工作計劃書英文（精選7篇）
工作計劃書英文 篇1
Your business plan is very often the first impression potential investors get about your venture.
But even if you have a great product, team, and customers, it could also be the last impression the investor gets if you make any of these avoidable mistakes.
INVESTORS see thousands of business plans each year, even in this down market.
Apart from a referral from a trusted source, the business plan is the only basis they have for deciding whether or not to invite an entrepreneur to their offices for an initial meeting.
With so many opportunities, most investors simply focus on finding reasons to say no.
They reason that entrepreneurs who know what they are doing will not make fundamental mistakes.
Every mistake counts against you.
This article shows you how to avoid the most common errors found in business plans.
Content Mistakes
Failing to relate to a true pain
Pain comes in many flavors: my computer network keeps crashing; my accounts receivable cycle is too long; existing treatments for a medical condition are ineffective; my tax returns are too hard to prepare.
Businesses and consumers pay good money to make pain go away.
You are in business to get paid for making pain go away.
Pain, in this setting, is synonymous with market opportunity.
The greater the pain, the more widespread the pain, and the better your product is at alleviating the pain, the greater your market potential.
A well written business plan places the solution firmly in the context of the problem being solved.
Value inflation
Phrases like "unparalleled in the industry;" "unique and limited opportunity;" or "superb returns with limited capital investment" – taken from actual documents – are nothing but assertions and hype.
Investors will judge these factors for themselves.
Lay out the facts – the problem, your solution, the market size, how you will sell it, and how you will stay ahead of competitors – and lay off the hype.
Trying to be all things to all people
Many early-stage companies believe that more is better.
They explain how their product can be applied to multiple, very different markets, or they devise a complex suite of products to bring to a market.
Most investors prefer to see a more focused strategy, especially for very early stage companies: a single, superior product that solves a troublesome problem in a single, large market that will be sold through a single, proven distribution strategy.
That is not to say that additional products, applications, markets, and distribution channels should be discarded – instead, they should be used to enrich and support the highly focused core strategy.
You need to hold the story together with a strong, compelling core thread.
Identify that, and let the rest be supporting characters.
No go-to-market strategy
Business plans that fail to explain the sales, marketing, and distribution strategy are doomed.
The key questions that must be answered are: who will buy it, why, and most importantly, how will you get it to them?
You must explain how you have already generated customer interest, obtained pre-orders, or better yet, made actual sales – and describe how you will leverage this experience through a cost-effective go-to-market strategy.
"We have no competition"
No matter what you may think, you have competitors.
Maybe not a direct competitor – in the sense of a company offering an identical solution – but at least a substitute.
Fingers are a substitute for a spoon.
First class mail is a substitute for e-mail.
A coronary bypass is a substitute for an angioplasty.
Competitors, simply stated, consist of everybody pursuing the same customer dollars.
To say that you have no competition is one of the fastest ways you can get your plan tossed – investors will conclude that you do not have a full understanding of your market.
The "Competition" section of your business plan is your opportunity to showcase your relative strengths against direct competitors, indirect competitors, and substitutes.
Besides, having competitors is a good thing.
It shows investors that a real market exists.
Too long
Investors are very busy, and do not have the time to read long business plans.
They also favor entrepreneurs who demonstrate the ability to convey the most important elements of a complex idea with an economy of words.
An ideal executive summary is no more than 1-3 pages.
An ideal business plan is 20-30 pages (and most investors prefer the lower end of this range).
Remember, the primary purpose of a fund-raising business plan is to motivate the investor to pick up the phone and invite you to an in-person meeting.
It is not intended to describe every last detail.
Document the details elsewhere: in your operating plan, R&D plan, marketing plan, white papers, etc.
Too technical
Business plans – especially those authored by people with scientific backgrounds – are often packed with too many technical details and scientific jargon.
Initially, investors are interested in your technology only in terms of how it:
solves a really big problem that people will pay for;
is significantly better than competing solutions;
can be protected through patents or other means; and
can be implemented on a reason-able budget.
All of these questions can be answered without a highly technical discussion of how your product works.
The details will be reviewed by experts during the due diligence process.
Keep the business plan simple.
Document the technical details in separate white papers.
No risk analysis
Investors are in the business of balancing risks versus rewards.
Some of the first things they want to know are what are the risks inherent in your business, and what has been done to mitigate these risks.
The key risks of entrepreneurial ventures include:
Market risks: Will people actually buy what you have to sell? Will you need to create a major change in consumer behavior?
Technology risks: Can you actually deliver what you say you can? On budget and on time?
Operational risks: What can go wrong in the day-to-day operations of the company? What can go wrong with manufacturing and customer support?
Management risks: Can you attract and retain the right team? Can your team actually pull this off? Are you prepared to step aside and let somebody else take over if necessary?
Legal risks: Is your intellectual property truly protected? Are you infringing on another company's patents? If your solution does not work, can you limit your liability?
This is, of course, just a partial list of risks.
Even though you may feel that the risks are negligible, potential investors will feel otherwise unless you demonstrate that you have given a lot of thought to what can go wrong and have taken prudent steps to mitigate these risks.
Poorly organized
Your idea should flow in a nice, organized fashion.
Each section should build logically on the previous section, without requiring the reader to know something that is presented later in the plan.
Although there is no single "correct" business plan structure, one successful structure is as follows:
Executive Summary: This is a brief, 1 to 3 page summary of everything that follows in the plan.
It should be a stand-alone document, as many readers will make their initial decision based on the executive summary alone.
This should usually be written last; otherwise, you have nothing to summarize!
Background: If you are in a highly specialized field, you should provide some background in layman terms since most investors will not have advanced degrees in your field.
Market Opportunity: Describe how businesses and consumers are suffering, and how much they are willing to pay for a solution.
Products or Services: Describe what you do, and how your solution fits into the market opportunity.
Market Traction: Describe how you have succeeded in attracting customers, marketing and distribution partnerships, and other alliances that demonstrate that experts in your market are betting on your solution.
Competitive Analysis: Identify your direct and indirect competitors, and describe how your solution is better.
Distribution and Marketing Strategy: Describe how you will go to market, how you will price your products, etc.
Risk Analysis: Identify major sources of risks, and describe how you are mitigating them.
Milestones: Showcase a strong past track record, and describe key checkpoints for the future.
Company and Management: Provide the basic facts about your company – where and when you incorporated, where you are located, and brief biographies of your core team.
Financials: Provide summaries of your P&L and cash flows, and the assumptions used to come up with these.
Also describe your funding needs, how you will use the proceeds, and possible exit strategies for investors.
As stated earlier, there is no "right" structure – you will need to experiment to find the one that best suits your business.
Your business plan is very often the first impression potential investors get about your venture.
But even if you have a great product, team, and customers, it could also be the last impression the investor gets if you make any of these avoidable mistakes.
Financial Model Mistakes
Forgetting Cash
Revenues are not cash.
Gross margins are not cash.
Profits are not cash.
Only cash is cash.
For example, suppose you sell something this month for $100, and it cost you $60 to make it.
But you have to pay your suppliers within 30 days, while the buyer probably won't pay you for at least 60 days.
In this case, your revenue for the month was $100, your profit for the month was $40, and your cash flow for the month was zero.
Your cash flow for the transaction will be negative $60 next month when you pay your suppliers.
Although this example may seem trivial, very slight changes in the timing difference between cash receipt and disbursement – just a couple of weeks – can bankrupt your business.
When you build your financial model, make sure that your assumptions are realistic so that you raise sufficient capital.
Lack of Detail
Your financials should be constructed from the bottom-up, and then validated from the top-down.
A bottom-up model starts with details such as when you expect to make certain sales, or when you expect to hire specific employees.
Top-down validation means that you examine your overall market potential and compare that to the bottom-up revenue projections.
Round numbers – like one million in R&D expenses in Year 2, and two million in Year 3 – are a sure sign that you do not have a bottom-up model.
Unrealistic financials
Only a very small handfull of companies achieve $100 million or more in sales only five years after founding.
Projecting much more than that will not be credible, and will get your business plan canned faster than almost anything else.
On the other hand, a business with only $25 million in revenues after five years will be too small to interest serious investors.
Financial forecasts are a litmus test of your understanding of how venture capitalists think.
If you have a realistic basis for projecting $50-100 million in Year 5, you are probably a good candidate for venture financing.
Otherwise, you should probably look elsewhere.
Insufficient financial projections
Basic financial projections consist of three fundamental elements: Income Statements, Balance Sheets, and Cash Flow Statements.
All of these must conform to Generally Accepted Accounting Principles, or GAAP.
Investors generally expect to see five years of projections.
Of course, nobody can see five years into the future.
Investors primarily want to see the thought process you employ to create long-term projections.
A good financial model will also include sensitivity analyses, showing how your projected results will change if your assumptions turn out to be incorrect.
This allows both you and the investor to identify the assumptions that can have a material effect on your future performance, so that you can focus your energies on validating those assumptions.
They should also include benchmark comparisons to other companies in your industry – things like revenues per employee, gross margin per employee, gross margin as a percentage of revenues, and various expense ratios (general and administrative, sales and marketing, research and development, and operations as a percentage of total operating expenses).
Conservative assumptions
Nobody ever believes that assumptions are conservative, even if they truly are.
Develop realistic assumptions that you can support, refrain from using the words "conservative" or "aggressive" in your plan, and leave it at that.
Offering a valuation
Many business plans err by stating that their company is worth a certain amount.
How do you know? The value of a company is determined by the market – by what others are willing to pay – and unless you are in the business of buying, selling, or investing in companies, you probably don't have an acute sense of what the market will bear.
If you name a price, one of two things can happen: (a) your price is too high, and investors will toss your plan; or (b) your price is too low, and investors will take advantage of you.
Both are bad.
The purpose of the business plan is to tell your story in the most compelling manner possible so that investors will want to go to the next step.
You can always negotiate the price later.
Stylistic Mistakes
Poor spelling and grammar
If you make silly mistakes in your business plan, what does that say about how you run your business?
Use your spelling and grammar checkers, get other people to edit the plan, do whatever it takes to purge embarrassing errors.
Too repetitive
All too often, a plan covers the same points over and over.
A well-written plan should cover key points only twice: once, briefly, in the executive summary, and again, in greater detail, in the body of the plan.
Appearance matters
At any point in time, an investor has dozens if not hundreds of plans waiting to be read.
Get to the top of the pile by making sure that the cover is attractive, the binding is professional, the pages are well laid out, and the fonts are large enough to be easily read.
On the other hand, don't go too far – you don't want to give the impression that you are all style and no substance.
Execution Mistakes
Waiting until too late
The capital formation process takes a long time.
In general, count on 6 months to a year from the time you start writing the plan until the time the money is in the bank.
Don't put it off.
Your management team should be prepared to invest about 500 hours into the plan.
If you are too busy building your product, company, or customers (which is arguably a better use of your time), consider outsourcing the development of the business plan.
Failing to seek outside review
Make sure that you have at least a few people review your plan before you send it out – preferably people who understand your market, sales and distribution strategies, the VC market, etc.
Your plan may look perfect to you and your team, but that's probably because you've been staring at it for months.
Good, objective reviews from outsiders with a fresh perspective can save you from myopia.
Overtweaking
You could spend countless hours tweaking your plan in the pursuit of perfection.
A lot of this time would be better spent working on your product, company, and customers.
At some point, you need to pull the trigger and get the plan out in front of a few investors.
If the reaction is positive, and they want to move forward, great.
If the reaction is negative (assuming that the investor was a good fit to begin with), then you may have been heading down the wrong path.
Get feedback from a couple of investors, and if a general consensus emerges, go back and refine your plan.
Conclusion
It's a tough investment climate, but good ideas backed by good teams and good business plans are still getting funded.
Give yourself the best possible chance by avoiding these simple mistakes.
工作計劃書英文 篇2
20xxin marketing plans ,
Work on a priority in the past year, i'm a joint efforts, the market development work was crowned with a result, their market shares and profits Contribute to higher performance indicators for the new product line with the red.
but in marketing, and there
are some problems that need in this year's work to improve and perfect.
the marketing department last year in accordance with market developments and achievements of the rival's sale, and sketched the objective Below 40% to be grazing：market share of profits reached a new product Contribute to higher x%.
income tax on profits Contribute to higher goods to x%.
second, support and supplement the work to make up for a year's work, and to better accomplish the objectives, should do well in the following work ( A) unity in thinking and clearly define responsibilities marketing plan on january 4, 10～organization job skill training, the main purpose is to be grazing：the marketing staff clear in the market strategies, thinking and understanding ;
ii let the market Things more from the office of the functions of the free and marketing strategy planning and strategy to develop and market research and development of the basic functions such as posts in consumer demand ; history3 set up for market development, and reduce the need to (B)
( Two )In place marketing, to the market in this year will start the batch and in phases to a Marketing keyIn place, so close to the market, a better finish the job market.
the marketing department personnel to perform the following work：
( 1 ) through comprehensive research and market order and pertinently bring out the market promotion scheme ;
( agent to collect 2 ) competitive price of goods and information, and capture markets consumption demand with the industry development trend of the proposed ( Three ) guidance to the standardized construction market and promoting the healthy and steady development ;
( four ) pertinently formulated and the implementation of the product promotion plan for market promotion, and policies for use with the implementation of the verification and found to be communicated promptly.
( five ) on-time and comprehensive publicity and implementation of the company policy to promote a person's capacity ; ( six ) in the market practice and collation Best cases, the method to sum up experience and recommend Three .
full members and to improve the organization as the business of the marketing staff, obviously is overloaded, in a year later in the work efficiency is, therefore, this year's marketing plan to increase the manning of the following posts ( meet the demand.
the marketing schedule ) staff post the name of the members of the main contents of the requirements demand work when the sale of three ~ six Three, the schedule
1 .promote brands corporate brand after years of operation of the market, with a certain competitive advantage and for the swift expansion of our products' market share and to get a product brands development, and we will be in the company's development strategy for the core, from the brand image and product markets construction, location, network marketing four aspects of the planning system
brand promotion strategy.
the brand image (1 ) ( 2 ) product is passed down if Competitive price.
for example, our "apple" brand positioning is the top end of the consumers, on the price must be able to demonstrate its distinctive "identity" ; "apple" brand positioning is the needs of wage earners in the price to more than the same price advantage.
2 .of sales network sales channels construction is i, too, are we with the other competitors in the competitive advantage and for many years of operation of the market, we have established a line from city to a sales network The second line city, my sales a terminal have increasingly can't meet the needs and improved from three to the countryside to cities Dense the sales network in the marketing department this year will be the main objectives.
Three .marketing ( one) actively using internal promotion and recruitment web site of the enterprises and brand.
( two ) in the national expertise in newspapers and magazines and tv media published advertisements and soft, the expansion of brand recognition.
( three ) an active part in major industry sectors of national conferences, exhibitions, social commonweal activities and as dealers organised various forms of lectures, to promote products such meetings and publicity to show the company and products.
( four ) use of various forms and the Four, progress in the marketing department for the work of the content of the work schedule 1 as follows.
specific .the first quarter of the work of the first quarter of the work schedule.
one：sure this year's publicity strategy: two：with the market work out a plan of action for three：satisfy the market and customers records building four：put up at the conference completed six：ago the design plan seven：planning to launch the activities of the prizes Seven：planning to launch the activities of the prizes .
The second quarterly progress Second: one：planning to launch promotion activities.
The second quarter ; series of promotional activities carried out two Three .
the third quarter of our work on september one july and august work：the publicity plans for the implementation of two：pop up and strengthening propaganda and three：summer marketing activities in the fourth quarter to four .
progress of work on october one november december：two promotion for the implementation of two calendar：and yearbooks and issued three：the completion of the target market ago advertising efforts of the work done in four：summary The above are my plans.
thank you in 20xx in marketing
Lingda 20xx in january 3
工作計劃書英文 篇3
大學(xué)跨年晚會活動策劃
【活動名稱】
西安工程大學(xué)跨年晚會
【活動目的】
為了豐富校園文化生活，加強(qiáng)校園文化建設(shè)和各學(xué)院之間的交流，同時在學(xué)期末緩解大家緊張備考的心情，特此舉辦20西安工程大學(xué)跨年晚會，以此激勵同學(xué)們邁好新生活的第一步。回首過去，展望未來，舉辦-西安工程大學(xué)跨年晚會既是對過去一年的總結(jié)，也是為即將來臨的20xx年打造一個良好的開端!
【活動背景】
隨著時間的推移，轉(zhuǎn)眼間年末將至。為了慶祝黨的十八大勝利召開，豐富校園文化生活，緩解同學(xué)們緊張的備考狀態(tài)，同時為了在總結(jié)過去的同時，在新的一年確立新的目標(biāo)與方向，特此舉辦20xx年西安工程大學(xué)元旦晚會。
【活動單位】
主辦單位：西安工程大學(xué)校團(tuán)委
承辦單位：西安工程大學(xué)學(xué)生會
策劃單位：西安工程大學(xué)學(xué)生會文化部
【活動對象】
西安工程大學(xué)全體在校學(xué)生
【活動日程】
時間：20xx年12月(具體時間待定)
地點(diǎn)：西安工程大學(xué)臨潼校區(qū)大學(xué)生活動中心
【節(jié)目要求】
節(jié)目來源：①采取每個學(xué)院準(zhǔn)備1-2個精品節(jié)目，送至學(xué)生會審核篩選并確定。
�、趯W(xué)生會內(nèi)部挖掘人才，準(zhǔn)備節(jié)目。
節(jié)目要求：節(jié)目形式新穎，類型多樣，積極向上，切合主題，能夠反映當(dāng)代大學(xué)生思想生活。
【各部門任務(wù)分配細(xì)則】
一、主席團(tuán)
1、負(fù)責(zé)整場活動，包括準(zhǔn)備期和后續(xù)環(huán)節(jié)。機(jī)動參與活動的準(zhǔn)備與進(jìn)行
2、向各單位、部門下發(fā)20xx年西安工程大學(xué)元旦晚會的通知，并要求各組織準(zhǔn)備晚會節(jié)目
3、隨時向相關(guān)部門了解工作進(jìn)度，并與老師多加溝通
4、確定活動到場嘉賓名單，并發(fā)送邀請函，隨時與老師保持聯(lián)系
二、秘書部
1、將策劃書、活動流程單、內(nèi)部流程表、臺簽、節(jié)目單、主持詞等資料打印好，并將活動需要的物資準(zhǔn)備好放在校會辦公室，以方便取用。一切準(zhǔn)備就緒后再將所有物資清點(diǎn)一遍。對于所缺物資于第二天立即采購
2、需要準(zhǔn)備的材料：
主席、部長：流程單、節(jié)目單、內(nèi)部流程表(29份)
演出人員：水、飲水機(jī)、紙杯、演員更衣室、晚飯
嘉賓：邀請函、流程單、節(jié)目單、嘉賓姓名臺簽、水果、紙巾、紙杯、
礦泉水、筆和紙(據(jù)嘉賓人數(shù)而定)
主持人：活動流程單、內(nèi)部流程表、主持詞(各4份)
攝影組：相機(jī)(4臺)，并確定4名攝影、錄像人員
簽到組：學(xué)生會各部門名單，并確定2名負(fù)責(zé)簽到人員
布置組：學(xué)院名牌(10張)、PC管、橫幅、彩噴、豎幅、橫幅、膠帶、別針、繩子、細(xì)線
3、嘉賓席的擺放及在觀眾席張貼各學(xué)院名牌
4、活動后通訊稿的書寫和資料的整理
三、文化部
1、活動策劃書的書寫
2、審查并確定主持人人選(4人)、主持詞的書寫
3、負(fù)責(zé)演員和主持人的服裝、道具、化妝等問題
4、節(jié)目形式的確定，節(jié)目的篩選、訓(xùn)練，演員的彩排
5、懸掛舞臺上的橫幅
6、氣球拱門的制作和安置工作
7、負(fù)責(zé)節(jié)目的催場與換場(4人)、主持人與主席的聯(lián)系(后臺2人)
四、宣傳部
1、設(shè)計好海報，并將海報粘貼到校會的'宣傳欄內(nèi)
2、設(shè)計宣傳彩頁并張貼在各個宿舍樓和食堂、超市等人流密集處
3、橫幅的懸掛(大活門口、校園)和后期回收
4、紅地毯的鋪設(shè)及花籃的擺放
5、活動后期的照片展出
五、外聯(lián)部
1、拉取活動贊助
2、租借大學(xué)生活動中心
3、準(zhǔn)備好音響、話筒(10支，主持人4支，其余根據(jù)節(jié)目需要提供)
4、制作橫幅、豎幅、彩噴，取回交給宣傳部
5、活動前確定并準(zhǔn)備好節(jié)目所需要的道具(麥架、椅子等)
6、活動開始后負(fù)責(zé)話筒的遞換和換場工作。
六、體育部
1、將所需的視頻、PPT準(zhǔn)備好，其中具體的內(nèi)容與文化部進(jìn)行交流并確定
2、負(fù)責(zé)控制室視頻和背景音樂的播放，第二次彩排與主持人走一遍流程
3、活動開始后派2人把守2號門，負(fù)責(zé)演員及工作人員的出入
4、聯(lián)系微博墻，并負(fù)責(zé)活動過程中微博的播放
七、權(quán)益部
1、在每周的“維權(quán)ing”中宣傳此次活動，并在校會人人、微博等發(fā)表活動狀態(tài)
2、擺放觀眾席(600人)
3、與各學(xué)院主席取得聯(lián)系，將觀眾事宜與之溝通協(xié)商好，確保活動時每院60名觀眾提前半小時全部進(jìn)場完畢
4、引領(lǐng)觀眾進(jìn)場。(找10名工作人員引領(lǐng)觀眾入場)
5、活動開始后維持現(xiàn)場秩序
6、演員的盒飯由權(quán)益部與食堂聯(lián)系，負(fù)責(zé)所有演員和工作人員的用餐問題，組織人員將盒飯送至大活，分發(fā)給各演員和工作人員，注意垃圾的處理
八、禮儀部
1、迎接嘉賓和演出人員入場入座
2、準(zhǔn)備主持人和演員休息室，用于表演者休息和更換服裝。每個休息室安排兩名禮儀服務(wù)。(負(fù)責(zé)人：王薇)
3、在大活二樓準(zhǔn)備一個領(lǐng)導(dǎo)休息室，供開場前領(lǐng)導(dǎo)休息使用。休息室中擺放一件礦泉水，兩壺?zé)崴舾杉埍�、茶葉和紙巾�；顒娱_始一小時前安排兩名禮儀服務(wù)。(負(fù)責(zé)人：曹秦媛)
4、除了三個休息室的一共六壺?zé)崴�，再另外�?zhǔn)備六壺?zé)崴�，放在大活會場的簽到處，用于活動開始后的禮儀服務(wù)，也可用作休息室飲用水的備用水。(負(fù)責(zé)人：王賀鵬)
5、活動開始后安排2名禮儀把守1號門，負(fù)責(zé)領(lǐng)導(dǎo)及嘉賓的進(jìn)出場
6、負(fù)責(zé)活動開始后的禮儀服務(wù)和互動環(huán)節(jié)小獎品的頒發(fā)
九、青總隊(負(fù)責(zé)人：鞠仁橋)
1、在一樓的兩個演員休息室中分別安排兩名同學(xué)負(fù)責(zé)看管演員的私人物品，要求不得離開休息室。(負(fù)責(zé)人：柳應(yīng)春)
2、活動開始后把守3號門，負(fù)責(zé)觀眾的進(jìn)出場
3、活動前后大活環(huán)境的維護(hù)
策劃書注意事項(xiàng)：注意事項(xiàng)
1、本策劃書格式要求只提供基本參考方面，為必須內(nèi)容。在此基礎(chǔ)上，社團(tuán)策劃書可以根據(jù)活動大小與類型適當(dāng)添加、靈活書寫，做到內(nèi)容充實(shí)、版面安排得當(dāng)。
2、本策劃書格式要求只對策劃內(nèi)容作出規(guī)定，策劃書字體、版面排版得當(dāng)?shù)炔蛔鹘y(tǒng)一要求，但各社團(tuán)要保證策劃書樣式規(guī)范、美觀。
3、如有附件(比賽規(guī)則、評分標(biāo)準(zhǔn)、獎項(xiàng)設(shè)置等)可以附于策劃書后面，作為附錄部分。
4、策劃書電子版須妥善保管，以備后用。
5、活動策劃書應(yīng)盡量于5―7天前上交活動管理部。
工作計劃書英文 篇4
新學(xué)期伊始，學(xué)好“英語聽力2”這一零課時科目，需要的是我們的自主學(xué)習(xí)能力，為了更好地完成本學(xué)期的聽力學(xué)習(xí)任務(wù)，我結(jié)合自身學(xué)習(xí)情況和老師的`教學(xué)進(jìn)度計劃，制定了一套自己的聽力學(xué)習(xí)計劃。
本學(xué)期我的聽力計劃主要安排如下：
一、⑴9月1日至10月10日，每周三早上6:30-7:00聽一課Listen to This 2，
聽完1-6課;晚上10:00-10:30聽一個單元的Listen This Way 2，聽完1-6單元，并做好相應(yīng)記錄;
�、泼恐芪濉⒅芰�、周日晚上10:00-10:30聽一次中速VOA或BBC，并寫下新聞報告和總結(jié)，不時模仿、復(fù)述聽力原文;
�、敲績芍苷乙粋�空余時間聽專四聽力模擬測試題。
二、⑴10月13日至11月21日，每周三早上6:30-7:00聽一課Listen to This
2，聽完7-12課;晚上10:30-11:00聽一個單元的Listen This Way 2，聽完7-12單元;
�、聘鶕�(jù)上步計劃繼續(xù)每周五、周六、周日晚上聽一次快速VOA或BBC，寫好Summary和comment;
�、菑�(qiáng)化專四聽力練習(xí)，能準(zhǔn)確、熟悉地寫下Dictation的內(nèi)容; ⑷11月21日寫下兩個月來的聽力練習(xí)心得和反思報告。
三、⑴11月24日至第二年1月2日，每周三中午1:00-1:40聽一課Listen to This 2，把13-18課聽完，并進(jìn)行一次聽力總結(jié);
⑵限時做專四聽力模擬測試題1-4套;
�、敲恐芾^續(xù)聽三次以上快速VOA和BBC，并能流利復(fù)述新聞主要內(nèi)容; ⑷課余時間看看英文經(jīng)典電影，并模仿劇中發(fā)音，嘗試默寫劇中臺詞。
四、⑴按時參加班上的聽力學(xué)習(xí)交流總結(jié)班會，參與分組交流學(xué)習(xí)方法策略，分享聽力資源，記錄聽力練習(xí)中遇到的難點(diǎn)、疑點(diǎn)和考點(diǎn)，并轉(zhuǎn)交指導(dǎo)老師; ⑵認(rèn)真完成階段測試，對測試情況進(jìn)行討論、釋疑解答;
工作計劃書英文 篇5
一.主要目標(biāo)
每一天保證必須的閱讀量，必須的聽力時間，至少15分鐘的時間，集中注意力，并有意識的'去記憶好的句子。日常思考的時候，嘗試用英語思考、想問題以培養(yǎng)語感。爭取獲得優(yōu)良成績，能切實(shí)學(xué)到豐富的專業(yè)知識和基礎(chǔ)常識。增加文化素養(yǎng)，提升自身潛力，端正學(xué)習(xí)態(tài)度，培養(yǎng)用心勤奮的學(xué)風(fēng)。做學(xué)習(xí)計劃來自我敦促，自我勉勵。
二.設(shè)立此目標(biāo)的依據(jù)
1.閱讀量不足，知識面小。
2.聽力潛力差，不能到達(dá)精聽的效果。
3.經(jīng)常出現(xiàn)中國式英語，口語不夠地道，習(xí)慣中國性思維。
4.學(xué)習(xí)的自覺性不夠高，沒有計劃造成時間的浪費(fèi)。
三。本階段個人學(xué)習(xí)存在的不足、困惑與解決措施
不足：
1.英語基礎(chǔ)薄弱
2.對英語的興趣不是很高
3.學(xué)習(xí)方法單一，學(xué)習(xí)策略滯后
4.沒有堅持每一天閱讀，聽英語聽力，用英語交流
困惑：
1.單詞量大，生僻單詞多，記不住單詞
2.翻譯句子時不夠地道。
3.口語對話時不流暢，句子單一，語法錯誤多。
4.課堂筆記來不及記，重點(diǎn)難點(diǎn)沒完全掌握
解決措施：
1.能夠聽廣播，MP3而且能夠更好的把零碎的時間用起來，培養(yǎng)感覺。
工作計劃書英文 篇6
一、創(chuàng)業(yè)策劃書
準(zhǔn)備創(chuàng)業(yè)方案是一個展望項(xiàng)目的未來前景，細(xì)致探索其中的合理思路，確認(rèn)實(shí)施項(xiàng)目所需的各種必要資源，再尋求所需支持的過程。
需要注意的是，并非任何創(chuàng)業(yè)方案都要完全包括上述大綱中的全部內(nèi)容，創(chuàng)業(yè)內(nèi)容不同，相互之間差異也就很大。
第一階段：經(jīng)驗(yàn)學(xué)習(xí)
第二階段：創(chuàng)業(yè)構(gòu)思
第三階段：市場調(diào)研
第四階段：方案起草
第五階段：最后修飾階段
第六階段：檢查
二、創(chuàng)業(yè)策劃書模板
一、概要
咖啡屋也是必不可少的娛樂場所，在幽雅的氣氛之中，喝著香濃濃的咖啡，體會著浪漫的大學(xué)生活，和同學(xué)們交流感情。大學(xué)生們常說一杯咖啡可以和反目成仇的人交個最好的朋友，也可以追到一個自己仰慕已久的女朋友。如果再在咖啡屋中放上各種書籍，組織成一間咖啡，相信效果更好。為了讓大家有這樣的一個地方。所以，咖啡孕育而生。
咖啡鎖定的顧客主要有兩類一是學(xué)校的學(xué)生，二是白領(lǐng)階層。在校的學(xué)生光臨原因主要有兩個，一是文化上的需要，二是環(huán)境。學(xué)校里的校園固然是好，但是它的硬件設(shè)施條件是有限的不能滿足大多數(shù)同學(xué)的需要。例如：到了冬天的話，在室外冰天雪地的怎么會受得了，室內(nèi)的空間是有限的。是有限的。白領(lǐng)階層，他們的收入高，但是他們所面臨的競爭與壓力也相應(yīng)的大一些，他們急切需要一個舒適的休閑環(huán)境來緩解工作上的壓力。有一項(xiàng)調(diào)查顯示，21%的在校大學(xué)十喜歡光臨，20~30歲之間的.上班族有46%的人喜歡到休閑。
二、產(chǎn)品和服務(wù)
我們是一個休閑的場所，主要目的是放松休閑所以我們的咖啡除了書以外，在食品上的要求是蠻簡單的，像一些西式的甜點(diǎn)奶茶低酒精的飲品等。
我們的服務(wù)宗旨是：顧客是朋友，他是來休閑不是來消費(fèi)的微笑式服務(wù)。
三、咖啡競爭分析
從競爭對手上看，我們的咖啡可是“危機(jī)四伏”。據(jù)我現(xiàn)在了解到的情況看目前昭通市內(nèi)還沒有一家專業(yè)的咖啡，所以這是我的一個巨大的潛力市場。但是類似的經(jīng)營卻很多，我大體的分析了一下有這樣的幾個
一、新知圖書城里面有許多各式各類的書籍，這是它的一個優(yōu)勢(這個我是比不了的，這是人家的主營業(yè)務(wù))，里面弄了個，顧客可以把喜歡的書拿到里面看，收費(fèi)每人兩元。但是他的環(huán)境卻是很差的，人員雜環(huán)境喧囂。如果需要其他的消費(fèi)則需要當(dāng)令付費(fèi)。一算下來花費(fèi)還是蠻高的。而我們不僅環(huán)境優(yōu)雅，還可以對顧客提供一些新鮮的食品在看書時一邊享受美食一邊獲取知識。在書籍方面也不會比他們專業(yè)的差，在書籍的方面我們有三個特點(diǎn)“新、特、奇”，部分的書籍將是市場難得一見的，爭取讓顧客一次就愛上我們的書籍和休閑環(huán)境。
二、圖書館圖書館在一定的程度上也是我們的競爭對手。圖書館的優(yōu)勢在于書籍種類全數(shù)目多。但是圖書館側(cè)重的是知識性而側(cè)重的是休閑性，圖書館的開放時間有一定的限制而服務(wù)時間能夠隨顧客的要求而做出靈活的改動。圖書館的服務(wù)單一而我們的服務(wù)人性化。
三、，其實(shí)這些書籍很單一不是武俠就是言情，書籍的知識含量低。而我們的書籍都是和生活相關(guān)對我們自身修養(yǎng)、品行等有關(guān)的知識理論性的，而且我們還會根據(jù)顧客的需求購進(jìn)，也可以幫他們代購一些他們想要的書籍。
工作計劃書英文 篇7
一、活動介紹
1.活動目的：大學(xué)生來源于社會，但又不同于一般社會公民，他們所面臨的問題比一般公民更多、更復(fù)雜，社會對他們的法律素質(zhì)要求更高、更嚴(yán)格。這期特殊節(jié)目旨在增強(qiáng)在校大學(xué)生的法律意識，提高在校大學(xué)生的自我保護(hù)意識。使大學(xué)生真正做到知法，守法，懂法，運(yùn)用法律手段保護(hù)自己的合法權(quán)益不受侵害。也可以通過來自五湖四海的大學(xué)生將法制與法治的宣傳落到實(shí)處。通過這次節(jié)目可以有效的減少大學(xué)生不必要的犯罪，使法律觀念深入每一名大學(xué)生的心里，并通過此次節(jié)目加強(qiáng)大學(xué)生的法律意識，提高大學(xué)生的自我保護(hù)能力。
2.組織機(jī)構(gòu)：主辦單位：河北電視臺《法制時代》欄目組河北科技大學(xué)理工學(xué)院贊助單位：中國移動通信河北有限責(zé)任公司
3.活動時間：5月8日――5月13日
4.活動地點(diǎn)：大學(xué)生活動中心三層
5.現(xiàn)場布置：待定
6.活動內(nèi)容：
二、前期活動
8號周一：1開始展覽《處罰條例》 2張貼展覽版，有海報。(法制宣傳周開始) 3懸掛條幅(①法制時代即將走進(jìn)理工校園，②知法，懂法，守法) 4廣播站(法制宣傳周開始，走進(jìn)校園) 5黑板報。
9號周二：1宣傳案例。(包括較易發(fā)生侵犯學(xué)生權(quán)利的案件) 2廣播(播發(fā)大學(xué)生維權(quán)的案例)
10號周三：1張貼海報(關(guān)于未來兩天的具體活動) 2更換展板，展出新的案例3廣播(播發(fā)大學(xué)生維權(quán)的案例)
11號周四：1充氣設(shè)施到位，桌椅，遮陽棚4個(包括條幅，活動用品，) 2活動
活動區(qū)A,廣播區(qū)(講解展牌上的.案例，活動流程，宣傳法制時代)活動區(qū)B，簽名區(qū)(贈送《制安條例冊》)
活動區(qū)C，互動區(qū)(①手機(jī)發(fā)送短信回答問題，②開展4月話費(fèi)單換禮品活動)
12號周五：同上后期活動
13號周六：法制時代走進(jìn)校園活動區(qū)撤銷繼續(xù)展出展板和海報傳單繼續(xù)發(fā)
三、商家補(bǔ)償計劃
冠名權(quán)：本次活動可以冠名。(冠名費(fèi)6萬)
傳單宣傳：傳單主要宣傳法律知識和宣傳《法制時代之走進(jìn)科大校園》節(jié)目。傳單上可印有贊助商的標(biāo)志
小冊子宣傳：主要宣傳法律知識和宣傳《法制時代之走進(jìn)科大校園》節(jié)目。封面和內(nèi)頁可有贊助商的廣告。
海報宣傳：海報上商家以贊助商的身份出現(xiàn)，并可印上公司標(biāo)志物。海報由河北電視臺、河北科技大學(xué)理工學(xué)院、中國移動共同設(shè)計。
展板宣傳：展板上可帖海報和宣傳紙(宣傳紙右下腳可印有贊助商的標(biāo)志)橫幅宣傳：在學(xué)校過道可懸掛帶有商家特色的橫幅。校園廣播宣傳：主要宣傳法律法規(guī)、《法制時代》的到來和贊助商現(xiàn)場宣傳：現(xiàn)場可用到印有商家特色的道具進(jìn)行布置
媒體宣傳：可有贊助商獨(dú)家贊助字樣的字幕，會場可出現(xiàn)條幅，海報等軟性廣告。 (各種宣傳介質(zhì)均可印有中國移動的標(biāo)志)
四、經(jīng)費(fèi)預(yù)算
達(dá)成協(xié)議后由科大理工和河北電視臺提供經(jīng)費(fèi)清單，交贊助商審核同意后，由贊助商本次活動所需提供經(jīng)費(fèi)。
補(bǔ)充贊助方案：贊助商可以提供其他宣傳方式，三方達(dá)成協(xié)議方可施行。