ࡱ>  bjbjVV w<<B ##$$$$$$$P%(4$ V/ 94:::<VeJ qN_$yP< <yPyP##::ðTTTyP #:Q$8:TyPTT#^$t:`n H?U$R>ٰ0 B2R|tt$| yPyPTyPyPyPyPyPTyPyPyP yPyPyPyPyPyPyPyPyPyPyPyPyP !:   HYPERLINK "http://www.fastbusinessplans.com/"www.FASTBusinessPlans.com Business Plan (Company Name) (Company Name) (Street Address) (City, State Zip Code) (Creation Date) Use and Reprint Rights for Your FAST Business Plan Template This template has been written to include instructions for creating your final business plan. You are free to edit and use the material within your organization. However, please do not distribute this template online or elsewhere publically without explicit permission from us. Table of Contents  TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc300497280" Introduction  PAGEREF _Toc300497280 \h 4  HYPERLINK \l "_Toc300497281" 1.0 Executive Summary  PAGEREF _Toc300497281 \h 5  HYPERLINK \l "_Toc300497282" 1.1 Business Objectives  PAGEREF _Toc300497282 \h 5  HYPERLINK \l "_Toc300497283" 1.2 Mission Statement  PAGEREF _Toc300497283 \h 6  HYPERLINK \l "_Toc300497284" 1.3 Guiding Principles  PAGEREF _Toc300497284 \h 7  HYPERLINK \l "_Toc300497285" 1.4 Keys to Success  PAGEREF _Toc300497285 \h 7  HYPERLINK \l "_Toc300497286" 2.0 Company Description  PAGEREF _Toc300497286 \h 8  HYPERLINK \l "_Toc300497287" 2.1 Ownership  PAGEREF _Toc300497287 \h 8  HYPERLINK \l "_Toc300497288" 2.2 Legal Form  PAGEREF _Toc300497288 \h 8  HYPERLINK \l "_Toc300497289" 2.3 Start-Up Summary  PAGEREF _Toc300497289 \h 9  HYPERLINK \l "_Toc300497290" 2.4 Location and Facilities  PAGEREF _Toc300497290 \h 9  HYPERLINK \l "_Toc300497291" 3.0 Products  PAGEREF _Toc300497291 \h 9  HYPERLINK \l "_Toc300497292" 3.1 Products/Services Descriptions  PAGEREF _Toc300497292 \h 9  HYPERLINK \l "_Toc300497293" 3.2 Competitive Comparison  PAGEREF _Toc300497293 \h 10  HYPERLINK \l "_Toc300497294" 3.3 Product/Service Sourcing  PAGEREF _Toc300497294 \h 10  HYPERLINK \l "_Toc300497295" 3.4 Inventory Management  PAGEREF _Toc300497295 \h 10  HYPERLINK \l "_Toc300497296" 3.5 Warehousing and Fulfillment  PAGEREF _Toc300497296 \h 10  HYPERLINK \l "_Toc300497297" 3.6 Future Products/Services  PAGEREF _Toc300497297 \h 11  HYPERLINK \l "_Toc300497298" 4.0 Market Analysis  PAGEREF _Toc300497298 \h 11  HYPERLINK \l "_Toc300497299" 4.1 Industry Analysis  PAGEREF _Toc300497299 \h 11  HYPERLINK \l "_Toc300497300" 4.1.1 Market Size  PAGEREF _Toc300497300 \h 11  HYPERLINK \l "_Toc300497301" 4.1.2 Industry Participants  PAGEREF _Toc300497301 \h 11  HYPERLINK \l "_Toc300497302" 4.1.3 Main Competitors  PAGEREF _Toc300497302 \h 12  HYPERLINK \l "_Toc300497303" 4.1.4 Market Segments  PAGEREF _Toc300497303 \h 12  HYPERLINK \l "_Toc300497304" 4.2 Market Tests  PAGEREF _Toc300497304 \h 12  HYPERLINK \l "_Toc300497305" 4.3 Target Market Segment Strategy  PAGEREF _Toc300497305 \h 13  HYPERLINK \l "_Toc300497306" 4.3.1 Market Needs  PAGEREF _Toc300497306 \h 13  HYPERLINK \l "_Toc300497307" 4.3.2 Market Trends  PAGEREF _Toc300497307 \h 13  HYPERLINK \l "_Toc300497308" 4.3.3 Market Growth  PAGEREF _Toc300497308 \h 13  HYPERLINK \l "_Toc300497309" 4.4 Positioning  PAGEREF _Toc300497309 \h 13  HYPERLINK \l "_Toc300497310" 5.0 Marketing Strategy and Implementation  PAGEREF _Toc300497310 \h 13  HYPERLINK \l "_Toc300497311" 5.1 SWOT Analysis  PAGEREF _Toc300497311 \h 13  HYPERLINK \l "_Toc300497312" 5.1.1 Strengths  PAGEREF _Toc300497312 \h 14  HYPERLINK \l "_Toc300497313" 5.1.2 Weaknesses  PAGEREF _Toc300497313 \h 14  HYPERLINK \l "_Toc300497314" 5.1.3 Opportunities  PAGEREF _Toc300497314 \h 14  HYPERLINK \l "_Toc300497315" 5.1.4 Threats  PAGEREF _Toc300497315 \h 14  HYPERLINK \l "_Toc300497316" 5.2 Strategy Pyramid  PAGEREF _Toc300497316 \h 15  HYPERLINK \l "_Toc300497317" 5.3 Unique Selling Proposition (USP)  PAGEREF _Toc300497317 \h 15  HYPERLINK \l "_Toc300497318" 5.4 Competitive Edge  PAGEREF _Toc300497318 \h 15  HYPERLINK \l "_Toc300497319" 5.5 Marketing Strategy and Positioning  PAGEREF _Toc300497319 \h 16  HYPERLINK \l "_Toc300497320" 5.5.1 Positioning Statement  PAGEREF _Toc300497320 \h 16  HYPERLINK \l "_Toc300497321" 5.5.2 Pricing Strategy  PAGEREF _Toc300497321 \h 16  HYPERLINK \l "_Toc300497322" 5.5.3 Promotion and Advertising Strategy  PAGEREF _Toc300497322 \h 17  HYPERLINK \l "_Toc300497323" 5.5.4 Website  PAGEREF _Toc300497323 \h 18  HYPERLINK \l "_Toc300497324" 5.5.5 Marketing Programs  PAGEREF _Toc300497324 \h 19  HYPERLINK \l "_Toc300497325" 5.6 Sales Strategy  PAGEREF _Toc300497325 \h 19  HYPERLINK \l "_Toc300497326" 5.6.1 Sales Forecast  PAGEREF _Toc300497326 \h 19  HYPERLINK \l "_Toc300497327" 5.6.2 Sales Programs  PAGEREF _Toc300497327 \h 20  HYPERLINK \l "_Toc300497328" 5.7 Legal  PAGEREF _Toc300497328 \h 20  HYPERLINK \l "_Toc300497329" 5.8 Milestones  PAGEREF _Toc300497329 \h 20  HYPERLINK \l "_Toc300497330" 5.9 Exit Strategy  PAGEREF _Toc300497330 \h 20  HYPERLINK \l "_Toc300497331" 6.0 Organization and Management  PAGEREF _Toc300497331 \h 21  HYPERLINK \l "_Toc300497332" 6.1 Organizational Structure  PAGEREF _Toc300497332 \h 21  HYPERLINK \l "_Toc300497333" 6.2 Management Team  PAGEREF _Toc300497333 \h 21  HYPERLINK \l "_Toc300497334" 6.3 Management Team Gaps  PAGEREF _Toc300497334 \h 21  HYPERLINK \l "_Toc300497335" 6.4 Personnel Plan  PAGEREF _Toc300497335 \h 21  HYPERLINK \l "_Toc300497336" 6.5 Board of Directors  PAGEREF _Toc300497336 \h 21  HYPERLINK \l "_Toc300497337" 7.0 Financial Plan  PAGEREF _Toc300497337 \h 22  HYPERLINK \l "_Toc300497338" 7.1 Important Assumptions  PAGEREF _Toc300497338 \h 22  HYPERLINK \l "_Toc300497339" 7.2 Start-Up Costs  PAGEREF _Toc300497339 \h 22  HYPERLINK \l "_Toc300497340" 7.3 Source and Use of Funds  PAGEREF _Toc300497340 \h 23  HYPERLINK \l "_Toc300497341" 7.4 Break-Even Analysis  PAGEREF _Toc300497341 \h 23  HYPERLINK \l "_Toc300497342" 7.5 Projections  PAGEREF _Toc300497342 \h 24  HYPERLINK \l "_Toc300497343" 7.5.1 Projected Profit and Loss  PAGEREF _Toc300497343 \h 24  HYPERLINK \l "_Toc300497344" 7.5.2 Projected Cash Flow  PAGEREF _Toc300497344 \h 24  HYPERLINK \l "_Toc300497345" 7.5.3 Projected Balance Sheet  PAGEREF _Toc300497345 \h 25  HYPERLINK \l "_Toc300497346" 7.6 Business Ratios  PAGEREF _Toc300497346 \h 26  Introduction Say the term "business plan" and many small business owners and freelancers quiver. The stereotypical image is one of a complex document that requires enormous research and is time consuming to create. However, there is a simple way to develop an effective business plan without the struggle most people envision. With FAST Business Plans, you have an easy-to-understand template that guides the process every step of the way. As you go through this document, you'll discover precisely what to include in each section of your plan to ensure it gets the results you need. Please keep in mind whom you're writing to while creating your business plan. Whether you're: applying for a loan securing venture capital funds approaching new partners considering significant purchases selling your business growing your business communicating with management and staff or have other reasons a business plan can keep you focused and on track. It is suggested that you read through the entire template first to get an idea of what information you will need to have access to before creating your plan. Then, go back through with data in hand and develop your business plan from start to finish with your FAST Business Plans template. This business plan template can be downloaded in both PDF and MS Word format at:  HYPERLINK "http://www.fastbusinessplans.com/business-plan-template.html" http://www.fastbusinessplans.com/business-plan-template.html Free sample business plans are available at: HYPERLINK "http://www.fastbusinessplans.com/sample-business-plans.html"http://www.fastbusinessplans.com/sample-business-plans.html. Articles to assist in guiding you through the process of writing of your business plan are available at:  HYPERLINK "http://www.fastbusinessplans.com/business-plan-guide.html" http://www.fastbusinessplans.com/business-plan-guide.html Executive Summary Although the executive summary comes first in the business plan, it should be the last section you write. Because it is the first to be read, it holds a significant amount of weight and should be geared to capture your reader's attention. If the executive summary fails to pique interest, then the rest of the plan most likely won't be read. This section should provide the reader with a thirty thousand-foot view of what you plan for your organization. In addition, you must also clearly convey what is unique about your business: one element that could potentially make or break its success. Essentially, the executive summary shows a synopsis of the following aspects of the plan: Business Idea / Unique Selling Proposition (USP) Workability, Goals and Opportunities for the Business Financial Data (should show projections for the first two years of operations, equity and some detail of required finance) Keys to Success These come in four sections: Business Objectives, Mission Statement, Guiding Principles and Keys to Success that we'll cover individually below. Start this section with an overview of your business idea, introducing the company by name and providing any relevant historical information. You should talk about the needs/wants of your customers and how your business will meet those needs, including an overview of your unique skills and experience as they apply to the business. Discuss your overall approach to your organization, giving the reader an idea of how your business will operate. You'll also want to help readers create a clear picture in their minds of the company as a whole and its daily operations. Lastly, make mention of the purpose of this business plan: to get financing, provide a detailed roadmap or serve as a general framework to start your business (redefining the plan as the business develops and grows). Business Objectives While it is true that the Executive Summary is typically written after the rest of the business plan is created, you may find it helpful to make a first pass at this one section. Outlining your business objectives will allow you to get your thoughts together and form a basis for developing the rest of your business plan. You can then come back to this section of the Executive Summary when the rest of the plan is complete and update your business objectives. Your business objectives should be related to the marketplace, gross margins, revenue and expansion. They also must be specific and measurable; otherwise, you can't determine how to reach your objectives or know if/when you've met them. Specific - Should be specific enough that you know clearly what the objective is. Measureable - Put a number on it so you will know when you've achieved it. Perishable - Don't make time frames open-ended: put a time limit on your objectives. Typically, a year is a good goal. Realistic - Your objectives must be achievable with the resources and time you have. Write the objectives in this format: objective, measurement and time. For example, increasing sales by 30% should be written as: Increase sales (objective) to $800,000 (measureable) by the end of the third quarter of fiscal year 2012 (time specific). The following are some typical examples of different types of objectives used often in business plans. Gross Margins/Revenue/Sales Market Share/Penetration Expansion into New Markets Product/Service Development/Expansion Business Value (net worth for resale of business) Brand Recognition Brand Loyalty Reputation Long-Term Survival Diversification Profit Maximization Globalization Social Change/Responsibility - Develop a new drug to cure a disease, develop a new product that purifies water in developing countries, etc. Environment Customer Service Employee Workspace Marketing Target Market - How to connect with your customers. Mission Statement The Mission Statement outlines your organization's purpose or fundamental reason for existence. The mission statement could be defined in terms of: Your Target Audience (who are they?) Products, Services or Offerings Location of Business, GeographicRegion Technology Concern for Survival Philosophy (beliefs, values, aspirations and philosophical priorities) Self-Concept (what are our strengths?) Concern for Public Image Concern for Employees Guiding Principles Guiding Principles are the Ten Commandments for your business. This is where you define the principles for how business will be conducted. It can include statements related to your product or service, your customers, your employees, shareholders, suppliers and anyone else who will - in one way or another - interact with your business. Number six of Google's philosophy (Ten Things We Know to be True) states, "You can make money without doing evil." Starbucks third principle conveys, "When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers." Be creative as you think about the principles that will define your business. They may be similar to, or overlap, with your Keys to Success, and this is okay. There are many ways to present your Guiding Principles. We highly recommend that you go online and look at Google's philosophy and Starbucks principles to get some ideas before writing your own. (You can find them by doing a search.) Below are some examples. Our Customers Treat each customer as a friend, engaging them in a cheerful and happy manner, and they will be a longtime customer. Our Suppliers Treat our suppliers as partners with an interest in ensuring that both our businesses grow and succeed, and both will. Our Products/Services Deliver a quality product at a reasonable price along with exceptional customer service and the business will succeed and grow. Our Service Exceeding the level of service we expect to receive from others ensures our customers will be happy and will help our business grow. Keys to Success What differentiates your business from others? Why would your company succeed when others that seem to be like it fail? This section is where you'll define your uniqueness. Think of it this way: if a prospect found your company on Google, but also saw 10 more pages of businesses that did what you do, why would they choose you over the rest? What makes you deserve their business? In order to succeed, you have to make it crystal clear to your customers why you are the best choice. Below are a few examples of Keys to Success: Customer Service - Providing a high level of customer service through clear and frequent communications, flexibility in the way we conduct business and empowering our customer-service representatives. Establish Loyal Customers - Making people feel as though they are our only customer through personalized communications and going beyond the call of duty. High-Quality Products/Services - Selling only products/services that are of better-than-good quality. When sourcing products/services, seek out the best quality. Reputation - Establishing a reputation as an honest business with quality products/services and excellent customer service. Gross Margins - Maintaining gross margins in excess of 50%. Company Description Your company description should be a one- to two-paragraph overview of the business that gives the reader a clear picture of what your business is. There is no need to include information that will be discussed in the subtopics below (Ownership, Legal Form, Start-Up Summary and Location and Facilities). You can include your business name, tag line (if any), location and website address. Ownership This section contains a brief biography of the owners of the company and their individual ownership stakes/percentages. Include relevant experience that each owner brings to the business. Legal Form It is recommended that you consult a lawyer and an accountant to get details regarding the different sorts of legal structures and which best suits your needs. Although there are many types of organizations, most small businesses are ordered as one of the five following types: Sole Proprietor - Most small businesses are started as sole proprietorships. This is because they are the easiest and cheapest business type to set up. With a sole proprietorship, your organization is typically in your own name or with a trade name also called DBA (doing business as). Using this company structure, all the risk falls to you exclusively as the owner. This means your business and personal assets are at risk. Partnership - In a partnership, two or more people have ownership in the business. This is similar to the sole proprietorship as it's easy to set up and there is personal risk (each of the owners' personal assets could be vulnerable). There is the additional cost of having an attorney write a partnership agreement. Although it's similar to a sole proprietorship, a partnership may be riskier because control of the business is shared by more than one person (one bad egg can bring a struggling business down). If you're thinking of taking this approach, choose your partner(s) carefully! Corporation - C Corporations and S Corporations have various aspects. The main advantage is that the owner is not exposed to any liabilities of his/her personal assets. Subchapter S Corporation (S Type Corporation) - An S Corporation offers the same protection as the C Corporation but without the double taxation (taxed at both the corporate level and at the individual level). All profits are passed through to its shareholders, who then report that as income on their individual tax returns. Limited Liability Company (LLC) - The LLC is a hybrid between the partnership and corporation. It gives the owners the legal protection of a corporation, but taxes them as if they were in a partnership. Start-Up Summary Include this section if your business is new; otherwise, you can disregard this section. Here, you should provide information related to your new company, such as start-up expenses, source of capital, identification of investors, necessary capital purchases, etc. This section should only provide an overview of information related to the start-up. More details will be presented in other sections of the business plan. Location and Facilities The people you're communicating with through your business plan will have an interest in the location of your company. In this section, describe the location of your business and other details, like area particulars and rent typically charged in surrounding areas. The objective is to suggest a high traffic area in a good location that would produce a great number of sales. Other statistics might include the number of businesses, hotels, hospitals, schools and the population data of the area. These can help predict sales figures as well. Tip: Use www.map-google.com to search the locality and get a map. Then get demographic information from www.census.gov. Products Products/Services Descriptions In this section, you will detail: What products/services you're selling Why youre offering the products/services you've selected What complementary products/services could help grow sales Research has shown that it is wise to offer a diversity of products/services. In addition, if you provide items that correspond with your core inventory, you are more likely to increase the size of orders/projects and the overall number of sales. Additionally, a recent study has shown that customers will spend more money on low-cost products/services than higher-priced ones. If your initial offerings were to include those with significant price tags, you may consider adding several for budget-conscious people. Informational Websites: (National Retail Federation) HYPERLINK "http://www.nrf.com"www.nrf.com, (International Trade Site) www.p-maps.org Competitive Comparison Performing a competitive comparison is one of the most important steps in developing your business plan. By identifying and analyzing your competitors, you'll have a better idea of what makes them successful and what works against them. This then leads to a further analysis of your own business to address these strengths and weaknesses. You should list and analyze every major direct competitor to your business along with at least three indirect competitors. An indirect competitor is a business that provides a not-so-obvious solution to your target market that would still solve their problem or fulfill their need. For example, you might sell new automobiles. Direct competitors would be other new and used car dealers. An indirect competitor would be a motorcycle dealership. For each direct competitor, include the following in your analysis: Name and Location Strengths and Weaknesses Market Share (% or small, medium, large, etc.) Product/Service Sourcing How will you be sourcing your products? Will you manufacture them yourself? If so, you should discuss how you'll source the materials needed to manufacture your products. Likewise, if you're a service-based company, will you have your own staff or will you subcontract labor from others? Discuss methods of production or service delivery, product or service development, quality control, inventory control. Inventory Management How much inventory is needed? What is its value? Why is that amount of inventory appropriate for your business and location? What equipment and technology are necessary to operate the business? List your major suppliers and discuss any terms they extend to your business. Warehousing and Fulfillment Does your business require you to warehouse inventory and fulfill orders or provide services? If so, how do you plan to do this? Will you outsource it or will you rent a warehouse and hire workers to fulfill orders and/or handle inventory? (Or will you work from your garage and do it yourself?) Typically, with new businesses it's smart to start small and then grow as the business grows. This limits your exposure and risk. Future Products/Services When starting a new business, or running an existing one, capital to invest into products/services isn't limitless. Because of this, you have to focus on the ones with the most potential and then expand your line as the business grows. It is important that you have a strategic plan for this area of your company. What new products/services do you plan to add in the future? When do you plan to add them? Questions like these need to be addressed in this section. Market Analysis The goal of this process is to research your sale venue and determine what the market is for your offerings. In short, you want to collect and analyze an appropriate amount of information to determine whether there is enough of a need/want for your products/services to support a viable business and allow it to grow. Some of the things you'll want to know include the market size, the growth rate of the market, how the market is trending, profitability and main competitors. Any data pertaining to your proposed marketplace should be included. This information is further used to determine what products/services to invest in and how to promote them. Be sure to do complete and thorough research for this section as it is critical to the success of your business. Industry Analysis It's time to do a bit of Internet-based research. There are many organizations on the Web that are specific to industries that can provide valuable information regarding your industry analysis. First, you should search the Web for trade associations and organizations that pertain directly to your industry. They typically have a lot of good information. Additionally, two sources you can check are First Research and Prime Industry Reports, both of which have a wide selection of industry reports available for a reasonable price. First Research (www.firstresearch.com) has statistics and analysis for a wide range of industries. Prime Industry Reports (www.primeIndustryReports.com) offers data on business ratios, benchmarks and trends on both national and local levels. Market Size You can find this information in the reports you've already gathered for your industry. If your product/service is very new and unique, you may have to make some assumptions in determining the market size. It's best that you have hard numbers for market size; however, if you can't do this, then scale it as best you can. If you worked from assumptions, then you should identify and explain them and how they were used to determine your market size. Don't just stick a number in this section without providing the source of your information. Industry Participants This section should provide an overview of the competition in your market. No need to list specific competitors, as they'll be provided in the next section. Rather you should generalize the competition (i.e., supermarkets, big-box resellers, hair salons, certified public accountants, etc.). It is also helpful to discuss the buying patterns of your target market. How and where do they purchase these products/services from? This will also help you to hone in on the industry participants and determine which are relevant and which aren't. Main Competitors Identify a minimum of three main competitors; include a brief summary about each one. Discuss how they market their offerings. (Is it offered as a service, through retail outlets, online, etc.?) Information you'll want to mention includes their size, number of locations, website address and anything else that will help you to understand their businesses better. Market Segments Market segmentation helps you to approach your specific customers by breaking down your target market as a whole into specific segments. This allows your marketing and sales strategy to focus on the people that are most likely to purchase your offerings. Most businesses have more than one market segment. For example, if you sold nutritional supplements, you would have several market segments that you would market to differently. These might include women, men, the young, older people, professional bodybuilders, athletes, average people who exercise to maintain good health. You should identify and understand each segment so you can create a marketing approach perfectly suited to every one. Some market segment considerations include: Demographics (age, gender, income, marital status, etc.) Geographic Location (local, international, regional, country, etc.) Lifestyle (thrifty, upscale, etc.) Special Interests (hobbies, etc.) Market Tests Testing is an excellent course of action in order to reduce your risk when entering a new business or market. A market test can be conducted at a relatively low cost. For instance, you can order or produce small quantities of your product and see if consumers vote for it with their credit cards. I've even heard of someone who developed a website for their product without actually having produced the product, then when someone ordered, they would apologize and say the product was out of stock. Another idea is to take your product to other resellers, such as small mom-and-pop shops, and put your product for sale there through consignment. The importance of a market test is to see if there is a desire for your product or service without going to full production and developing the entire infrastructure necessary to sell the product or provide the service. Target Market Segment Strategy Now that you've identified the market segments, you need to decide which one to target. You may choose one or opt for several segments. In this section you should be prepared to identify your target market segment(s) and explain in detail your reasoning for the choices you made. This will not only help you prevent targeting the wrong market, but will also instill confidence in potential investors that your decision-making process is sound. Market Needs Here, you want to identify the needs for the target market segment(s) you've chosen. You should provide a paragraph discussing the overall market need and a bulleted list of specific needs. Market Trends Discuss how the market has changed leading up to today and how it is expected to trend in the future. Discuss how this affects your target market segment(s). Market Growth Present historical and future growth for your target market segment(s). The historical numbers will lend credibility to your future growth projections. Positioning Positioning involves ascertaining how a product, service or company is perceived in the minds of consumers. Marketing Strategy and Implementation In this section, you'll want to provide a summary of your overall marketing strategy and details on how you plan to implement it. Present it as a kind of executive summary by writing a couple of paragraphs that give a synopsis about your overall approach. It should highlight the major points presented below. SWOT Analysis SWOT stands for strengths, weaknesses, opportunities and threats. A SWOT analysis is a method for strategic planning that evaluates these four elements as they relate to your business objectives. While performing the SWOT analysis, you'll want to identify the internal and external factors that are favorable and unfavorable to your company objectives. This not only helps you look at the business objectively, but alsohelps in devising the marketing strategy and the positioning you intend toadopt. Strengths- Your internal advantages (those within the company), compared to others, which will help you achieve your business objectives. Weaknesses - Your internal shortcomings in the business that can potentially prevent you from achieving your business objectives. Opportunities - External conditions (those outside the company) you see that will help you to achieve your business objectives. Threats - External conditions that could potentially prevent you from meeting your business objectives. The first two are internal to the business; whereas, the last two are external in the sense that they are related to the market and the competition. First, you develop a list of your strengths, then weaknesses. Afterward, you compile a list of external opportunities and threats to the business. After making the list for each of the four factors, you'll summarize them to have a clear picture of the important points from each of the sections. The goal is to draw a verbal picture that demonstrates what strengths and opportunities you can take advantage of while overcoming or avoiding weaknesses and threats internally or within your marketplace. Strengths Internal strengths are those found within your company. They give you an advantage that other organizations may not have. Perhaps you have previous work experience that gives you a business advantage. Or you have an innovative new-patented product. Location of your business, your marketing skills, manufacturing approach, well-known brand, financial resources, key staff all of these could be considered strengths. List each one. Weaknesses Develop a list of your internal weaknesses, which are the weaknesses inherent to you or your business. You need to be aware of your weaknesses when creating your business plan, so they don't negatively affect your likely success. For instance, if you're weak in marketing, you may choose to outsource your promotions or hire someone who has a strong background in this area. When identifying your weaknesses, look for areas where you can improve. Examples of weaknesses are the location of the business, low-quality products, negative branding (poor reputation), little experience with this type of business, or high product and/or overhead costs. Opportunities Opportunities are openings in the marketplace that you can leverage to your advantage. For instance, there may be a new niche that is developing that you can enter. Or there may be an opportunity available due to a large company leaving a market, new demographic for your product or service, new technology that allows you to produce products or deliver services faster and cheaper these and countless others are possible opportunities for you. Threats Competitors can undercut your price because they are able to purchase wholesale at a much lower price due to volume discounts. These companies have a much larger marketing budget as well, which poses a threat. Other hazards might come later on. For instance, you might enter a new niche that has been ignored by larger companies. While success comes almost instantly, larger companies may follow suit and enter the same market. They stand a good shot at taking a large share of business in this case. One example is Walmart deciding to sell a competing product at a discount in their stores. New regulations or import tariffs could also threaten your business. Compile a list of anything or anyone you can think of that would potentially pose a risk to your company. Strategy Pyramid A strategy pyramid is a method used by many businesses to help to achieve their strategic goals. At the top of the strategy pyramid, you have your main business strategy. This is basically a strategic goal that you want to achieve. At the next level are the tactics you'll use to achieve your strategy. For example, if your plan is to grow your Web business, your tactics may be to develop a more robust and user-friendly website, build awareness of your website and develop an online customer base. At the bottom of the strategy pyramid, you list the methods you'll use to carry each task through to completion. Google AdWords advertising campaigns are a good example. They would support your task of building awareness of your website. Another may be to produce new, improved images of all your products or to write better copy for all your product categories on the new website. When developing your strategy pyramid, limit yourself to three or four strategic priorities. If you develop any more, you're likely to lose focus and not achieve any of your goals. Unique Selling Proposition (USP) Also known as the value proposition - the unique selling proposition (USP) is the aspect of your business that differentiates it from businesses similar to yours. In essence, it's what makes your business special. Although most businesses should imitate other successful businesses, they also need to provide something unique and valued by potential customers in order to succeed. The USP should address an obvious void in the marketplace that you can actually fill. Beware that you don't promise too much, as it'll be difficult to deliver if you overpromise. Keep in mind that you'll need to clearly convey your USP through both your marketing and day-to-day operations in order to make your business successful. Competitive Edge What can you offer which is more competitive than what your competition offers? Do you offer better quality? Lower prices? Better service? A safer product? Better style? While the USP defines what you offer that other similar businesses don't, your competitive edge compares what you offer to similar products or services that your competition also brings to market. For instance, let's say you have a new method of manufacturing that lowers your production costs. This gives you a competitive edge over your competition by allowing you to sell your product at a lower price than they do. Competitive edge is an apples-to-apples comparison. Marketing Strategy and Positioning Now that you've identified your target market and the segments within, you need to develop a marketing strategy. Your plan and positioning should address each of these segments. There are three popular types of marketing strategies: product differentiation, cost leadership and focus strategy. Marketing strategies are executed through positioning (or the message strategy), which isused to communicate theaspects of the business you want to highlight to the target consumers. These three types of marketing strategies include: Product differentiation that uses the following positioning approaches: Product - This could be theuniqueness of the product like design, origin, service, features, options, etc. Or perhaps a special sort of packaging, service or range. Price - Directed toward status and prestige,hence high-priced brand. Distribution - Distributorservice or distributor location. MarketingCommunications - Connecting the brand with some celebrity or spokesperson. Cost leadership strategy uses low-price positioning. Focus strategyis positioning thatcaters to the needs of a narrow market. Positioning Statement The positioning statement tells the world who you are, what business you're in, what markets you serve, who you compete against, what benefit your products or services offer and also states how youre different from your competitors. To be effective, your positioning statement should be clear and concise. Be sure to limit yourself on how many benefits you include. If you include too many, you'll lose your focus and won't have an effective positioning statement. Pricing Strategy The pricing strategy may seem like a straightforward topic; however, it requires much thought and planning when starting a business and throughout the life of your company. Here are some typical pricing strategies: Competition-Based Pricing - Prices based on your competitors prices. Creaming or Skimming - Setting a high price to sacrifice volume for high margins. Loss Leader - Pricing a few products at below market value in order to get customers to make additional purchases that hopefully will include higher-margin products. Penetration Pricing - Pricing the product so you can quickly enter an established market. Premium Pricing - Setting the price artificially high, giving the customers the perception that this high-priced item must be much better than other similar products. Typically, you want to set prices at whole numbers, such as $65.00, $30.00, $15.00 rather than $64.99 or $29.95. Predatory Pricing - Pricing low in order to force the competition out of the market. Psychological Pricing - Pricing the product so it seems like a lower number (i.e., $4.99 versus $5.00). Dynamic Pricing - Flexible pricing that can be based on a number of market conditions, timing or other circumstances. An example of a partial implementation of this is having daily discounted products. High-Low Pricing - Prices are set artificially high and then discounts, sales and other promotions lower the prices, giving the consumer the perception of getting a good deal. This is seen quite often in jewelry stores. Premium Decoy Pricing - One item's price is set artificially high in order to drive sales of lower-priced items. Promotion and Advertising Strategy Now it's time to decide how you're going to market your business. Your promotion and advertising strategy should target your demographics at the lowest cost per conversion. In other words, you want to pay the least amount possible to bring in one new prospect through a means that works. You might try word of mouth, for example, which is free. But if that method doesn't bring in any new customers, it is useless to you (it does not convert lookers into buyers). On the other hand, you might try mailing postcards or brochures to prospects. You could pay $10 per new client, but have them coming in by the bucket-load. This method would, therefore, outperform the other. You want to be sure you're targeting the right audience and that you're reaching them in a meaningful way; otherwise, you'll waste a lot of effort, time and money. Here are some examples of typical promotions and advertisements: Word of Mouth - Provide products and services such that your customers will spread the word and bring more customers to you. Pay Per Click (PPC) Advertising - Pay each time a prospect clicks your keyword-related ad on a search engine. Affiliate Marketing - Other people sell your products/services in return for a commission. This is usually an online method, but can also work offline. Forums - Participate in forums and discussion groups relative to your target market in order to position yourself as an expert and attract new business. Print Advertising - Advertising in newspapers and magazines. Broadcasting - Marketing through radio ads and/or TV commercials. Video - Producing short videos to place on your website, YouTube or other websites. Direct Mail - Bulk mailing either directly to potential customers or by including a postcard in a value-pack-type mailing. Outdoors - Through billboards, sponsorships of sports teams, on public transportation, etc. Spokesperson - Using a well-known, or unique and memorable, spokesperson to represent your business/products. Event Marketing - Exhibiting at tradeshows, fairs and other community events. You should be specific in your promotion and advertising strategy. Don't just say you're going to use Google AdWords for advertising. Define what your keywords are, target price per click and monthly budget. Explain why this is one of your chosen strategies for advertising. Provide as much information as possible because investors will be very interested in how you plan to promote and advertise your business. Website The days of businesses not having websites have passed. No matter what type of business you have, you must have a Web presence. This section should discuss what your Web presence will be and how you plan to leverage it. You should define the purpose of your site (usually either informational or ecommerce). Document where your website will be hosted (i.e., third party-shared hosting, third party-dedicated server(s), server on your local network, etc.). Discuss what software you'll use for your website, who and how it will be customized and maintained, and all special features it will have (i.e., affiliate module, product reviews, configurable products, clients-only section with forms/information, etc.). Having a Web presence doesn't stop at your website: it extends well beyond and reaches out into the Internet. Here are some examples of other considerations for your Web presence: Social Media - Use Facebook and Twitter to reach out to your customers. Blog - Regularly updated blogs with helpful and interesting information related to your product or service. Forums - Moderated discussions related to your products/services. This is popular for companies providing software, as users often look for answers to their questions in the forums. Google Shopping - Free way to list your products in Google searches. Third Party Websites - List products on third party sites such as Amazon.com. Again, don't just state what you plan to do. Discuss it in detail. For example, if you're going to include a blog, define the topic of the blog, who will be responsible for updating it and how frequently it will be updated. A Web presence takes a lot of work, so plan ahead in order to avoid it being neglected. Marketing Programs Your marketing programs should be based on the promotion and advertising strategies you outlined previously. Create a separate marketing program for each of your promotion and advertising strategies. Discuss the methodology and include the budget, person managing it and a clear set of objectives tied to a timetable for each marketing program. Sales Strategy The difference between a marketing strategy and sales strategy is that the marketing strategy describes how you're going to reach out to potential customers. Your sales strategy defines how you're going to interact with potential customers once they've entered your store/office, visited your website or otherwise made contact with you. A good sales strategy should address how you're going to win over a difficult customer. If you run both an online and a brick-and-mortar company, then you should address each of these separately. Let's look at an example sales strategy for a kiosk in a mall selling skin-care products. You might choose to locate the kiosk in a high-traffic area of the mall and have salespersons directly approach shoppers to offer demonstrations. This way, you could show shoppers firsthand how effective the product is on the potential customers' hands. An example of an online business selling high-end candies may be to offer free samples when visitors subscribe to your mailing list. You can then follow up with those persons and make additional sales. Sales Forecast A sales forecast should be realistic, achievable and have milestones defined in both time and dollars. Include a short paragraph or two giving an overview of your sales projections along with the basis for those figures. Also, be sure to include a chart showing your monthly sales over a 12-month period and a table showing annual forecasts for three to five years. Table 5.6.1 Annual Sales Forecast Year 1Year 2Year 3 Sales Programs Managing the sales department of your company will require having a few sales programs in place. Some things to consider are sales metrics (to measure effectiveness of salespeople and methodologies), payroll for your sales staff (hourly or commission based), materials and resources needed by your sales team, and a budget for these materials and resources. You may also include charts and schedules for prospect follow-up, incentives for salespersons and training requirements, schedule and budget, just to name a few. Just as your marketing department has programs to manage its initiatives, your sales department should have the same. Legal Research and understand all legal issues pertaining to starting up and operating your organization and then document them in this section. This may include licensing, bonding, permits, insurance, zoning, government regulations, patents, trademarks, copyrights, etc. Milestones All businesses have milestones they work toward achieving. Defining your milestones in your business plan helps to ensure you keep your business on track and that you can measure the successfulness of your business. Table 5.8 Milestones MilestoneDate Exit Strategy Everyone starts a new business expecting success, and many times dreams do come true. However, there are times when a business idea doesn't prove to be profitable enough to base a business on, or you've lived your dream and are ready to move on. In order to limit your exposure to excessive debt, it's a good idea to have an exit strategy when you start the business. In this section, you should identify what would trigger an exit from the business (sales revenue below $xxx, margins of $xxx, retirement, selling to someone else, etc.) and how you will accomplish that exit. Questions pertaining to inventory liquidation, business closings, selling the business, compensation and severance packages for employees, etc. should be addressed. Organization and Management In this section of the business plan, be prepared to cover the people portion of your organization. One of the keys to the success of a business is its people, and the planning of your personnel should be given great and careful consideration. Organizational Structure Provide an organizational chart showing your company's structure. As with most small businesses, you may have one person filling multiple roles, and this is acceptable. Show each person in relation to their duties even if a single person performs more than one set of responsibilities. Management Team For each person in your management team, include a one-paragraph biography and then a paragraph that discusses what they bring to the company as far as experience, strengths, education and other skills. Next, provide a paragraph about what their role is and the requirements of that role. Management Team Gaps Most start-ups have limited resources. This section identifies and details areas where the management team lacks skills and experience. For each management team gap, discuss how you'll overcome the challenge. For instance, if your team doesn't have accounting and financial experience, you may turn to a financial planner or CPA to fill that gap. Personnel Plan This section identifies how you're going to staff your business. Identify the personnel requirements for your business along with a table showing the budget requirements for each position over the next three to five years. Table 6.4 Personnel Plan PositionYear 1Year 2Year 3Total Personnel Costs Board of Directors If your business is incorporated, identify the members of your board of directors in this section. Include a brief biography for each board member. It is acceptable to have the same person serve in more than one director's role. Financial Plan The financial plan will cover the following: Required Cost of Start-Up Profit and Loss Cash Flow Balance Sheet Financial Ratios Profit and loss shows the profitability of the business, whereas balance sheet outlines the financial position of the company. Also, cash flow details the status of cash received and paid over a specified period of time. These entire documents are required to get financing. Important Assumptions All financial plans are based on a number of assumptions. In this section, you should list the assumptions your financial plan is based on. Some examples include: Your ability to hire staff at an estimated hourly rate of $x.xx. Customers purchasing products because [fill in the blank]. A conversion rate of x% using PPC advertising that results in $x.xx in sales for every $1 spent in advertising. The ability to negotiate a discounted rent for the storefront. Start-Up Costs Tracking expenses is an important responsibility for small companies. In this section, you'll want to itemize all expenses associated with starting your business and operating it for the first month. Begin with expenses, then current assets with no depreciation and then long-term assets that will have depreciation value. Depreciation will be included after the first month. Table 7.2 Start-Up Costs Start-Up ExpensesAmountTotal Start-Up ExpensesStart-Up AssetsTotal Start-Up AssetsTotal Required Start-Up Costs Source and Use of Funds Identify the source of the money you need to start your business and how that money is going to be used. For example, you may be getting a line of credit with the bank that you'll use to purchase inventory, paying the line of credit down in between orders. Some of your start-up assets may be financed; whereas, other on-time start-up costs may be funded using your personal savings. If your organization is incorporated, the sale of shares of stocks to principals may also be a source of funding. Break-Even Analysis Businesses need to generate a certain number of sales dollars before they can break even. This is because there are typically large, fixed-price monthly expenses that need to be covered before you can start earning a profit. For example, you need to reach a sales threshold before paying monthly rent, payroll, utilities, advertising and other ongoing expenses. As the business grows, these monthly expenses may also grow - advertising may increase, you may need a larger storefront or additional employees, insurance rates may rise, etc. Additionally, you have variable costs such as purchasing the products you sell. Be sure to include all fixed and variable costs in your break-even analysis. This report should be presented in a graph format that shows the sales along the horizontal (x-axis) and profit/loss along the vertical (y-axis). Projections There are three key projections needed for this section: profit and loss, cash flow and balance sheet. For a start-up, business figures have to be projected for all of the above financial statements (called pro forma statements). The term "pro forma" means provided in advance. You should consult your accountant or financial advisor when making projections. The sample tables here are not all-inclusive and are presented as examples to be used only as a starting point. Projected Profit and Loss The profit and loss statement details the income and sales of your company over a specified period. Table 7.5.1 Pro Forma Profit and Loss Pro Forma Profit and LossYear 1Year 2Year 3IncomeSalesCost of Goods SoldGross ProfitExpensesPayrollRentUtilitiesDeliveries and FreightInsurancePayroll TaxesAdministrative ExpensesAdvertisingMisc. ExpensesTotal ExpensesNet Profit Projected Cash Flow The statement of cash flow shows the incoming and outgoing cash of the business. Table 7.5.2 Pro Forma Cash Flow Pro Forma Cash FlowYear 1Year 2Year 3Cash ReceivedCash from OperationsCash SalesCash from ReceivablesSubtotal Cash from OperationsAdditional Cash ReceivedSales TaxRental IncomeSubtotal Cash ReceivedExpendituresExpenditures from OperationsCash SpentBills PaidSubtotal Spent on OperationsAdditional Cash SpentSales TaxLoan PaymentSubtotal Additional Cash SpentNet Cash FlowCash Balance Projected Balance Sheet The balance sheet provides an instant financial picture of your business. It has two sections: assets, and liabilities and capital. Table 7.5.3 Pro Forma Balance Sheet Pro Forma Balance SheetYear 1Year 2Year 3AssetsCurrent AssetsCashAccounts ReceivableInventoryOther Current AssetsTotal Current AssetsLong Term AssetsLong Term AssetsAccumulated DepreciationTotal Long Term AssetsTotal AssetsLiabilities and CapitalCurrent LiabilitiesAccounts PayableCurrent BorrowingOther Current LiabilitiesSubtotal Current LiabilitiesLong Term LiabilitiesTotal LiabilitiesPaid In / Invested CapitalRetained EarningsEarningsTotal CapitalTotal Liabilities and CapitalNet Worth Business Ratios You should state the Standard Industrial Classification (SIC) code that is used for your industry profile ratios. Your ratio-analysis table will typically be based on the information you're able to find on your business. The one provided below is an example of common ratios. Table 7.6 Ratio Analysis Ratio AnalysisYear 1Year 2Year 3Industry ProfileFinancial RatiosQuick RatioCurrent RatioCurrent Liabilities to Net WorthCurrent Liabilities to InventoryTotal Liabilities to Net WorthFixed Assets to Net WorthCollection PeriodInventory TurnoverAssets to SalesSales to Working CapitalAccounts Payable to SalesReturn on SalesReturn on AssetsReturn on InvestmentInterest CoverageIncome StatementNet SalesGross ProfitOperating IncomeNet Profit After TaxBalance SheetCashAccounts ReceivableInventoryTotal Current AssetsTotal Fixed AssetsOther Non-Current AssetsTotal AssetsAccounts PayableTotal Current LiabilitiesTotal Long Term LiabilitiesNet Worth This business plan template can be downloaded at:  HYPERLINK "http://www.fastbusinessplans.com/business-plan-template.html" http://www.fastbusinessplans.com/business-plan-template.html Free sample business plans are available at: HYPERLINK "http://www.fastbusinessplans.com/sample-business-plans.html"http://www.fastbusinessplans.com/sample-business-plans.html. Many articles to assist in guiding you through the writing of your business plan are available at:  HYPERLINK "http://www.fastbusinessplans.com/business-plan-guide.html" http://www.fastbusinessplans.com/business-plan-guide.html      HYPERLINK "http://www.fastbusinessplans.com/"www.FASTBusinessPlans.com Business Plan Template PAGE  PAGE 2 2348<MNOPQ^`gpq}~ļģĊxdSdSdSdSdSdSdSdSdS hy5:CJOJQJ^JaJ&hkmdhy5:CJOJQJ^JaJ#hkmdhy5CJOJQJ^JaJhG,hyCJaJhL`!hy0J6CJaJhy0JCJaJj*hyCJUaJhyCJaJjhyCJUaJhy56CJOJQJ'jh0hy56CJOJQJUhy5:CJ$aJ$hy OPQ_nopgdy  & Fh^hgdy$a$gdy  !gdy 3 4 B F z    ʻymamVP hyCJhg,hyCJaJh6hy5CJaJh6h65CJaJh6hw6CJaJhwCJaJh6CJaJh{*hy5CJaJh{*hy56CJaJhE'hE'5CJaJ hE'hyhyCJaJhlHxhyCJaJ hyCJ hy5:CJOJQJ^JaJ&hkmdhy5:CJOJQJ^JaJ  ( ) C J E I l+;! p$  $  $ gd"$a$gdy ' ) * A B C D ` a b c o p q ȺȺoXȺ,h"5CJOJPJQJaJmHnHtHu#j,h"UmHnHujh"UmHnHuh"mHnHu*j+hbh"0JUmHnHuh"mHnHuhbh"0JmHnHu$jhbh"0JUmHnHuhyjhyUhy5:CJaJhOY:hy5:CJaJ    ! " # = ɲɧײ}gRɧ)h"CJOJPJQJaJmHnHtHu*j-hbh"0JUmHnHuh"mHnHu#j -h"UmHnHujh"UmHnHuh"mHnHu,h"5CJOJPJQJaJmHnHtHuhbh"0JmHnHu$jhbh"0JUmHnHu*j,hbh"0JUmHnHu= > ? @ A B C D E a b c d g h y z { ~lV*j{/hbh"0JUmHnHu#j.h"UmHnHu*j.hbh"0JUmHnHuh"mHnHuhbh"0JmHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHuh"mHnHujh"UmHnHu#j.h"UmHnHu!       ( ) * D E F G H I J K L h i j k n mW*jo1hbh"0JUmHnHu#j0h"UmHnHu*ju0hbh"0JUmHnHuh"mHnHuhbh"0JmHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHu#j/h"UmHnHujh"UmHnHuh"mHnHu"n o   Яۓ}hVhۓ#j2h"UmHnHu)h"CJOJPJQJaJmHnHtHu*ji2hbh"0JUmHnHuh"mHnHu$jhbh"0JUmHnHu#j1h"UmHnHujh"UmHnHuh"mHnHuhbh"0JmHnHu,h"5CJOJPJQJaJmHnHtHu!     # $ % ? @ A B C D E F G c d e f i j z { | ɴɩ״iɴɩW״#j4h"UmHnHu*j]4hbh"0JUmHnHuh"mHnHu#j3h"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHuhbh"0JmHnHu$jhbh"0JUmHnHu*jc3hbh"0JUmHnHu" '()Cҿ蟐~hQ蟐,h"5CJOJPJQJaJmHnHtHu*jQ6hbh"0JUmHnHu#j5h"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHu*jW5hbh"0JUmHnHuhbh"0JmHnHuh"mHnHuCDEFGHIJKghijmn|gUg#j7h"UmHnHu)h"CJOJPJQJaJmHnHtHu*jK7hbh"0JUmHnHuh"mHnHuhbh"0JmHnHu,h"5CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHuh"mHnHujh"UmHnHu#j6h"UmHnHu     *+,-01IJKefgijklmnɴɩ״iɴɩW״#j9h"UmHnHu*j?9hbh"0JUmHnHuh"mHnHu#j8h"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHuhbh"0JmHnHu$jhbh"0JUmHnHu*jE8hbh"0JUmHnHu"n  $%&()*ҿ蟐~h蟐V#j;h"UmHnHu*j3;hbh"0JUmHnHu#j:h"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHu*j9:hbh"0JUmHnHuhbh"0JmHnHuh"mHnHu!*+,-IJKLOPhijɪɟ~hQɟ,h"5CJOJPJQJaJmHnHtHu*j'=hbh"0JUmHnHu#j<h"UmHnHujh"UmHnHuh"mHnHu*j-<hbh"0JUmHnHuh"mHnHuhbh"0JmHnHu$jhbh"0JUmHnHu)h"CJOJPJQJaJmHnHtHu45689:;<|gUgHjhbh"0JU#j>h"UmHnHu)h"CJOJPJQJaJmHnHtHu*j!>hbh"0JUmHnHuh"mHnHuhbh"0JmHnHu,h"5CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHuh"mHnHujh"UmHnHu#j=h"UmHnHu<=YZ[\abmno &'(ByjAhbh"0JUj@h"Uj@hbh"0JUj?h"Ujh"U h"&h"CJOJPJQJaJmHnHtHjhbh"0JUj?hbh"0JUh"hbh"0J/;I\ ` usFkn $ ! p$  L$ BCDFGHIJKghijop׺׺úÆxoxYx*jChbh"0JUmHnHuh"mHnHuhbh"0JmHnHu$jhbh"0JUmHnHujBh"Uj Bhbh"0JUh"hbh"0J&h"CJOJPJQJaJmHnHtHjhbh"0JU h"jh"UjAh"U9:;UVWYZ[\]^zѰܔ~l_VRh"hbh"0Jjhbh"0JU#jzDh"UmHnHu*jChbh"0JUmHnHuh"mHnHu$jhbh"0JUmHnHu#jCh"UmHnHujh"UmHnHuh"mHnHuhbh"0JmHnHu)h"CJOJPJQJaJmHnHtHu z{|}   '()*/0=>?YyjFhbh"0JUjnFh"UjEhbh"0JUh"jtEh"Ujh"U h"&h"CJOJPJQJaJmHnHtHjhbh"0JUjDhbh"0JUhbh"0J-YZ[]^_`ab~ðncTcBTcTn#jbHh"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHu*jGhbh"0JUmHnHuh"mHnHuhbh"0JmHnHu$jhbh"0JUmHnHu&h"CJOJPJQJaJmHnHtHjhbh"0JU h"jh"UjhGh"U !">?@ADERSTnҿ񝎝|fQ񝎝)h"CJOJPJQJaJmHnHtHu*jIhbh"0JUmHnHu#j\Ih"UmHnHujh"UmHnHuh"mHnHu,h"5CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHu*jHhbh"0JUmHnHuh"mHnHuhbh"0JmHnHunoprstuvwmh^hQ^h^mjPKh"Ujh"U h"&h"CJOJPJQJaJmHnHtHjJhbh"0JUh"hbh"0Jjhbh"0JU)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHuh"mHnHujh"UmHnHu#jVJh"UmHnHu:;<=BCPQRlmnpqrstu٥ٕ٥xjMhbh"0JUjDMh"UjLhbh"0JUh"jJLh"Ujh"U h"&h"CJOJPJQJaJmHnHtHhbh"0Jjhbh"0JUjKhbh"0JU,ðncTcBTcTn#j8Oh"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHu*jNhbh"0JUmHnHuh"mHnHuhbh"0JmHnHu$jhbh"0JUmHnHu&h"CJOJPJQJaJmHnHtHjhbh"0JU h"jh"Uj>Nh"U:;<=@Aabc}~ҿ񟐟~h񟐟V#j,Qh"UmHnHu*jPhbh"0JUmHnHu#j2Ph"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHu*jOhbh"0JUmHnHuh"mHnHuhbh"0JmHnHu!#$%?@ACDEFGHdefglʫʠrieiUrijRhbh"0JUh"hbh"0Jjhbh"0JU#j&Rh"UmHnHujh"UmHnHuh"mHnHu*jQhbh"0JUmHnHuh"mHnHuhbh"0JmHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHulm %&HIJdefhijklԺ㦺ޙԺ㉺|ԺjUh"UjThbh"0JUjTh"UjShbh"0JUh"jhbh"0JUj Sh"Ujh"U h"hbh"0J&h"CJOJPJQJaJmHnHtH0lmvhhbh"0JmHnHu$jhbh"0JUmHnHujWh"UjVhbh"0JUjVh"Ujh"U h"&h"CJOJPJQJaJmHnHtHjhbh"0JUjUhbh"0JUh"hbh"0J%6789<=KLMghiklmnopҿ蟐~qhdhTqh@&h"CJOJPJQJaJmHnHtHjXhbh"0JUh"hbh"0Jjhbh"0JU#jXh"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHu*jWhbh"0JUmHnHuhbh"0JmHnHuh"mHnHu <=>?κκxoxY*jsZhbh"0JUmHnHuh"mHnHuhbh"0JmHnHu$jhbh"0JUmHnHujYh"UjyYhbh"0JUh"&h"CJOJPJQJaJmHnHtHjhbh"0JUjXh"Ujh"U h"hbh"0J"ku,8AN !o!!!!!!gd & Fgd^gdy $ ! p$  L$ ?BCHIJdefhijklmѰܝ~lܝ#j[h"UmHnHu*jm[hbh"0JUmHnHuh"mHnHu$jhbh"0JUmHnHu#jZh"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHuhbh"0JmHnHu"   012367RSTnɴɩ״iRɩ,h"5CJOJPJQJaJmHnHtHu*ja]hbh"0JUmHnHuh"mHnHu#j\h"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHuhbh"0JmHnHu$jhbh"0JUmHnHu*jg\hbh"0JUmHnHunoprstuvw|gUg#j^h"UmHnHu)h"CJOJPJQJaJmHnHtHu*j[^hbh"0JUmHnHuh"mHnHuhbh"0JmHnHu,h"5CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHuh"mHnHujh"UmHnHu#j]h"UmHnHu   %&')*+,-.JKLMPQefgɴɩ״iɴɩW״#j`h"UmHnHu*jO`hbh"0JUmHnHuh"mHnHu#j_h"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHuhbh"0JmHnHu$jhbh"0JUmHnHu*jU_hbh"0JUmHnHu"123567ҿ蟐~h蟐V#jbh"UmHnHu*jCbhbh"0JUmHnHu#jah"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHu*jIahbh"0JUmHnHuhbh"0JmHnHuh"mHnHu!789:VWXY\]klmɪɓɈygyyדQɈy*j7dhbh"0JUmHnHu#jch"UmHnHujh"UmHnHuh"mHnHu,h"5CJOJPJQJaJmHnHtHu*j=chbh"0JUmHnHuh"mHnHuhbh"0JmHnHu$jhbh"0JUmHnHu)h"CJOJPJQJaJmHnHtHu     :;<>?@ABC_`abef}~lV*j+fhbh"0JUmHnHu#jeh"UmHnHu*j1ehbh"0JUmHnHuh"mHnHuhbh"0JmHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHuh"mHnHujh"UmHnHu#jdh"UmHnHu!}~     mW*jhhbh"0JUmHnHu#jgh"UmHnHu*j%ghbh"0JUmHnHuh"mHnHuhbh"0JmHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHu#jfh"UmHnHujh"UmHnHuh"mHnHu" + , - G H I K L M N O P l m n o t u Ѱꐇs_ZPZCPZjih"Ujh"U h"&h"CJOJPJQJaJmHnHtHjihbh"0JUh"hbh"0Jjhbh"0JU$jhbh"0JUmHnHu#jhh"UmHnHujh"UmHnHuh"mHnHuhbh"0JmHnHu)h"CJOJPJQJaJmHnHtHu !! ! ! ! !!!!,!-!.!/!4!5!L!M!N!h!i!j!l!m!n!o!p!̸̳̖̳v$jhbh"0JUmHnHujkh"Uj khbh"0JUjjh"U h"jjhbh"0JUh"hbh"0J&h"CJOJPJQJaJmHnHtHjhbh"0JUjh"U(p!q!!!!!!!!!!!!!!!!!!!!!!-""""ҿ񟐟~tpjpf[SKShdCJaJh4CJaJh5DhCJaJh hyCJhyjhyCJU#jlh"UmHnHujh"UmHnHuh"mHnHu)h"CJOJPJQJaJmHnHtHu$jhbh"0JUmHnHu*jlhbh"0JUmHnHuh"mHnHuhbh"0JmHnHu"####(#.#W###$$,$1$n$$$%.%:%=%R%%%&&&&&&&&G'H'I'ļĴĴĬsas#jmhUhUCJUaJjhUhUCJUaJhUCJaJhUhUCJaJhUh}CJaJh}h}6CJaJh}CJaJhCJaJhdCJaJhr(CJaJhJACJaJh>cCJaJhrCJaJh^h^6CJaJhCJaJh^CJaJ"!##$$w$x$$$$$$%:%P%Q%%%&&&'''=(>((,)gdU & FgdgdI'''''''':(;(>(?(l(w((((((*)+),)-).)/)A))))**/*T*Y*b*c*}*****ٿٿ٭٢xxrxlxrxfx h>CJ hCJ h"CJhgh0 CJ h\CJhghyCJ hN^hy hhhFWhUh}CJaJ#johUhUCJUaJhcCJaJ#jnhUhUCJUaJhUhUCJaJjhUhUCJUaJhUhU0JCJaJ(,)-)/)A)++++%,[,,,,z-{-000v2w2e3f3 3#^#gd' 3@^@gdmgdR{gdZ  & Fgdygdygdq`gdygd******=+J+++++++,,[,f,j,q,,,,,L-X-z-{----..(.B.J.].m.n.......ypyhgh?QCJ he CJ hSsCJ hCJhghx`8CJ hyCJhghQ2CJhghVZCCJhghO~ CJ hrCJ hO~ CJ hVZCCJ hlCJhhyCJhgh|CJ hyCJ h *CJ hCJ h>CJhghyCJ,../9/O/P/c/////////////I0M0W0b0k000000000L1P1W1Y1Z112+22222333³hB*OJQJphh/AhiB*OJQJphh$jB*OJQJphh?CB*OJQJphh/AhyB*OJQJph h[=thyhq`hyB* CJphphghVZCCJ h }CJ hCJ hCJ he CJhgh?QCJ.333&3'3S3_3c3d3e3f3n3r333333344 444 4+4,4F4G4K4V4X4Y4b4z4ɺᮟ}}vpjd[h/AhrCJ hrCJ h`1CJ hCJ hI5CJh/AhiCJh/Ah>2PCJ h|CJh~ hi5CJh/Ah|B*OJQJphhyB*OJQJphh/AhiB*OJQJphh3YB*OJQJphh$jB*OJQJphh/AhyB*OJQJphh/AhB*OJQJph"f334z444R5S5555666R6k666666 77,7 & F 88^8gd3 3^gdm 3#^#gd>2P & F 88^8gd; & F 88^8gdyz44444444445 5555#5Q5R5S555555555556646ȼȼȼȡȕ}w}n}_P_P_Ph/Ah>2PB*OJQJphh/AhA"B*OJQJphh/Ah3CJ hW(CJh/AhIdiCJh/Ah|B*OJQJphhIdiB*OJQJphh/AhB*OJQJphhB*OJQJphhS|3B*OJQJphh/AhIdiB*OJQJphh/AhiB*OJQJph h|CJh/Ah;CJh~ h;5CJ465666k6t6666 7777,7@7N7j7m7n7777777 8#8H8I8J8R8[8\8r8z8{8ƷƮƮەxl]h/Ah5B*OJQJphhs@B*OJQJphh/AhyB*OJQJph ht <hy hhyhTB* CJphph/AhrCJ hCJh/AhTCJh/AhiCJ h CJh/AhCJ h1%CJ h/CJh/Ah;CJh/Ah|B*OJQJphh>2PB*OJQJph",7@7N7777 88I8J8\888989`9k9999: & F 88^8gd/A 3#^#gd/AgdR{ 8gdT & F 88^8gd; & F 88^8gdy{88888888889999 9*9/9D9L9M9O9Y9Z9k9x99999999999:::::,:-:.:/:0:@:A:C:ҽɲhLyB*OJQJphhyB*OJQJph hhLHhLHhLyh,Sh1ICJaJh,Sh]CJaJ h1%CJ hCJh/AhyCJ h]CJh]B*OJQJphh/AhyB*OJQJphhAMB*OJQJph/::0:;;&>'>5>>>/?E???W@g@PBQB~BB 3#^#gd- 38^8gdAG & F 8^gd> 3#^#gdigdR{ & F 88^8gd,SC:F:K:M:[:p:t:::::::L;N;d;f;;;;;;;;;;;;;;<<<<۷۫۫۫ۓqqe۟eha0B*OJQJph hIkhk%<6B*OJQJph hIkhIk6B*OJQJphhIkB*OJQJphhk%<B*OJQJphh(t}B*OJQJphhIB*OJQJphhLyB*OJQJphh(B*OJQJphhyB*OJQJphhy+B*OJQJphh\mB*OJQJph!<{<}<<<<<<<<<<< = ==7=W=X=Y=r=u====== >#>%>&>'>5>ش̐̐̄̐xlbh;ch\m5CJh7oB*OJQJphhyB*OJQJphhVB*OJQJphh)GB*OJQJphhKB*OJQJphhB*OJQJphh-B*OJQJphhLyB*OJQJphh>,B*OJQJphhyB*OJQJphha0B*OJQJphhyhyB*OJQJph 5>T>U>W>[>^>b>c>>>>>>>>>>.?/?;?D?E????????@V@W@f@g@ɿ𤿝𑿅yyyjf_ hhyhyhihAGB*OJQJphh SB*OJQJphhjB*OJQJphhk%<B*OJQJph h1%5CJhKB*OJQJphhAGhk%<B*OJQJphh;chAG5CJhyB*OJQJphhAGhKB*OJQJphh:B*OJQJphhAGh\mB*OJQJph!g@h@@AAAOBQB}B~BBBBB"C&C.C/CGCICbCeClCrCxCCCCCCCCDD D DDD÷ۭ{uuung`uu h 5CJ h1%5CJ h-5CJ h-CJ h)y5CJh`6@hJ5CJ hCJ hJCJ hCJhhCJ h)yCJh`6@h5CJhyB*OJQJphh*B*OJQJphh uB*OJQJphh:B*OJQJphhB*OJQJphhg0B*OJQJph%BICCDEAEBEVEFFGGHHsJLmMN & F 8gdJ 3#^#gdZ 3#^#gd7& ^`gdR{3^gd/Agdyh^hgdy & F 88^8gd`6@ & F 88^8gdDD)DJDKDLDaDkDDDDDDDDDEEEEEE?E@EAEBEIEJEUEVEnEzEEEEEEEEEȾߵvvfvvvhB*OJQJ\aJphhIVsB*OJQJ\aJphh )[B*OJQJ\aJph h|'}aJ h}6hyh}6hyaJh6(hyCJh-h*CJh`6@h-5CJ h-CJ h 5CJh`6@h5CJhhCJ hJCJ h-CJ hrCJ h1%CJ'E-F1F9FJFiFFFFFFFFFFFF7GBGRGSG^G_G}GGGGGGGGGG HH/H𽶲qeqeqh.B*OJQJphhc hyB*OJQJph hn(hy h[=thyhyB*OJQJphh*B*OJQJphh7&B*OJQJphhy ht <hy$h/AhyB*OJQJ\aJphhB*OJQJ\aJphhIVsB*OJQJ\aJphhkB*OJQJ\aJph#/HsHHHHHHHHHHHHHHHHHIIIIII&I.IaIhIiImI|IIIIIIIIIŻ|vpgpggghZ hyCJ h`]CJ hrCJhZ ht\CJhZ h&.VCJ hnCJ ht\CJ hqiCJ h_dCJhc hyCJ h&.VCJ h.CJh.h.5CJh.ht\5CJh_dB*OJQJphh.B*OJQJphhrB*OJQJphhZ B*OJQJph&I9JHJ^JeJqJsJ~JJJJJJJ K%K7K8KIK]KuKKKKtLLLLLLLLLLLMAMIMWM[MlMmMxMyMzMMMýßÙßÙ̙̓{{hJht\5CJaJhJhZ 5CJaJ hJCJ h1oCJ hqiCJ hz'.CJ h}?CJ hCJ hCJ h_dCJhc hyCJ h.CJh.hy5CJhZ h&.VCJhZ hyCJ hgICJ h`]CJ hX`CJ.MMMMMMMMMNNNNOOPOpOsOOOOOOOOO"P-P.P7P?PZPdPnPPymyahDXB*OJQJphhB*OJQJphh<xB*OJQJphhqiB*OJQJphhS{B*OJQJphh3B*OJQJphhyhJhHCJaJhJhp*CJaJhJhp*5CJaJhqiCJaJhJCJaJhJhrCJaJhJhJCJaJhJh.CJaJ!NOO9QQQqSSST4TZTTTTVVeW|W & F 88^8gdy 3#^#gd&ogdy 3#^#gd2 3#^#gd3 ^`gdR{ & F7$8$H$gdJPPPP8Q9QQQQQQQRRRR-R2RGRRR\RwRxRRRRRR1S5SASQSqSSŹznnn] h2hy6B*OJQJphh:PqB*OJQJphhIB*OJQJphhB*OJQJphhqiB*OJQJphh2hyB*OJQJphhrB*OJQJphh%B*OJQJph hn(hyh3hyB*OJQJphhDXB*OJQJphhB*OJQJphh&.VB*OJQJph SSSSSSSSSTTTTTT"T'T2T4TATJTYT^TdTnTzTTTTTTTTUUUѺxl`h'B*OJQJphhz^B*OJQJphh;`B*OJQJph hqiCJ hTCJ h1%CJh&ohyCJhTB*OJQJphh&ohqiB*OJQJphh&ohyB*OJQJphhyh1% hn(hyh@<hyaJ h2hy6B*OJQJphhd6B*OJQJph#UU-U3UEUFUPUQUiUjUrUUUUUUV)V2VJVwV|VVVVVVV W̱̽إؙ̍رufU h1Thy6B*OJQJphh&ohTB*OJQJphhyB*OJQJphh k'B*OJQJphhXB*OJQJphh6aB*OJQJphh;`B*OJQJphhqiB*OJQJphh&oh}B*OJQJphh'B*OJQJphh&ohyB*OJQJphh}B*OJQJphhbB*OJQJph WW,W-W8W9WeW|WWWWWWWWXX;XbAbkbbbbbbbbbbc)c:cAcBcFcWcbcpc|cccccc dd4d=dVdbdcddddýý÷ɷɷɷɷɷëë÷ÓÓÍÆ hS'Ehi` h}CJ h='CJ hOCJ hW_CJ h)CJ h8 CJ hqiCJ h\zCJ hiCJ hB@CJ h%CJhn(hyaJhH%QhyB*OJQJphhRwB*OJQJphh)gB*OJQJph2cddOfPfggh%j&jr@rSrWrϷvjvj^R^Fh B*OJQJphhqiB*OJQJphhsB*OJQJphh0B*OJQJphhD%B*OJQJphh0 hn(h0hghQCJ hCJ hQCJh) hCJh2tB*OJQJphhyB*OJQJphhmB*OJQJphhv4B*OJQJphhQB*OJQJphhyhB*OJQJphh}B*OJQJphpq[q~qqqssu3uvwwwmx{xy yy 3#^#gdE9^gdOfgdy] 3#^#gdK ^`gdR{ 3#^#gd0 ^`gd0 & F ^gdi`Wrbrcresfsssssssssssqtwttttttuu3uYubu|uuuuuuuuu vv)v2v7vMvivpvvü۰}}qhoB*OJQJphh8}h8}B*OJQJphhqB*OJQJphhK'B*OJQJphhxbB*OJQJphh4 ?B*OJQJph hn(hyh0B*OJQJphhZ1{B*OJQJphhqiB*OJQJphh B*OJQJphhsB*OJQJph,vvvvvvvvvvwww*w5wCwFwGwNwUwwwwwx3xlxmx{xxxxyy yOy[yyy¼¶¶°ȡȡymyihyhEdB*OJQJphhE9hE9B*OJQJphhE9 hEdCJhOfhyCJ h]lCJ hkCJhFhyCJ h-YCJ h ,CJ hqiCJ hOfCJ h|hyhAB*OJQJphh>`B*OJQJphh4 ?B*OJQJphhoB*OJQJph&yyyzzz||}~~~~yz89DЅх^gdAmgdy 3 & F gdY 3#^#gdYgdR{^gdygdygdy 3^gdH yyyyyyyyy z'z0z3z6zkzwzzzzzzzzzzzzzz {{{!{4{:{P{R{e{p{u{{{{{{I|ǻ͵ǬttthqiB*OJQJphh[ B*OJQJphhYhyB*OJQJphhy hhy hyCJhv)hyCJ hbgCJ ha!2CJ hrCJ h`CJ hzCJhv)h CJ hDCJ hCJhv)hv)CJh_whyaJ hDaJ-I|P||||||||||||}}3}4}}}~}}}}}}}}}~~~~~~$~@~~~~~~~~~~~~~~ɸ䔅hYhqiB*OJQJphhqiB*OJQJphhB*OJQJphhYB*OJQJph hYhy5B*OJQJphhYhYB*OJQJphhyB*OJQJphhYhyB*OJQJphh[ B*OJQJph0 @Hxyz-Biuς܂789Dԃɽձwogowgwowo_TLhdCJaJh hAmCJaJhyCJaJhrCJaJh UCJaJh'xCJaJhI<CJaJhO(CJaJ hS'EhyhYhYB*OJQJphhyB*OJQJphh)B*OJQJphhrB*OJQJphhyLB*OJQJphhqiB*OJQJphhYhyB*OJQJphhYhrB*OJQJphԃUVxބ߄$DυЅх߅Xbquֆ׆؆ن̇߇7[cdyhyCJaJhJ[CJaJh pSCJaJhrCJaJh'xCJaJ hS'Ehyh hAmCJaJhyCJaJhl?CJaJh*dCJaJh`1CJaJh*#CJaJhdCJaJhQ/CJaJhI<CJaJ1х߅9:|R 3#^#gd4 ? 3#^#gdu 3#^#gd^ 3#^#gd7 3#^#gdIygdR{^gdAmgdyÈ͈+?INTvw@ʊ݊;CËʋ =_»shQ/B*OJQJphhknfB*OJQJphhrB*OJQJphhXB*OJQJphh[B*OJQJphh;qB*OJQJph hBQhyh hyCJaJhpCJaJhQ/h}CJaJhJ @CJaJhrCJaJh'xCJaJh}CJaJ-׌ߌ(+9NOPo}ƍǍ%'89:_`tŽ$)*78ÓÓteteth^h+ B*OJQJphhYyB*OJQJph hhyhQ/B*OJQJphh7B*OJQJphhB*OJQJphh'B*OJQJphhknfB*OJQJphhIyB*OJQJphhEB*OJQJphh;qB*OJQJphhrB*OJQJphhXB*OJQJph'8;CJK{ŏѐ>Vfwɓ̓ГՓefhi{|𪣗ph[h n=B*OJQJphh$B*OJQJphhB*OJQJphhuB*OJQJph h (hyh5?h0qB*OJQJphh^hrB*OJQJphh^hQ/B*OJQJphhQ/B*OJQJphhYyB*OJQJphh^hyB*OJQJph+єԔޔTdluv ΖϖӖۙۙ~m\m hdhNJ5B*OJQJph hdhy5B*OJQJphhNJhdB*OJQJphhyB*OJQJphhNJhyB*OJQJphh$B*OJQJphhIB*OJQJphh[hwB*OJQJphhwB*OJQJphhNJB*OJQJphh6<B*OJQJphh4 ?B*OJQJph$RT(}ӛ^gd#^gdNJgdy3 & F^gdNJ3 & F^gdNJ 3#^#gdNJ 3#^#gdw 3#^#gd4 ?ӖԖ dejklxїҗݗޗ&'(@ABCD}ĸĬĬĬu h?RUhy5B*OJQJphh?RU5B*OJQJphh$B*OJQJphhU]B*OJQJphh?RUB*OJQJphhdB*OJQJphhNJB*OJQJph hdhy5B*OJQJphhNJhyB*OJQJphhNJh$B*OJQJph-ИԘ՘ژۘ.=ƙ˙ҙITǸ䥝zzzzrzj_hh !CJaJhyCJaJhY9dCJaJh[CJaJhoCJaJh[CCJaJh !h !CJaJh !CJaJ h[ChyhNJB*OJQJphhNJh$B*OJQJphh$B*OJQJph h?RUhy5B*OJQJphhNJhyB*OJQJphhDEqB*OJQJph%қӛԛߛ./2jklw{ȜӜԜ%)l{吰|qhHhHCJaJhHCJaJhHh*h5CJaJhY9dCJaJh"ACJaJhwvCJaJhDCJaJh^TCJaJhD5CJaJh^Th*h5CJaJhyCJaJh+=CJaJh[CCJaJh*hCJaJh4AVCJaJhFL hjhy(ӛԛllڞB [\&' .k~ & Fgd j^gd+=gdy & Fgd+=^gd#֝FGHڞ+,@ABQUej !AEɠLM[\ϻϻ׻׳׳׳׳uhh*hCJaJhzhDh(5CJaJhzCJaJhZ[hZ[CJaJhZ[CJaJhZ[hDh(5CJaJhDh(CJaJh*hCJaJhHh*h5CJaJhHCJaJhDCJaJhHhY9dCJaJhHhHCJaJhHh*hCJaJ,\ju~.'QRu%'  /STξζƮ֦暒暆zrjrhL#CJaJh jCJaJh h j5CJaJh h 5CJaJh CJaJh h+=5CJaJhyCJaJh6CJaJhlCJaJh N3CJaJhDCJaJhtCJaJhwnCJaJh&-lCJaJh+=CJaJ h:ohy hjhyhFL)TȦ-.?CkwzZkop~ڨHXYZܼܼ|sh|h&h&CJaJh&5CJaJh&CJaJh&hwn5CJaJhDCJaJh":hwn5CJaJh":CJaJhIJqCJaJhwnCJaJh":hIJq5CJaJhIJqh9g5CJaJh9gCJaJh+=CJaJh9gh+=5CJaJh jCJaJh tCJaJ&~ڨH9:BǮȮ|3xưǰqgdR{^gdCgdFL & FgdC^gdYGgdy^gd+=^gdwn & Fgd+=Zתު89:ABoqrx !#BGU\mwӬԬ ڭܭºzzhtCJaJh"YCJaJhLMCJaJhCCJaJhUCJaJhY9dCJaJhDCJaJhT&CJaJhYGCJaJhy hjhyhh+=CJaJhCJaJhdCJaJhwnCJaJh&CJaJh2CJaJ0BCĮƮǮȮԮخ-.|13BFxưǰٰް:;̱ͱADjnpq hhyhyCJaJhsLCJaJhz_CJaJh jCJaJ hohFLhKCJaJhYGhYGCJaJhtCJaJhthYG5CJaJhFLCJaJhYGCJaJhDCJaJhCCJaJ3޳#3:z~Ѵ*,QRUV]deƵ"DIQZlö!17Jjv÷÷ëëßëÓÓÓ{{{{{h(B*OJQJphhRB*OJQJphhiyB*OJQJphhDB*OJQJphh!C8B*OJQJphhY9dB*OJQJphhUB*OJQJphhIB*OJQJphhA;IB*OJQJphhIB*OJQJphhB*OJQJph0+,ͷ=>`ahov3$$If^a$gd &3$If^`gd> 3^gdf^gd(gd% 3#^#gdU ̷ͷ5<Ҹ<=>_`vw{|-.ݽ{piaYahb CJaJh CJaJ h h%h(ho4CJaJ h &\ h &h &h &h &B*OJQJph hQh &5B*OJQJphh &5B*OJQJphh &CJaJh%CJaJhY9dCJaJhCJaJhCJaJho4CJaJhy hhyhUhUB*OJQJph"vwxyzM<((3$$If^a$gd &3$If^gd &kdp$$Ifl\r @  @@@@ t(44 l` ap(yt%QYz{|}~9(3$If^gd &kdp$$Ifl\r @   t(44 l` ap(yt%QY3$$If^a$gd &~9(3$If^gd &kdq$$Ifl\r @   t(44 l` ap(yt%QY3$$If^a$gd &9kdr$$Ifl\r @   t(44 l` ap(yt%QY3$$If^a$gd &3$$If^a$gd &3$If^gd &M<((3$$If^a$gd &3$If^gd &kds$$Ifl\r @   t(44 l` ap(yt%QY900^gd(kd{t$$Ifl\r @   t(44 l` ap(yt%QY3$$If^a$gd &!'2=,6;3$If^gd|R 3#^#gd}zP 3#^#gdwvgdR{^gdo4gd% .IJUijzֺ׺?EF^` !'Oż2=+{mh}zP5B*OJQJphhyB*OJQJphh}zPB*OJQJph hhyhDB*OJQJphhc\0B*OJQJphhwvhRzB*OJQJphhRzho4hyCJaJh CJaJhY9dCJaJhaCJaJhDCJaJh CJaJhb CJaJ'+,;<>?ABDEGHJKMNPQR`Tҿ $PuzƷwkk_khB*OJQJphhjfB*OJQJphh/B*OJQJphhN'uB*OJQJphhR;B*OJQJphhDB*OJQJphhB*OJQJphhRzhwvh}zPB*OJQJph h|Rh}zPh|Rh}zP\ hQh}zPh}zPh|Rh}zPB*OJQJph hQh}zP5B*OJQJph%;<=>zz3$If^gd|Rskd`u$$Ifl0<#  @@ t44 l` apyt|R>?@Azz3$If^gd|Rskdv$$Ifl0<#   t44 l` apyt|RABCDzz3$If^gd|Rskdv$$Ifl0<#   t44 l` apyt|RDEFGzz3$If^gd|RskdLw$$Ifl0<#   t44 l` apyt|RGHIJzz3$If^gd|Rskdw$$Ifl0<#   t44 l` apyt|RJKLMzz3$If^gd|Rskdx$$Ifl0<#   t44 l` apyt|RMNOPzz3$If^gd|Rskd8y$$Ifl0<#   t44 l` apyt|RPQR`IJf\u~y~le`yS 3#^#gd_gdO#gdy 3#^#gdgdR{ 3#^#gdwvskdy$$Ifl0<#   t44 l` apyt|R .2HIJf~ *1@{uuuu h FCJ h5CJ hACJ hDCJh yhyCJ hxCJhh3hyaJhhyB*OJQJphh`B*OJQJphhwvhRzB*OJQJphhN'uB*OJQJphhjfB*OJQJphhB*OJQJphh/B*OJQJph,@L[\u  rwشؕؕؕؕ̕إvjh\B*OJQJphhB*OJQJphhsjB*OJQJph h0hyhv>dB*OJQJphhyh_hyB*OJQJphh1BB*OJQJphhA4B*OJQJphhDB*OJQJphh_B*OJQJph h (hyhO#hyCJ h FCJ holRCJ&;J*+DMT[b3$$If^a$gd|R3$If^gd|R 3#^#gdQ 3#^#gd_gdR{ %(:;J )*+5Dbcghlmqrۭۡەۉ{j[S[S[S[L h|RhQh|RhQ\h|RhQB*OJQJph hQhQ5B*OJQJphhQ5B*OJQJphhyB*OJQJphhO(B*OJQJphh_pIB*OJQJphh+gB*OJQJph h (hyh_hyB*OJQJphhz|B*OJQJphhsjB*OJQJphhDB*OJQJphhB*OJQJphbcdefO>**3$$If^a$gd|R3$If^gd|Rkdz$$Ifl\<# @@@@ t(44 l` ap(yt|Rfghij;*3$If^gd|Rkd`{$$Ifl\<#  t(44 l` ap(yt|R3$$If^a$gd|Rjklmn;*3$If^gd|Rkd@|$$Ifl\<#  t(44 l` ap(yt|R3$$If^a$gd|Rnopqr;kd }$$Ifl\<#  t(44 l` ap(yt|R3$$If^a$gd|Rrstuv3$$If^a$gd|R3$If^gd|Rrvw{|7Tsޱzkb\SM hyCJhhyCJ h9DCJhh3hyaJh_hyB*OJQJphh9DB*OJQJphh B*OJQJphhO(B*OJQJphhAuB*OJQJph h (h#Ph_hQB*OJQJphh|RhLB*OJQJphh|Rh &B*OJQJph hQhQ h|RhQhQh|RhQB*OJQJphvwxyzO>**3$$If^a$gd|R3$If^gd|Rkd~$$Ifl\<#  t(44 l` ap(yt|Rz{|}~;*3$If^gd|Rkd~$$Ifl\<#  t(44 l` ap(yt|R3$$If^a$gd|R~;*3$If^gd|Rkd$$Ifl\<#  t(44 l` ap(yt|R3$$If^a$gd|R;. 3#^#gd_kd$$Ifl\<# @@@@ t(44 l` ap(yt|R3$$If^a$gd|R'(<R9t#2 3 & F gdU] 3#^#gd ,gd9D3 & F ^gdFsgdygdy 3#^#gd_gdR{'4J_`jw;<R.78:JMNOUVsuʾʷ{{och%B*OJQJphh]B*OJQJphhU]B*OJQJphhiaB*OJQJphhSB*OJQJphh B*OJQJphhn{B*OJQJph h (hy hGsCJ h CJhhyCJ h9DCJhFsh B*OJQJphhFshyB*OJQJphhh9DCJ&u "#2MX󴭡zl[z hQhW5B*OJQJphhW5B*OJQJphhWB*OJQJphhyB*OJQJphh ,hY9dB*OJQJphhPB*OJQJph h (hyh ,hyB*OJQJphh]B*OJQJphhSuB*OJQJphhiaB*OJQJphhSB*OJQJphhn{B*OJQJph2Avkd$$Ifl0 @@ t44 l` apyt23$$$$If^a$gd3$$$If^gd 3$$#^#gd 3#^#gd , *,-/0235689;<>?ENTVW䪞侏hQh+P\h|Rh+PB*OJQJphhB*OJQJphh B*OJQJphhQhW\ hQhWhW h|RhWh|RhW\hWB*OJQJphh|RhWB*OJQJphh B*OJQJph5^vkd)$$Ifl0  t44 l` apytV3$$$$If^a$gd3$$$If^gdu^3$$$$If^a$gd3$$$If^gdvkd҂$$Ifl0  t44 l` apytVu^3$$$$If^a$gd3$$$If^gdvkd{$$Ifl0  t44 l` apytVu^3$$$$If^a$gd3$$$If^gdvkd$$$Ifl0  t44 l` apytVu^3$$$$If^a$gd3$$$If^gdvkd̈́$$Ifl0  t44 l` apytVu^3$$$$If^a$gd3$$$If^gdvkdv$$Ifl0  t44 l` apytWu^3$$$$If^a$gd3$$$If^gdvkd$$Ifl0  t44 l` apytWu^3$$$$If^a$gd3$$$If^gdvkdȆ$$Ifl0  t44 l` apytWu^3$$$$If^a$gd3$$$If^gdvkdq$$Ifl0  t44 l` apytWu^3$$$$If^a$gd3$$$If^gdvkd$$Ifl0  t44 l` apytWu^3$$$$If^a$gd3$$$If^gdvkdÈ$$Ifl0 @@ t44 l` apyt2+,u^3$$$$If^a$gd3$$$If^gdvkdl$$Ifl0  t44 l` apyt2,-./u^3$$$$If^a$gd3$$$If^gdvkd$$Ifl0 @@ t44 l` apyt2/012u^3$$$$If^a$gd3$$$If^gdvkd$$Ifl0  t44 l` apyt2345u^3$$$$If^a$gd3$$$If^gdvkdg$$Ifl0  t44 l` apyt5678u^3$$$$If^a$gd3$$$If^gdvkd$$Ifl0  t44 l` apyt+P89:;u^3$$$$If^a$gd3$$$If^gdvkd$$Ifl0  t44 l` apyt+P;<=>u^3$$$$If^a$gd3$$$If^gdvkdb$$Ifl0  t44 l` apyt>?UVu^3$$$$If^a$gd3$$$If^gdvkd $$Ifl0  t44 l` apytVWXYu^3$$$$If^a$gd3$$$If^gdvkd$$Ifl0 @@ t44 l` apyt WXYZ`iwyz{ 7@ai-:;Ygеtthttttttt\th#lnB*OJQJphhY9dB*OJQJphh*AB*OJQJphhMmB*OJQJphh[P'B*OJQJph h (hyh ,hWB*OJQJph hQhWh|RhWB*OJQJphhc[B*OJQJphhB*OJQJphhQh \h|Rh B*OJQJphh B*OJQJph YZxyu^3$$$$If^a$gd3$$$If^gdvkd]$$Ifl0  t44 l` apyt yz{|wjw]wP 3#^#gdz3 3#^#gd 3#^#gd[P'gdR{ 3#^#gd ,vkd$$Ifl0 @@ t44 l` apyt (6CIJ\f012<=BCGHٵ٩٩ٝٝٝٵَ{o{o{o{o{oh@B*OJQJphhB*OJQJph h (hyhKehyB*OJQJphhB*OJQJphh B*OJQJphhY9dB*OJQJphh5dB*OJQJphhWB*OJQJphhKeB*OJQJphh1P hhyh[P'hyB*OJQJph+HPQXY^`noyMl(+Rشؓ|q|qqqhhCJaJhw(CJaJhCJaJ hS'EhyhhyCJh`1B*OJQJphh@B*OJQJphh B*OJQJphhB*OJQJphhY9dB*OJQJphhz3hyB*OJQJphh@B*OJQJphhB*OJQJph*RSy3$$If^a$gdV3$If^gdV 3^gdkG 3#^#gd ^gdgdy^gdy RSxy-01;>?MPQilmx|}ººº³£³œ~~~~~ hQhthQht\h|RhtB*OJQJph hQhhhtB*OJQJph h|Rhh|Rh\h|RhB*OJQJphhB*OJQJph hQh5B*OJQJphh5B*OJQJphhy1M<((3$$If^a$gdV3$If^gdVkd$$Ifl\B# @@@@ t(44 l` ap(ytkG9(3$If^gdtkd$$Ifl\B# @@@@ t(44 l` ap(ytkG3$$If^a$gdV9(3$If^gdtkdy$$Ifl\B#  t(44 l` ap(ytkG3$$If^a$gdV9kd^$$Ifl\B#  t(44 l` ap(ytkG3$$If^a$gdV3$$If^a$gdV3$If^gd4KM<((3$$If^a$gdV3$If^gdVkdC$$Ifl\B#  t(44 l` ap(ytkG9(3$If^gdtkd($$Ifl\B# @@@@ t(44 l` ap(ytkG3$$If^a$gdV9(3$If^gdtkd $$Ifl\B#  t(44 l` ap(ytkG3$$If^a$gdV9kd$$Ifl\B#  t(44 l` ap(ytkG3$$If^a$gdV3$$If^a$gdV3$If^gdt-./M<((3$$If^a$gdV3$If^gdtkdח$$Ifl\B#  t(44 l` ap(ytkG/01;<9(3$If^gdtkd$$Ifl\B#  t(44 l` ap(ytkG3$$If^a$gdV<=>?M9(3$If^gdtkd$$Ifl\B#  t(44 l` ap(ytkG3$$If^a$gdVMNOPQ9kd$$Ifl\B#  t(44 l` ap(ytkG3$$If^a$gdVQijkl3$$If^a$gdV3$If^gdtlmyz{M<((3$$If^a$gdV3$If^gdtkdk$$Ifl\B#  t(44 l` ap(ytkG{|}9(3$If^gdtkdP$$Ifl\B#  t(44 l` ap(ytkG3$$If^a$gdV9(3$If^gdnkd5$$Ifl\B#  t(44 l` ap(ytkG3$$If^a$gdV9kd$$Ifl\B#  t(44 l` ap(ytkG3$$If^a$gdV%89LbcptuǼ}nbSKbSKbSKbSh|Rh&\h|Rh&B*OJQJphh&B*OJQJphh ,hfB*OJQJphh&5B*OJQJphhf5B*OJQJph hfCJ hyCJhhyCJ h^hy hS'EhyhFt`hFt`CJaJ hQhh|RhB*OJQJphh4KB*OJQJph hQhth|RhtB*OJQJph3$$If^a$gdV3$If^gdVMD?66^gdygdy^gdFt`kd$$Ifl\B# @@@@ t(44 l` ap(ytkG9MT[b3$$If^a$gdV3$If^gd&3$$^gd&bcqrsM<((3$$If^a$gdV3$If^gdVkd$$Ifl\B# @@@@ t(44 l` ap(ytVstu9(3$If^gd&kdɠ$$Ifl\B# @@@@ t(44 l` ap(ytV3$$If^a$gdV9(3$If^gdVkd$$Ifl\B#  t(44 l` ap(ytV3$$If^a$gdV9kd$$Ifl\B#  t(44 l` ap(ytV3$$If^a$gdV-01>AB^_bcmnqr| κκκƺήήήhXLB*OJQJphhQh,\h|Rh,B*OJQJphh,B*OJQJphh gB*OJQJphhQh&\ hQh& h&\h&h|Rh&B*OJQJphh&B*OJQJph h|Rh&63$$If^a$gdV3$If^gdVM<((3$$If^a$gdV3$If^gd&kdx$$Ifl\B#  t(44 l` ap(yt&9(3$If^gd&kd]$$Ifl\B#  t(44 l` ap(yt&3$$If^a$gdV9(3$If^gdVkdB$$Ifl\B#  t(44 l` ap(ytV3$$If^a$gdV9kd'$$Ifl\B#  t(44 l` ap(ytV3$$If^a$gdV3$$If^a$gdV3$If^gdV-./M<((3$$If^a$gdV3$If^gd&kd $$Ifl\B#  t(44 l` ap(ytV/01>?9(3$If^gd&kd$$Ifl\B#  t(44 l` ap(yt&3$$If^a$gdV?@AB_9(3$If^gd gkd֨$$Ifl\B# @@@@ t(44 l` ap(yt&3$$If^a$gdV_`abc9kd$$Ifl\B#  t(44 l` ap(ytV3$$If^a$gdVcnopq3$$If^a$gdV3$If^gdVqr}~M<((3$$If^a$gdV3$If^gdVkd$$Ifl\B#  t(44 l` ap(ytV9(3$If^gd,kd$$Ifl\B#  t(44 l` ap(ytV3$$If^a$gdV9(3$If^gd,kdj$$Ifl\B#  t(44 l` ap(ytV3$$If^a$gdV9kdO$$Ifl\B#  t(44 l` ap(ytV3$$If^a$gdV3$$If^a$gdV3$If^gd,M<((3$$If^a$gdV3$If^gd,kd4$$Ifl\B#  t(44 l` ap(ytXL9(3$If^gdVkd$$Ifl\B#  t(44 l` ap(ytXL3$$If^a$gdV 9(3$If^gdVkd$$Ifl\B#  t(44 l` ap(ytXL3$$If^a$gdV 9kd$$Ifl\B#  t(44 l` ap(ytXL3$$If^a$gdV !"+:STUX`juyƿʘ{ocTh|Rh+B*OJQJphhroB*OJQJphh+B*OJQJphh ,h+B*OJQJphh+5B*OJQJph h+CJ h CJ hi\UCJ hCJ h{eCJhhyCJ h^{hyhy hyCJh|Rh,B*OJQJphh,B*OJQJphhXLB*OJQJphhQh,\ 3$$If^a$gdV3$If^gdV !":MD?66^gd{egdy^gdykdȱ$$Ifl\B# @@@@ t(44 l` ap(ytXL 3$$$$If^a$gdN3$$$If^gdN3$$^gdNM9"3$$$$If^a$gdN3$$$If^gdNkd$$Ifl\B# @@@@ t(44 l` ap(ytV*./378KOPYZ]^rvw367HKL]ab|ܹܱܱܹ뢚뢓뢚뢓뢓뢓뢚뢓뢓 hQhNhQhN\h|RhNB*OJQJphhQh+\ hQh+ h+\h+B*OJQJphh+ h|Rh+h|Rh+B*OJQJphhNB*OJQJphh|Rh+\96kd$$Ifl\B# @@@@ t(44 l` ap(ytV3$$$$If^a$gdN+,-.3$$$$If^a$gdN3$$$If^gdN./45M9"3$$$$If^a$gdN3$$$If^gdNkdw$$Ifl\B#  t(44 l` ap(ytV56786kd\$$Ifl\B#  t(44 l` ap(ytV3$$$$If^a$gdN8LMNO3$$$$If^a$gdN3$$$If^gdNOPZ[M9"3$$$$If^a$gdN3$$$If^gdNkdA$$Ifl\B#  t(44 l` ap(ytV[\]^6kd&$$Ifl\B#  t(44 l` ap(ytV3$$$$If^a$gdN^stuv3$$$$If^a$gdN3$$$If^gdNvwM9"3$$$$If^a$gdN3$$$If^gdNkd $$Ifl\B#  t(44 l` ap(ytV6kd$$Ifl\B#  t(44 l` ap(ytV3$$$$If^a$gdN3$$$$If^a$gdN3$$$If^gdNM9"3$$$$If^a$gdN3$$$If^gdNkdչ$$Ifl\B#  t(44 l` ap(ytV6kd$$Ifl\B#  t(44 l` ap(yt&x3$$$$If^a$gdN3$$$$If^a$gdN3$$$If^gdVM9"3$$$$If^a$gdN3$$$If^gdNkd$$Ifl\B#  t(44 l` ap(yt&x6kd$$Ifl\B#  t(44 l` ap(yt&x3$$$$If^a$gdN3$$$$If^a$gdN3$$$If^gdNM9"3$$$$If^a$gdN3$$$If^gdNkdi$$Ifl\B#  t(44 l` ap(yt&x6kdN$$Ifl\B# @@@@ t(44 l` ap(ytV3$$$$If^a$gdN34563$$$$If^a$gdN3$$$If^gdN67HIM9"3$$$$If^a$gdN3$$$If^gdNkd3$$Ifl\B#  t(44 l` ap(ytVIJKL6kd$$Ifl\B#  t(44 l` ap(ytV3$$$$If^a$gdNL^_`a3$$$$If^a$gdN3$$$If^gdNab|}M9"3$$$$If^a$gdN3$$$If^gdNkd$$Ifl\B#  t(44 l` ap(ytV}~6kd$$Ifl\B#  t(44 l` ap(ytV3$$$$If^a$gdN3$$$$If^a$gdN3$$$If^gdNM9"3$$$$If^a$gdN3$$$If^gdNkd$$Ifl\B#  t(44 l` ap(ytV!$%CFGPQTUV_f{ɭ{lhI4h B*OJQJphh B*OJQJphhI4hI4B*OJQJphhI4B*OJQJph h (hyhy h+CJ hQh h|Rh B*OJQJphhQhN\ hQhNh|RhNB*OJQJphhNB*OJQJphh B*OJQJph%6kd$$Ifl\B#  t(44 l` ap(ytV3$$$$If^a$gdN3$$$$If^a$gdN3$$$If^gd M9"3$$$$If^a$gdN3$$$If^gd kd$$Ifl\B#  t(44 l` ap(ytV6kdv$$Ifl\B#  t(44 l` ap(ytV3$$$$If^a$gdN3$$$$If^a$gdN3$$$If^gd M9"3$$$$If^a$gdN3$$$If^gd kd[$$Ifl\B#  t(44 l` ap(yt 6kd@$$Ifl\B#  t(44 l` ap(yt 3$$$$If^a$gdN!"#$3$$$$If^a$gdN3$$$If^gdN$%CDM9"3$$$$If^a$gdN3$$$If^gdNkd%$$Ifl\B#  t(44 l` ap(yt DEFG6kd $$Ifl\B#  t(44 l` ap(yt 3$$$$If^a$gdNGQRST3$$$$If^a$gdN3$$$If^gdNTUVf|MD?2 3#^#gdV0gdR{^gd+kd$$Ifl\B# @@@@ t(44 l` ap(ytV{|}&'+,LQRpuχχχttltgtχct[thQhHX\hHX hHX\h|RhHX\h`#B*OJQJph h|RhHXh|RhHXB*OJQJphh ,hHXB*OJQJphhJ7l5B*OJQJphhV05B*OJQJphhHX5B*OJQJphhHXB*OJQJphhyB*OJQJphh B*OJQJphhV0B*OJQJph#|}3$$$$If^a$gdV3$$$If^gdV3$$^gdV0 3#^#gd /3$$$If^gdVkd$$Iflr4l#8888 @@@@@ t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gdVkd$$Iflr4l#8888 @@@@@ t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gdHXkd$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV'/3$$$If^gdVkd$$Iflr4l#8888  t244 l` ap2ytV0'()*+3$$$$If^a$gdV+,M/3$$$If^gdVkd$$Iflr4l#8888  t244 l` ap2ytV0MNOPQ3$$$$If^a$gdVQRq/3$$$If^gd`#kd$$Iflr4l#8888  t244 l` ap2ytV0qrstu3$$$$If^a$gdVuv/3$$$If^gdRjJkd$$Iflr4l#8888  t244 l` ap2ytV0uv%&*+;<@AUZ[lmqr hB*OJQJphhQhHX\hHXB*OJQJphh|RhHXB*OJQJphh`#B*OJQJph hQhHXE3$$$$If^a$gdV/3$$$If^gdVkd$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gd`#kd$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gd`#kd$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gd`#kd$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gd]kd$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV&/3$$$If^gd]kd$$Iflr4l#8888  t244 l` ap2ytV0&'()*3$$$$If^a$gdV*+</3$$$If^gd]kd$$Iflr4l#8888  t244 l` ap2ytV0<=>?@3$$$$If^a$gdV@AV/3$$$If^gdVkd$$Iflr4l#8888  t244 l` ap2ytV0VWXYZ3$$$$If^a$gdVZ[m/3$$$If^gdVkd$$Iflr4l#8888  t244 l` ap2ytV0mnopq3$$$$If^a$gdVqr/3$$$If^gdVkd$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gdVkd$$Iflr4l#8888 @@@@@ t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gdkd $$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gdVkd $$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gdVkd$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gdVkd$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gdkd$$Iflr4l#8888 @@@@@ t244 l` ap2ytV03$$$$If^a$gdV /3$$$If^gdkd$$Iflr4l#8888  t244 l` ap2ytV0 3$$$$If^a$gdV 2378JKOPhimnz{cdeŶ}hd hd 0Jj:hd Ujhd Uhg-hd hd hd hHXCJhQhI4\h|RhI4B*OJQJphhI4B*OJQJphhB*OJQJphh`#B*OJQJph hQhh|RhB*OJQJph0/3$$$If^gdkd$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV3/3$$$If^gdMkd$$Iflr4l#8888  t244 l` ap2ytV0345673$$$$If^a$gdV78K/3$$$If^gdMkd"$$Iflr4l#8888  t244 l` ap2ytV0KLMNO3$$$$If^a$gdVOPi/3$$$If^gdkd%$$Iflr4l#8888  t244 l` ap2ytV0ijklm3$$$$If^a$gdVmn{/3$$$If^gdJ7lkd($$Iflr4l#8888  t244 l` ap2ytV0{|}~3$$$$If^a$gdV/3$$$If^gdkd+$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gd>3wkd.$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gd>3wkd1$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/3$$$If^gd>3wkd4$$Iflr4l#8888  t244 l` ap2ytV03$$$$If^a$gdV/&!gdy^gdHXkd7$$Iflr4l#8888  t244 l` ap2ytV0YZBDEGHJKMNQ &`#$gdy  !$gdygdyVWXYZu@ABCEFHIKLNOPƿެ񛗛vh56CJOJQJ'j;h0h56CJOJQJUh2jh2Uhd hd 0Jj>hd Ujhd U hhyhY9d hd 0Jj=hhd Uhd jhhyUhNihyhg- hd hy,PQXYɻhyh2h"0JmHnHu h0Jjh0JUhh5OJQJhz9h5CJaJhL`!h0J6CJaJh0JCJaJjhCJUaJjhCJUaJhCJaJh5CJaJgdy 9 0&P/R :p/ =!"#$% :&P1/R :p/ =!"#p$% *DdFF  C "A logob,*(c5W*DAn*(c5WPNG  IHDROZ$\ gIFxXMP DataXMP?xpacket begin="" id="W5M0MpCehiHzreSzNTczkc9d"?> ~}|{zyxwvutsrqponmlkjihgfedcba`_^]\[ZYXWVUTSRQPONMLKJIHGFEDCBA@?>=<;:9876543210/.-,+*)('&%$#"!  -lPLTE[v7mز۷֜ջ+\kd 'FKSrtk7ZTz=t3V,a1eoE}ĵԽ磺sb呵#T{ډ2TZix .N^F>h]PxaW/k}ĩؔԉʋ~6o'X~Ekg#u4܋ϏԕNr Z^ @^&?YǷ恳˄`_bKGDH cmPPJCmp0712HsIDATx^ \TeT6 '; .3ȸ2*k.k .hH%\^IgTP( e{ȝ{9;緜sG) HL)[iZ%ӴL+[?yiu\?9 [zxԛMLp9ݡ{I7Z6[e8cz[cg&l{{y|뗯FcX6aaf^(33Ak¶=33!Fȶx@=gmuP ѿ^ h p2%ƥ..NFҷP䉕-q{mrD(glzj|۪/Hx@޾T;+4W_WE-u(/nù?s¾1X[AoK,S )۹o8\ j~Y&Ï_K(8} r{p]a]Z?OxM_i{ܕ+zоs=}#BêcqbaB _\\F<&Lq2,9IPH]i<~W& ů9'H8-rY٬0Ͻ6 c~X?OjAh` EJO ];DT>I cl x4B?+"G~H?!E87,tש ت`d\Vc^dNEЈ-e?>UTILRy¢%+"4wQytvyԒ[ޞxBnzGlS=6u<9 0Glh+ ] כt2e{lRRyyy'۞<ڲ-^-)Et=!H=ϰzT$Z] ӯ: 'Г;¬ ~hgLqvv˕Jyr) {%>QQ ~~f=d}BgyDgBze;KiH' <>P&%(A竤"˪ފgYۘ8`#rm63kޕ*wRGYˆog}R|殨7>A'ana,1al"iQ'R'&fgv"cS;guYo_YOM@N4@nYaEiySS@U͍'/X1@9mwu\ӧ^=;7J`Kz9b`_YuZʭAOn-mNˣV895(TN ͓f7?]%=~J၉lBųAw'و)1>$jh \NTH^x> ZT %z٢eYo}yeʒmj;\>_,읐0}*Wcy haep:8=`(ѣ_ŢeulNͅ3CK~Dxϖ]E7GO^ &͋mV$5 k ;Չ>kck'}I>_4Z%#Q XquoYZJ-퐻*]V~Uݚf.Z@f;ij'|IqUSOƛ'h8h#s"]ԛ7ϧ g_޳zy텊ie1_xuJh i)lTA>yx kwY)POYLj~r;D+ E?s)qZ,MNC\Ccc0Ќ`uVCHTLyyz7iYpl ..C:@ +XŽΆYLuO;yܺ'k $:V|:2R?x`{h miWFXrRtĬ|(nHc$̾AtD`]ar׏pﰡ8v B:W(ɺK13\S!oNmI@u&1p?59㝍&C4RZl" li'9Ov'a}ӛq#UG^x_dUؗөR$6}q@r\جن% ;հ10\8{r~ɫɎ?f]WFU/Uy xs v&RXdRIQь y )ؐ\ 3*Px2{uׁwW D/l4r纕Sw_7DG=7Z{!gʕ&*uI ) UejS}[`EӚؕ-nvouKtdB>96%%*Z;i5lORSU䑍_|qus*TRJDz*mU}dT#}yQŊ>H;vÀčC57=]qTޏ iUCgVpySw^wϩ7iժs#lv|"B7)]s.+MCȟ8OC#E_>}OO9A|ӝuR`V,/TJcDc1ˏs<;'>Ŵ볳o>;> V2PujpXӄbth2='?㹝&;nGXicJQ}0dAv&wׇnt-8 7ySǗXܐ`t#Oc[irm< oy =~O%}U=,v/ z Ď#xӿ`iQ]~*=c9yH;ȇ3+(HݮKN*U>]`)~mO"㭰v`9km*9@RO4K'w o}w IU3ZZ/ @^f筅qKI1)ԷȋJM+dቴG~t ,%<3Gm۶4%E!'&EdfҩhD*0oe?qΫaK}iURe*swѬ%>-rxRYwΛHM|EdtgLl݃%`gJ q/85d<-vq˓{lbHibLA={= v)SBO}l?zoeaqm!W\2Y`]z2gD?\|l 3gx\u /zX QDNv`/eI-SsMDcE: }uIlleˇʫj/Xѷ Kd >tҢ:Y8QZn?'|}J 7*D"ݏ'd l0DKDbBsb_#Oy* v | d 0dϿQ޲HF6ji&g~B6d4.]xoޅv3I&+8Gjegtj8ZÉ8K7djAXFcaZTmX|8gR0o IE||z& 9!$ 6 ƶ0$_(ވXF^HG#TWFAIu/p @, ~M.aHUf] Ｉ ~}|{zyxwvutsrqponmlkjihgfedcba`_^]\[ZYXWVUTSRQPONMLKJIHGFEDCBA@?>=<;:9876543210/.-,+*)('&%$#"!  -lPLTE[v7mز۷֜ջ+\kd 'FKSrtk7ZTz=t3V,a1eoE}ĵԽ磺sb呵#T{ډ2TZix .N^F>h]PxaW/k}ĩؔԉʋ~6o'X~Ekg#u4܋ϏԕNr Z^ @^&?YǷ恳˄`_bKGDH cmPPJCmp0712HsIDATx^ \TeT6 '; .3ȸ2*k.k .hH%\^IgTP( e{ȝ{9;緜sG) HL)[iZ%ӴL+[?yiu\?9 [zxԛMLp9ݡ{I7Z6[e8cz[cg&l{{y|뗯FcX6aaf^(33Ak¶=33!Fȶx@=gmuP ѿ^ h p2%ƥ..NFҷP䉕-q{mrD(glzj|۪/Hx@޾T;+4W_WE-u(/nù?s¾1X[AoK,S )۹o8\ j~Y&Ï_K(8} r{p]a]Z?OxM_i{ܕ+zоs=}#BêcqbaB _\\F<&Lq2,9IPH]i<~W& ů9'H8-rY٬0Ͻ6 c~X?OjAh` EJO ];DT>I cl x4B?+"G~H?!E87,tש ت`d\Vc^dNEЈ-e?>UTILRy¢%+"4wQytvyԒ[ޞxBnzGlS=6u<9 0Glh+ ] כt2e{lRRyyy'۞<ڲ-^-)Et=!H=ϰzT$Z] ӯ: 'Г;¬ ~hgLqvv˕Jyr) {%>QQ ~~f=d}BgyDgBze;KiH' <>P&%(A竤"˪ފgYۘ8`#rm63kޕ*wRGYˆog}R|殨7>A'ana,1al"iQ'R'&fgv"cS;guYo_YOM@N4@nYaEiySS@U͍'/X1@9mwu\ӧ^=;7J`Kz9b`_YuZʭAOn-mNˣV895(TN ͓f7?]%=~J၉lBųAw'و)1>$jh \NTH^x> ZT %z٢eYo}yeʒmj;\>_,읐0}*Wcy haep:8=`(ѣ_ŢeulNͅ3CK~Dxϖ]E7GO^ &͋mV$5 k ;Չ>kck'}I>_4Z%#Q XquoYZJ-퐻*]V~Uݚf.Z@f;ij'|IqUSOƛ'h8h#s"]ԛ7ϧ g_޳zy텊ie1_xuJh i)lTA>yx kwY)POYLj~r;D+ E?s)qZ,MNC\Ccc0Ќ`uVCHTLyyz7iYpl ..C:@ +XŽΆYLuO;yܺ'k $:V|:2R?x`{h miWFXrRtĬ|(nHc$̾AtD`]ar׏pﰡ8v B:W(ɺK13\S!oNmI@u&1p?59㝍&C4RZl" li'9Ov'a}ӛq#UG^x_dUؗөR$6}q@r\جن% ;հ10\8{r~ɫɎ?f]WFU/Uy xs v&RXdRIQь y )ؐ\ 3*Px2{uׁwW D/l4r纕Sw_7DG=7Z{!gʕ&*uI ) UejS}[`EӚؕ-nvouKtdB>96%%*Z;i5lORSU䑍_|qus*TRJDz*mU}dT#}yQŊ>H;vÀčC57=]qTޏ iUCgVpySw^wϩ7iժs#lv|"B7)]s.+MCȟ8OC#E_>}OO9A|ӝuR`V,/TJcDc1ˏs<;'>Ŵ볳o>;> V2PujpXӄbth2='?㹝&;nGXicJQ}0dAv&wׇnt-8 7ySǗXܐ`t#Oc[irm< oy =~O%}U=,v/ z Ď#xӿ`iQ]~*=c9yH;ȇ3+(HݮKN*U>]`)~mO"㭰v`9km*9@RO4K'w o}w IU3ZZ/ @^f筅qKI1)ԷȋJM+dቴG~t ,%<3Gm۶4%E!'&EdfҩhD*0oe?qΫaK}iURe*swѬ%>-rxRYwΛHM|EdtgLl݃%`gJ q/85d<-vq˓{lbHibLA={= v)SBO}l?zoeaqm!W\2Y`]z2gD?\|l 3gx\u /zX QDNv`/eI-SsMDcE: }uIlleˇʫj/Xѷ Kd >tҢ:Y8QZn?'|}J 7*D"ݏ'd l0DKDbBsb_#Oy* v | d 0dϿQ޲HF6ji&g~B6d4.]xoޅv3I&+8Gjegtj8ZÉ8K7djAXFcaZTmX|8gR0o IE||z& 9!$ 6 ƶ0$_(ވXF^HG#TWFAIu/p @, ~M.aHUf] Ｉ*B*phHCrH AvBody Text Indenthx^h:@:jpTOC 3 ^ mHnHu.@. pTOC 15CJ.)@. oU Page NumberV^V O&0 Normal (Web)dd[$\$CJPJaJnHtHjj af Table Grid7:V0ZZ Fxbodytextdd[$\$ CJOJPJQJ^JaJnHtHTT | Normal (Web)2 d8CJPJaJnHtH*W* |`Strong5\HH LNormal1 d8CJPJaJnHtH.@. d8pTOC 2 !^L"L #*pasbody1"^OJQJ^JaJB1B "* pasbody1 CharOJQJ^JaJJBJ %ipasbody$h^hOJQJ^JaJ@Q@ $i pasbody CharOJQJ^JaJ"a" isbodyb/rb EDefault '7$8$H$-B*CJOJQJ^J_HaJmH phsH tH rr h9 Colorful List - Accent 11(,^m$CJOJPJQJaJ4A4 pasbody2 )^^^ L pasheading1* & F<CJKH OJQJ\^JaJ h!h L pasheading2+$ & Fd<"B*OJQJ\]^JaJhphX1BX L pasheading3, & F<5OJQJ\^JaJNAN L pasheading4 - & FCJOJPJQJ^JTQT L pasheading5 .$ & F6CJOJPJQJ^JNN LHeading 4 Char5CJOJQJ\aJtH TT LHeading 5 Char 56CJOJQJ\]aJtH dJd 2Subtitle 1 & F,+6@B*CJOJPJQJ]^JaJphO^!^ 1 Subtitle Char+6@B*CJOJPJQJ]^JaJphOdO2d 5 0903_fh,fh3+e(x]+^eB*CJOJQJ\aJphNAN 5Heading 6 Char5CJOJQJ\aJtH HQH 5Heading 7 CharCJOJQJaJtH NaN 5Heading 8 Char6CJOJQJ]aJtH HqH 5Heading 9 CharCJOJQJaJtH f f jp TOC Heading8$d@& $B*CJOJPJQJ\^JaJph6_.X. 8}@Emphasis6]< <d0Revision:_HmH sH tH FVF c0FollowedHyperlink >*B*phPK![Content_Types].xmlj0Eжr(΢Iw},-j4 wP-t#bΙ{UTU^hd}㨫)*1P' ^W0)T9<l#$yi};~@(Hu* Dנz/0ǰ $ X3aZ,D0j~3߶b~i>3\`?/[G\!-Rk.sԻ..a濭?PK!֧6 _rels/.relsj0 }Q%v/C/}(h"O = C?hv=Ʌ%[xp{۵_Pѣ<1H0ORBdJE4b$q_6LR7`0̞O,En7Lib/SeеPK!kytheme/theme/themeManager.xml M @}w7c(EbˮCAǠҟ7՛K Y, e.|,H,lxɴIsQ}#Ր ֵ+!,^$j=GW)E+& 8PK!Ptheme/theme/theme1.xmlYOo6w toc'vuر-MniP@I}úama[إ4:lЯGRX^6؊>$ !)O^rC$y@/yH*񄴽)޵߻UDb`}"qۋJחX^)I`nEp)liV[]1M<OP6r=zgbIguSebORD۫qu gZo~ٺlAplxpT0+[}`jzAV2Fi@qv֬5\|ʜ̭NleXdsjcs7f W+Ն7`g ȘJj|h(KD- dXiJ؇(x$( :;˹! I_TS 1?E??ZBΪmU/?~xY'y5g&΋/ɋ>GMGeD3Vq%'#q$8K)fw9:ĵ x}rxwr:\TZaG*y8IjbRc|XŻǿI u3KGnD1NIBs RuK>V.EL+M2#'fi ~V vl{u8zH *:(W☕ ~JTe\O*tHGHY}KNP*ݾ˦TѼ9/#A7qZ$*c?qUnwN%Oi4 =3ڗP 1Pm \\9Mؓ2aD];Yt\[x]}Wr|]g- eW )6-rCSj id DЇAΜIqbJ#x꺃 6k#ASh&ʌt(Q%p%m&]caSl=X\P1Mh9MVdDAaVB[݈fJíP|8 քAV^f Hn- "d>znNJ ة>b&2vKyϼD:,AGm\nziÙ.uχYC6OMf3or$5NHT[XF64T,ќM0E)`#5XY`פ;%1U٥m;R>QD DcpU'&LE/pm%]8firS4d 7y\`JnίI R3U~7+׸#m qBiDi*L69mY&iHE=(K&N!V.KeLDĕ{D vEꦚdeNƟe(MN9ߜR6&3(a/DUz<{ˊYȳV)9Z[4^n5!J?Q3eBoCM m<.vpIYfZY_p[=al-Y}Nc͙ŋ4vfavl'SA8|*u{-ߟ0%M07%<ҍPK! ѐ'theme/theme/_rels/themeManager.xml.relsM 0wooӺ&݈Э5 6?$Q ,.aic21h:qm@RN;d`o7gK(M&$R(.1r'JЊT8V"AȻHu}|$b{P8g/]QAsم(#L[PK-![Content_Types].xmlPK-!֧6 +_rels/.relsPK-!kytheme/theme/themeManager.xmlPK-!Ptheme/theme/theme1.xmlPK-! ѐ' theme/theme/_rels/themeManager.xml.relsPK] PPPPPPPPP PP; z = n  Cn*<BzYnll?n7} p!"I'*.3z446{8C:<5>g@DE/HIMPSU WZ](ad#jlwnpWrvyI|ԃ8Ӗ\TZ.+@ruWHRu Psuwxyz{|}~3;PUq~;!,)f3,7:BN|WcpyхRӛ~vz~;>ADGJMPbfjnrvz~2,/258;>VYy/<MQl{bs/?_cq  .58O[^v6ILa}$DGT|'+MQqu&*<@VZmq 37KOim{tv      !"#$%&'()*+,-./012456789:<=>?@ABCDEFGHIJKLMNOQRSTVWXYZ[\]^_`abcdefghijklmnoprstuvwxyz{|}3M)ABbp ">@ACcz)EGHJj$@BCEe{(DFGIi   ,Jfijl %()+Ki  5 8 9 ; [ n  ' C F G I i  : V Y Z \ |    ) > Z ] ^ `    @ S o r s u <Qmpqs<b~$@CDFfIehik8Lhkln>Iehik 2Sorsu &)*,Lf2568Xl ;>?Aa~,HKLNn  .MilmoH: *! O,O8OdV@X tX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%TX%T̕XXXXXXXE_zX!!  Ob$wXڳ XIr:b$R1PzxG^b$ 526(qdy}%"$%5r1v?v@H 0(  0(  B S  ? _Toc261770655 _Toc300497280 _Hlt300497100 _Hlt300497101 _Hlt300497110 _Hlt300497111 _Hlt300497118 _Hlt300497119 _Toc300497281 _Toc261770656 _Toc300497282 _Toc261770657 _Toc300497283 _Toc300497284 _Toc261770658 _Toc300497285 _Toc261770659 _Toc300497286 _Toc261770660 _Toc300497287 _Toc261770661 _Toc300497288 _Toc261770662 _Toc300497289 _Toc261770663 _Toc300497290 _Toc261770664 _Toc300497291 _Toc261770665 _Toc300497292 _Toc261770666 _Toc300497293 _Toc261770667 _Toc300497294 _Toc261770668 _Toc300497295 _Toc261770669 _Toc300497296 _Toc300497297 _Toc261770670 _Toc300497298 _Toc300497299 _Toc300497300 _Toc300497301 _Toc300497302 _Toc261770671 _Toc300497303 _Toc261770672 _Toc300497304 _Toc300497305 _Toc261770673 _Toc300497306 _Toc261770674 _Toc300497307 _Toc261770675 _Toc300497308 _Toc261770676 _Toc300497309 _Toc261770679 _Toc300497310 _Toc261770680 _Toc300497311 _Toc261770681 _Toc300497312 _Toc261770682 _Toc300497313 _Toc261770683 _Toc300497314 _Toc261770684 _Toc300497315 _Toc261770685 _Toc300497316 _Toc261770686 _Toc300497317 _Toc261770687 _Toc300497318 _Toc261770688 _Toc300497319 _Toc261770689 _Toc300497320 _Toc261770690 _Toc300497321 _Toc261770691 _Toc300497322 _Toc261770692 _Toc300497323 _Toc300497324 _Toc261770693 _Toc300497325 _Toc261770694 _Toc300497326 _Toc300497327 _Toc300497328 _Toc261770696 _Toc300497329 _Toc300497330 _Toc261770697 _Toc300497331 _Toc261770699 _Toc300497332 _Toc261770700 _Toc300497333 _Toc261770701 _Toc300497334 _Toc261770703 _Toc300497335 _Toc261770702 _Toc300497336 _Toc261770704 _Toc300497337'PasBody10000000000000000000000000070000 _Toc261770705 _Toc300497338 _Toc261770706 _Toc300497339 _Toc261770707 _Toc300497340 _Toc261770709 _Toc300497341 _Toc261770710 _Toc300497342 _Toc261770711 _Toc300497343 _Toc261770712 _Toc300497344 _Toc261770713 _Toc300497345 _Toc261770714 _Toc300497346aa  !!/!((J0J02W8W8B=B=>>??GG9I9IKKKKeOeO2S2STT V VWYY\_&b_deeiimnnoompmpqqqqrrzyzy9{9{}}||\\::qq!22RJJ\\ȼȼ;;<<##{{""VV@@@@@@  !"#$%&'()*+,-.0/123456798:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~bb  !!@!@!(([0[0/2f8f8J=U=>>??GGPIPIKKLL{O{OJSJSTT'V'VWYY\`;bodeei2m2moooozpzpqqqqrryyC{C{}}u~AA̯̯&<<_eettܼܼII'QQ1199ee12Ss *KLf6WXl  ?`a~,Lmn -.MmBDEGHJKMN12Ss *KLf6WXl  ?`a~,Lmn -.MmABDEGHJKMN#2 Y6 jȄmxJZ HL} XL}%# '@v['rgXH<>9!>r9hFH46IVyv y!Jr97AK:YM:6<@N.9R&;E?W0P [#Nz;\F~^m*+,-.(p` <^gjȄdh jlu&xT=]}~T=h ^`hH.h ^`hH.h pL^p`LhH.h @ ^@ `hH.h ^`hH.h L^`LhH.h ^`hH.h ^`hH.h PL^P`LhH.hb^b`OJQJo(hHh2 ^2 `OJQJ^Jo(hHoh ^ `OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohr^r`OJQJo(hHhB^B`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh ^`o(hH.h^`OJQJ^Jo(hHohp^p`OJQJo(hHh@ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohP^P`OJQJo(hH8(b^b`56B*CJ OJQJo(phhH8^`OJQJ^Jo(hHo8pp^p`OJQJo(hH8@ @ ^@ `OJQJo(hH8^`OJQJ^Jo(hHo8^`OJQJo(hH8^`OJQJo(hH8^`OJQJ^Jo(hHo8PP^P`OJQJo(hHh ^`hH.h ^`hH.h pL^p`LhH.h @ ^@ `hH.h ^`hH.h L^`LhH.h ^`hH.h ^`hH.h PL^P`LhH.h^`OJQJo(hHh^`56CJ OJQJo(hHhp^p`OJQJo(hHh@ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohP^P`OJQJo(hH8b^b`56CJ OJQJo(hH8^`OJQJ^Jo(hHo8pp^p`OJQJo(hH8@ @ ^@ `OJQJo(hH8^`OJQJ^Jo(hHo8^`OJQJo(hH8^`OJQJo(hH8^`OJQJ^Jo(hHo8PP^P`OJQJo(hHh ^`hH.h ^`hH.h pL^p`LhH.h @ ^@ `hH.h ^`hH.h L^`LhH.h ^`hH.h ^`hH.h PL^P`LhH.h^`OJQJo(hHh ^`hH.h pL^p`LhH.h @ ^@ `hH.h ^`hH.h L^`LhH.h ^`hH.h ^`hH.h PL^P`LhH. ^ `B*OJQJo(phhH^`OJQJ^Jo(hHo  ^ `OJQJo(hHc c ^c `OJQJo(hH33^3`OJQJ^Jo(hHo^`OJQJo(hH^`OJQJo(hH^`OJQJ^Jo(hHoss^s`OJQJo(hHh^`OJQJo(hHh^`56CJ OJQJo(hHhp^p`OJQJo(hHh@ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohP^P`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHoh ^ `OJQJo(hHhc ^c `OJQJo(hHh3^3`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohs^s`OJQJo(hH P^`Po(hH.0 @^@`o(hH. 0^`0o(hH.. `^``o(hH... ^`o(hH .... ^`o(hH ..... ^`o(hH ......  `^``o(hH.......  0^0`o(hH........h^`OJQJo(hHh^`56CJ OJQJo(hHhp^p`OJQJo(hHh@ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohP^P`OJQJo(hH8b^b`56CJ OJQJo(hH8^`OJQJ^Jo(hHo8pp^p`OJQJo(hH8@ @ ^@ `OJQJo(hH8^`OJQJ^Jo(hHo8^`OJQJo(hH8^`OJQJo(hH8^`OJQJ^Jo(hHo8PP^P`OJQJo(hH8b^b`56CJ OJQJo(hH8^`OJQJ^Jo(hHo8pp^p`OJQJo(hH8@ @ ^@ `OJQJo(hH8^`OJQJ^Jo(hHo8^`OJQJo(hH8^`OJQJo(hH8^`OJQJ^Jo(hHo8PP^P`OJQJo(hHh ^`o(hH.h^`OJQJ^Jo(hHohp^p`OJQJo(hHh@ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohP^P`OJQJo(hHh^`56CJ OJQJo(hHh^`OJQJ^Jo(hHohpp^p`OJQJo(hHh@ @ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohPP^P`OJQJo(hHh ^`hH.h ^`hH.h pL^p`LhH.h @ ^@ `hH.h ^`hH.h L^`LhH.h ^`hH.h ^`hH.h PL^P`LhH.8^`56CJ o(hH.8^`OJQJ^Jo(hHo8pp^p`OJQJo(hH8@ @ ^@ `OJQJo(hH8^`OJQJ^Jo(hHo8^`OJQJo(hH8^`OJQJo(hH8^`OJQJ^Jo(hHo8PP^P`OJQJo(hHh ^`hH.h ^`hH.h pL^p`LhH.h @ ^@ `hH.h ^`hH.h L^`LhH.h ^`hH.h ^`hH.h PL^P`LhH.hh^h`o(.P8^`Po(..^`o(...xp^`xo(....  ^`o( .....  X ^ `Xo( ...... ^`o(....... 8^`8o(........ H`H^H``o(.........h(^`56B*CJ OJQJo(phhHh^`OJQJ^Jo(hHohpp^p`OJQJo(hHh@ @ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohPP^P`OJQJo(hHh ^`o(hH.h^`OJQJ^Jo(hHohp^p`OJQJo(hHh@ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohP^P`OJQJo(hH h^h`hH) ^`hH) 8^8`hH) ^`hH() ^`hH() p^p`hH()  ^ `hH. @ ^@ `hH.  ^ `hH.h^`56CJ OJQJo(hHh^`OJQJ^Jo(hHohpp^p`OJQJo(hHh@ @ ^@ `OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hHh^`OJQJo(hHh^`OJQJ^Jo(hHohPP^P`OJQJo(hH8^`56CJ OJQJo(hH8^`OJQJ^Jo(hHo8pp^p`OJQJo(hH8@ @ ^@ `OJQJo(hH8^`OJQJ^Jo(hHo8^`OJQJo(hH8^`OJQJo(hH8^`OJQJ^Jo(hHo8PP^P`OJQJo(hH8^`56CJ OJQJo(hH8^`OJQJ^Jo(hHo8pp^p`OJQJo(hH8@ @ ^@ `OJQJo(hH8^`OJQJ^Jo(hHo8^`OJQJo(hH8^`OJQJo(hH8^`OJQJ^Jo(hHo8PP^P`OJQJo(hH z;\;E?W^# ['!>6IY6 6IhF6<@N6I^gdh6I6I2 '9Rjlu(p`Ey!J} 0x]}~}%#C [C 7AKC YMmx0XH<>                                              }ڼ                                            (                                  (                                   ,                 }ڼ        C<,D}L,<]"Rrq.$[,'fr;U`Y (S? (YF=YF=K>D}%BRr>W|BYDL%TTfr;U$Xf,EUYWq.$[(~=[OcOcYD,ukfC$Xf_:"kMt-;}.j}`YAP}c !`W K1P2y%Ymw\zMo[  d } b X   0 b; H e g)>`gn7#VFW`#SgU] E9;4I(Vyg-0i3 U }$*I4R;jGs%EO?~ @^qa~&kIJ:Q f1Bl_w8 Z Z O~ 2! !""A"L#1% &T&Np&K'[P' k'^ (O(y'(Dh()4)&J)*|+A+ h+y+ , ,1,>,z'.?./56/e/\v/V0I0c\0e0`1a!29r2 N3Y3S|34A4B4#5575O5=677c7t8!C8x`8@<k%<6<I<+= n=u=4 ?,?5? ;?J @`6@/AJAVZCDEUEW[F)GAGYGkGHIgIA;I_pINJRjJJK4KyLr7LXLAMFM!NO#OtFOP#P1P>2P0PP}zPH%Q?Q@XQolR SOS pS^T U&U/RU?RUi\UV&.V4AV%,WiWX#XDXFXHXVY"Y-Y%QY )[Z[c[t\}\]I]y]G^z^d_9@_`_z_l`;`X`i`q`Ft`2(a6aGbPb#c>cdd5dY9dv>dUd\eOfknfuf g+gbgZhNiIdiqi jIkl&-lJ7lm\m#lnwn}o&o1o7oropDEqIJq:Pq$Zqwq;ssFsSsIVs t2t uSuN'uAu|v>3w<x'x*x2wx yy)yk:yIyLy{z_&zRzZ1{R{S{T`|k}|'}(t})2:)g Iv|G2It8} ,>sLik}aoDT]l?`wv) ":cLPj&6: FYdsj}/i|r<SbkxR"LAv) O(B@}?DADKef2.<} ;Wd-S=YFsH+PZxbt*h3Yr,32(-72a_d#V_mwzKky + s@?C&x!E*H$j6z3Q6!)LM]lm #-W(\+5D yhL( /+piyIn/Kb?;q"D%3X%$^<^UoRwyH}?W_0qr(ia 7&FLO#}g0_0-*A%J9g5Ci2tm/[Cp='c{e*s>a7*dtw( *u[Mm%.&iJz|'W]]g5:\n{;To4n=|RwE'Q(a0%o%,S;c~ *#)@ N)YyQ2EdjfyV}a>LH(QIhQ/W`o[1)Z`]N1IQ1Td@VSn'"sB4tfjz|Am%v4'Cy"Ap*NR 9D56UJ[wE3S[hwx2)DETpyBD@@Unknown G*Ax Times New Roman5Symbol3. *Cx Arial7.@ Calibri;(SimSun[SO7@Cambria5. .[`)Tahoma?= *Cx Courier New;WingdingsA$BCambria Math"1hSf<G&Q"Lc"Sc!pd4dU 3qHX?5-2 ! xxBusiness Plan TemplateBusiness Plan Templatewww.FastBusinessPlans.comMark|                       Oh+'0, <H h t  Business Plan TemplateBusiness Plan Templatewww.FastBusinessPlans.comNormalMark21Microsoft Office Word@&UR@REDJ@@FL@>?U"L՜.+,D՜.+,D hp|  c Business Plan Template Title 8@ _PID_HLINKSAH^:http://www.fastbusinessplans.com/business-plan-guide.htmlA.l<http://www.fastbusinessplans.com/sample-business-plans.htmlAJ=http://www.fastbusinessplans.com/business-plan-template.htmlAc-http://www.nrf.com/A^:http://www.fastbusinessplans.com/business-plan-guide.htmlA.l<http://www.fastbusinessplans.com/sample-business-plans.htmlAJ=http://www.fastbusinessplans.com/business-plan-template.htmlA9A_Toc3004973469A_Toc3004973459A_Toc3004973449A_Toc3004973439yA_Toc3004973429sA_Toc3004973419mA_Toc3004973409gA_Toc3004973399aA_Toc3004973389[A_Toc3004973379UA_Toc3004973369OA_Toc3004973359IA_Toc3004973349CA_Toc3004973339=A_Toc30049733297A_Toc30049733191A_Toc3004973309+A_Toc3004973299%A_Toc3004973289A_Toc3004973279A_Toc3004973269A_Toc3004973259 A_Toc3004973249A_Toc3004973239A_Toc3004973229A_Toc3004973219A_Toc3004973209A_Toc3004973199A_Toc3004973189A_Toc3004973179A_Toc3004973169A_Toc3004973159A_Toc3004973149A_Toc3004973139A_Toc3004973129A_Toc3004973119A_Toc3004973109A_Toc3004973099A_Toc3004973089A_Toc3004973079A_Toc3004973069A_Toc3004973059A_Toc3004973049A_Toc3004973039A_Toc3004973029A_Toc3004973019}A_Toc3004973008wA_Toc3004972998qA_Toc3004972988kA_Toc3004972978eA_Toc3004972968_A_Toc3004972958YA_Toc3004972948SA_Toc3004972938MA_Toc3004972928GA_Toc3004972918AA_Toc3004972908;A_Toc30049728985A_Toc3004972888/A_Toc3004972878)A_Toc3004972868#A_Toc3004972858A_Toc3004972848A_Toc3004972838A_Toc3004972828 A_Toc3004972818A_Toc300497280 ^"http://www.fastbusinessplans.com/A ^"http://www.fastbusinessplans.com/A  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~Root Entry FH?UData 1TableX9WordDocumentwSummaryInformation(DocumentSummaryInformation8CompObjy  F'Microsoft Office Word 97-2003 Document MSWordDocWord.Document.89q