展，這給旅游業的發展帶來了無限生機與商機。眾多旅游企業紛紛利用信息和網絡技術開展旅游業務，尤其是利用移動互聯網或無線客戶終端設備以實現游客更加快捷、便利地獲知相關的旅游信息移動互聯網快速發展帶來受眾媒體接收行為習慣發生變化，移動化、位置化、個性化、自服務成為用戶消費需求新趨勢。市場趨勢和機會市場趨勢隨著中國旅游業的日益成熟，旅游市場競爭加劇現在隨著互聯網的飛速發展，未來互聯網消費將成為世界消費的主流，傳統的消費模式將漸漸走出人們的視野，我們緊緊的抓住這一關鍵，從思想上挑戰傳統的住店模式，我們有信心讓“沙發客”式的電子旅游交換空間走進大眾視野并接受這個新興消費模式。2）市場機會以往喜歡旅游的人們都會提前定好酒店自行游或者報旅行社跟團游，這樣前者不僅費用高昂而且避免不了會出現不了解當地狀況而減緩了出行速度，后者即使團體消費在費用上會有相應的減少但對于窮游族也不會接受這種消費，這樣我們就可以利用這些給那些窮游族和學生族提供極大的便利.

旅游行業SWOT分析SWOT分析詳解：產業優勢(s)環境中的機會(O)產業劣勢(W)環境中的威脅(T)

產業優勢：“沙發客”式的電子旅游交換空間打破傳統的消費模式，在目前只有我們提出了這種消費模式，所以對我們的未來市場推廣有極大的優勢產業劣勢：由于是新興產業，又有很大的不可預知性，要快速的把這種消費模式推向市場走進大眾視野將是一個挑戰。

機會：資源龐大，旅行社在不斷學習中也不斷進步，開始借鑒國外的先進技術，經驗，管理方式等；因為世界旅游行業普遍蓬勃發展，也就給中國提供了良好的契機；政府大力支持；威脅：國外旅游行業不斷沖擊中國，是中國在競爭方面壓力巨大；在借鑒外國的同時，又不能像邯鄲學步，一旦失敗將會導致市場丟失；網絡不斷進步，中國傳統的旅行社面臨危機；旅行社過于分裂，競爭激烈；替代品不斷威脅。目標用戶分析消費人群定位該產品主要定位于80,90后當代大學生以及中層和中下層消費家庭。目標人群特點（1）市場需求量大。目前中國的“80后”擁有大約億的消費人群,“90后”青年約為1億,這一青年群體的消費能力和消費欲望在膨脹。“80后”、“90后”青年承擔著極大的工作、生活和學習壓力,大部分人承擔著各種經濟壓力,每月支出很大,但他們會以不同的方式去調節生活,釋放壓力,主動消費意識比較強,而旅游又是這樣一種舒緩壓力的渠道。（2）獲得信息的渠道。互聯網的迅速普及，加速了移動互聯網的快速發展。后在互聯網市場上占據著很大的比重，這是一個不容忽視的消費群體，他們從小與網絡接觸，喜歡通過網絡搜尋信息，并且現今旅游網站層出不窮，可從網站上得到大量信息，這給旅游電子商務的發展帶來了無限生機與商機。（4）經濟能力。這一類群體喜愛旅行，喜歡說走就走的旅行但又囊中羞澀，我們為這一類旅游愛好者在吃、住、安全方面提供了極大的保障，以群體規模挑戰傳統“住店客”模式，有效節省了旅行費用。（5）對新鮮事物的接受能力較強，愿意以并且能夠成為別人家的“沙發客”并且通過我們的平臺認識來自全國各地甚至國外的具有相同愛好和消費意識的朋友。行業競爭對手最直接的競爭對手來至走唄網，窮游網等這些網站專門以大學生和中層及中下層的客戶為目標市場，并且也是致力于幫助顧客尋找一些便宜方便的途徑來旅游。他們已經在這塊市場上占有部分份額，雖然沒有像同城，攜程等網站具有知名度，但是作為該行業的前輩，其影響力不可低估。間接的競爭對手像同城網，攜程網，去哪玩等知名網站因為他們的明星效應導致顧客在選擇上的優先性，吸引顧客，間接影響“沙發客”式的旅游的旅游市場。如果我們沒有可以讓顧客眼前一亮的獨特之處我們很難爭取到市場，目前我們這種旅游的方式，是一個創新點，將會成為旅游行業中的一個獨特的風景，目前幾乎沒有新進入者強有力的威脅，對于這一點我們的項目有絕對的優勢，可以先行搶占市場。競爭優勢添加了二維碼掃描功能，方便游客出行購物等一系列活動使用。添加了心情墻功能模塊，使游客可以在旅游完后隨時可以分享自己的心情體會，也可以在此平臺上和周邊同時在平臺上留言游客進行互動分享交流，游客可以上傳自己圖片，進而成為旅游達人。添加了用戶互評留言板，可以使用戶清晰客觀的選擇適宜的交換地點和交換對象。第二章運營方案公司理念兩個不同地區的人，通過"交換空間"這一網絡平臺相識，你到對方所在的地區、城市或國家旅行時睡他家的房間，免費享受最貼心的導游服務，吃最地道的當地美食，甚至可以像老朋友一樣用他的車子和電視;對方到你的城市、國家旅行時睡你家房間，你也盡到地主之誼。讓你在旅行、出差或者其他時刻都有一個異地的家。公司目標我們主要是以APP電子商務網站作為整個服務的核心，旅游者可以通過APP選擇自己在旅行中所需的住房、向導等服務，并且可以與提供服務者取得聯系，洽談有關事宜，從而選擇適合自己的旅游服務。發展戰略整合用戶服務，提高服務質量（1）身份實名制認證認證方法有身份證認證、支付寶認證和視頻認證。身份證認證，會員填寫自己的身份證號碼并上傳身份證掃描件，網站會通過ID來驗證信息及會員注冊的IP地址和所在地。如果信息是真實的會員就會收到通知并進行反饋。支付寶認證，支付寶認證取決與認證會員的聯系方式和支付寶賬號及姓名的匹配性。（2）用戶憑信息的ID方可進去交換空間APP交流群，交流群平臺是提供用戶交流，拉近了用戶之間的距離，讓他們在旅行前就成為朋友。（3）在每一次旅游活動完成后，旅游者都會根據提供方提供服務的滿意程度給對方一定量的金幣。金幣的數量決定你在旅行中可以享受到的服務質量，這樣會在很大程度上促進用戶的再次旅游。提供渠道，重視借助外力，整合資源（1）B2C電子商務網站的媒體曝光率和展示率直接影響用戶轉化率和忠誠度，通過新聞撰寫、活動策劃執行、品牌公關、高層訪談和口碑營銷等各種方式不斷向用戶滲透網站品牌理念。（2）采用（旅游者+交換空間APP+旅游服務的提供者）的發展模式，線上和線下相結合，使旅游行業聚集在這種行業性很強的電子商務平臺上，通過產業鏈的連接，使各個環節高度整合起來，達到節儉成本的目的。業務與盈利模式業務體系我們通過利用APP進行線上線下相結合，將旅游者和提供旅游服務者聚集在這種行業性很強的電子商務平臺上，增加業務的成交量，滿足雙方的需要。業務詳述我們主要是以APP電子商務網站作為整個服務的核心，旅游者通過APP選擇自己在旅行中所需的住房、向導等服務，并且可以與提供服務者取得聯系，洽談有關事宜，從而選擇適合自己的旅游服務。第一，旅游者和提供旅游服務者需要下載我們的交換空間APP，在APP上通過身份證實名制注冊自己的信息，信息提交成功后等待我們的審核。第二，信息審核成功后，旅游者根據自己所需填寫自己在旅行者所需的旅游服務、基本要求；旅游服務供應者填寫自己所能提供的旅游服務、服務質量、以及一些必要服務的收費標準。第三，商定有關事項。旅游者選擇好自己所需旅游服務后通過我們交換空間APP上的交流軟件和旅游服務供應者進行溝通聯系，雙方商定好有關事宜，互相交流在旅行前成為朋友。第四，填寫合同。當雙方商定好有關事宜時需要填寫“交換空間”的合同，以確保在交換過程中雙方的安全及財務等問題。主要的保險措施是通過支付寶兩方都上交一定的資金作為保證金給公司。這樣做的目的是保證兩方在共處時間段不做出損害對方和違反合同上條例的行為。如果有違反的事情發生保證金將作為補償部分或全部給受害者，情況嚴重的將會采取相關法律措施來解決。第五，旅游活動完成后雙方的評價。旅游活動完成后，旅游者需要按照我們的《旅游服務提供者服務質量等級》和我們提供的金幣對旅游服務者所提供的服務質量進行客觀公正的評價；旅游服務的提供者也需要按照《旅游者活動行為標準》對旅游者進行評價。我們的優勢在于讓那些在旅游旺季訂不到酒店，擔心去旅行社報團不劃算玩不好，自駕游卻對目的地不熟悉的，想去旅游但是卻負擔不起高額的住宿費用的旅游者出行更加便捷。業務發展規劃通過媒體宣傳、客戶親身體驗等方式，讓我們的產品被更多的人接受。在中國市場占據一定的市場份額。盈利模式短期盈利模式我們公司通過植入式視頻廣告和下載流量來盈利。中期盈利模式金幣不夠或花完的顧客如果想繼續旅行需要通過購買金幣來獲得旅游資格。長期盈利模式我們提供增值服務，主要通過為用戶提供常規功能之外的擴展性服務賺取利潤，升級用戶權限。對用戶進行等級劃分、等級評價，等級越高在旅行中獲得的服務就越好。提升隱私級別等。第三章財務分析資金投入我創業團隊擬投入資金200萬，用于軟件編寫，工作人員薪酬，辦公地點租用等一系列籌建活動。市場調查與全面預算我創業訓練團隊將利用電話調查、網絡調查、郵寄調查等市場調查方式獲取市場信息，分析企業對管理咨詢以及數據分析的市場需求。未來五年服務收入預測根據市場調查以及同類服務行業的平均價位，公司將采取低于市場均價的價格進入市場，則根據前期市場分析的服務需求量得出收入預算。服務成本預測成本主要是工資薪酬和管理費用。未來五年利潤預算根據市場調查以及各類公司對數據分析的需求，公司將則根據前期市場分析的服務需求量得出未來五年利潤預算。有關成本的預算公司在正常運營過程中的成本主要可歸納為變動成本和固定成本，其中變動成本包括交通費用、市場調研費用、交流費用，固定成本包括銷售費用、管理費用。則公司未來5年的總成本如下表所示：3.3利潤、損益平衡分析盈虧平衡分析 以第一年為例(單位:萬元)企業綜合盈虧平衡點=總固定成本/（單位服務價格—單位變動成本）=1,350,(30,,=(次)企業第一年的盈虧平衡點為64次,當本項目服務提供次數達到64次時，就可保本。而第一年提供服務僅為64次,由此可見，該項目風險較大。以第二年為例(單位:萬元)企業綜合盈虧平衡點=總固定成本/（單位服務價格—單位變動成本）=1,350,000/(35,,=(次)企業第二年的盈虧平衡點為51次,當本項目服務提供次數達到51次時，就可保本。而第一年提供服務仍為64次,由此可見，該項目風險逐漸變小。相關長期投資決策評價指標投資回收期已知第一年現金流入萬元第二年現金流量合計為萬元（折現率為10%）凈現金流量為萬元所以投資回收期=故在2年內是就可以回收成本。投資回收期較短。凈現值項目的貼現率（資本成本率，預期收益率）為10%年份各年的凈現金流量資本成本第一年472,第二年1,149,856,第三年1,683,1,082,第四年1,624,902,第五年1,142,547,折現率10%未來報酬總現值4,909,原投資額2,000,凈現值（NPV）2,909,凈現值（NPV）===(萬元)NPV>0故本項目可行。（四）內部收益率內部收益率（IRR）滿足如下公式：-C=0其中，C為項目總投資，為第t年折現率為IRR的復利現值系數。令NPV=0得出I=191%即該項目的內部收益率為191%遠遠大于資金成本率10%，內部收益率高。財務評價結論從以上的財務評價看：該項目的經濟效益良好，能夠按期收回投資，本項目折現率為10%，且凈現值大于0，本項目收益率較高。敏感性分析結果表明，項目實施后能適應市場變化，項目對財務風險的抵御能力是很強的。因此，從財務角度評價該項目可以實施。第四章風險分析與解決方案政策風險風險詳述“沙發客”式的電子旅游交換空間，前所未有。它是以電子網絡為平臺，借鑒并結合交換空間式的服務，以滿足人們對旅游的極大需求。但作為新興的行業，并無前人的經驗可以借鑒和學習，并且，在政策法律法規方面，并沒有明細的條款針對這一新興的行業。 應對措施 大膽創新，勇于實踐。開拓思路，積極向上。走出一條前人沒有走過的路；并大膽設想，去借鑒學習。密切關注與我們業務相關的政策變化，根據行業發展預測立法取向，及時對運營中的盲點進行調整,完善并發展我們的“沙發客”式的電子旅游交換空間。認真學習政策，把握政策走向，積極調整。市場風險 風險詳述 以網絡為平臺，以群體規模挑戰傳統“住店客”模式，雖節省旅行費用，但為旅客帶來了更多的不可預知性。由于交換空間多為志愿者免費提供住宿，所以免不了為其主人帶來一些煩惱。這是非常好的認知世界的方式，但是由于誠信的普遍缺失，未知風險大，安全保障成為難題，應該慎行。 應對措施 (1)旅行是建立在彼此的尊重和誠信上的，安全是最重要的。選擇交換空間的對象，盡量選擇資料詳盡的屋主，通過過往評價觀察屋主的信用度，并優先選擇安全系數較高的同性或家庭屋主，“盡量選擇性格、興趣愛好、氣場和自己差不多的人。”(2)成為成功的交換空間的實踐者，一個秘訣就是要盡量詳盡地介紹自己，另外，自身的信譽度也是主人是否愿意接納的因素之一，如果有差評或者沒人愿意為其擔保的話，要想得到一張沙發就難了，所以要懂得自律，必須遵守一些原則，例如當地的風俗習慣或者提供者的飲食作息習慣等。（3）免費入住別人家中，可以在離開前送上一份小禮物，“譬如，去國外做客，可以送我們中國的剪紙、中國結等小手工藝品。技術風險風險詳述作為一個網絡公司，我們主要是針對電子商務類求職而成立的，所經營的范圍相對較窄，因此在運營方面要有較強的吸引力才能提高公司的盈利，而在運營中不可或缺的就是技術的支持，技術部的員工對當今技術的掌握是否及時、深入，能否為公司的運營做出最大的貢獻等問題都是公司所面臨的技術風險。應對措施公司需要適時對技術部的員工進行培訓和考核，確保他們所掌握的技術能跟上時代的腳步，符合用戶需求。有可能的話，將會安排技術部的員工到走在技術前沿的地區或者國家學習交流。競爭風險風險詳述通過對競爭對手進行分析和swot分析，在開放的市場環境中現有競爭者的威脅、潛在進入者的威脅方面都將導致競爭風險。應對措施始終保持較高的警惕性，關注同行業競爭對手采取的各項舉措。在深入分析各項威脅的基礎上，制定完備的應對措施，及時預防風險的入侵。加快實現既定25目標的進程，做到快人一步，保證網站的順利運作。財務風險風險詳述在運營前期，為打開市場，我們職場服務網站需要讓利給用戶，可能會面臨暫時性的虧損。而在業務開展過程中，為解決各種風險帶來的問題，開拓市場，公司需要投入巨額資金。在某一時期，公司可能會出現資不抵債的情況，面臨財務風險。應對措施對網站的收入及費用進行詳細的估測，同時對財務方面可能出現的問題進行預測，并制定相應方案：進行成本，主要通過精簡架構方式，如在運營初期減少人手，采用簡單的組織形式等，降低成本，提高效率，順利度過贏利微薄時期。通過財務分析來規避一些對公司不利的決策，特別是在開始盈利的階段，需要借鑒前期運營經驗，