Richard Stutely
The Definitive Businessplan
The fast track to intelligent business planning for executives and entrepreneurs
(3) Ingenaaid Engels 2012 3e druk 9780273761143Levertijd ± 9 werkdagen
Gratis verzonden
Samenvatting
'The Definitive Businessplan' legt op een toegankelijke en heldere wijze uit hoe u een goed businessplan kunt opzetten dat tegemoet komt aan specifieke doelstellingen en hoe u uw beoogde geldschieters zover kunt krijgen om uw plan te financieren.
Deze uitgave helpt u om uw aandacht te richten op strategische planning en op strategische en operationele maatregelen.
U leert onder andere:
- Ontwikkelen van strategische en operationele plannen
- Bepalen van uw visie, missie, waarden, belangrijkste doelstellingen en operationele doelstellingen
- Beoordelen van de status van uw business
Specificaties
ISBN13:9780273761143
Trefwoorden:ondernemingsplan
Taal:Engels
Bindwijze:ingenaaid
Aantal pagina's:352
Uitgever:Financial Times
Druk:3
Hoofdrubriek:Strategisch management
Lezersrecensies
3
stemmen
2
1
0
0
0
Inhoudsopgave
About the author
Acknowledgements
Foreword
Introduction to the First Edition
Introduction to the Revised Second Edition
Introduction to the Third Edition
Symbols used
1. What's it all about?
-Have you heard the one about …
-Who should read this book
-A quick fix or a longer-term tool?
-What is a plan anyway?
-Why bother?
-Key objectives for your plan
-Your target audience
-Ten steps to a successful business plan
-Don't trust consultants
-Who writes the business plan?
-How to use this book
2. A winning presentation
-A concise communication
-Computer software
-Make it feel good
-First thoughts on layout
-Creating an outline document
3. Getting down to it
-Why?
-When you don't want to be a big fish
-What to do if you have several businesses
-Your list of contents
-The executive summary
-The conclusion
-Responsibilities – and the timetable
-Be a SWOT
-Where now?
4. Know yourself
-Taking stock
-Start with the basics
-The central objective
-Are you visionary?
-How did you arrive here?
-Some numbers to please the bankers
-Building up value
-The all-important management team
-Business organisation
-Business infrastructure
-Products and services
-Core competencies
-The next step
5. Know the world
-For or against you?
-The next steps
-Collecting information
-Understanding the world at large
-Business partners
Acknowledgements
Foreword
Introduction to the First Edition
Introduction to the Revised Second Edition
Introduction to the Third Edition
Symbols used
1. What's it all about?
-Have you heard the one about …
-Who should read this book
-A quick fix or a longer-term tool?
-What is a plan anyway?
-Why bother?
-Key objectives for your plan
-Your target audience
-Ten steps to a successful business plan
-Don't trust consultants
-Who writes the business plan?
-How to use this book
2. A winning presentation
-A concise communication
-Computer software
-Make it feel good
-First thoughts on layout
-Creating an outline document
3. Getting down to it
-Why?
-When you don't want to be a big fish
-What to do if you have several businesses
-Your list of contents
-The executive summary
-The conclusion
-Responsibilities – and the timetable
-Be a SWOT
-Where now?
4. Know yourself
-Taking stock
-Start with the basics
-The central objective
-Are you visionary?
-How did you arrive here?
-Some numbers to please the bankers
-Building up value
-The all-important management team
-Business organisation
-Business infrastructure
-Products and services
-Core competencies
-The next step
5. Know the world
-For or against you?
-The next steps
-Collecting information
-Understanding the world at large
-Business partners
-The market – what you are fighting for
-The industry – what you are up against
-Competitive advantages
-Now write about it
-Moving on
6. The core of your plan
-A strategy and an operating plan
-Portfolio strategy – what businesses should you have?
-Business strategies to satisfy your desires
-Strategies for department managers
-Resource requirements
-Strategic objectives
-Documenting the strategy
-Creating an operating plan
-Documenting the operating plan
-Onwards
7. About these numbers
-'The time has come', the walrus said, 'to speak of other things'
-Varying views of the same numbers
-The way that bean counters think
-The planning horizon
-Looking back
-Estimating the present
-Crystal ball gazing
-Software tools
-Putting it to good use
8. Getting to gross profit
-Breathe easily
-Forecasting sales volumes
-The big picture – the economy
-Up close and personal – industry and product demand
-Pulling it all together
-Cost of sales
-Gross profit
-Writing it up
9. Getting to net profit
-Where the money goes
-Capital spending
-Capital assets that you already own
-Capital assets that you want
-Accounting for fixed assets
-Operating expenditure
-Net profit
-Other income and expenditure
-Moving on
10. Funding the business
-Balancing your cheque book
-Balance sheets and cash flow mechanics
-Balance sheet headings
-Producing the paper
-Watching cash flow
-Using a surplus
-Getting it funded
-Debt or equity?
-What's the deal?
-Putting a price on success
-Does it all hold together?
11. Managing risks
-Identify risks and improve planning
-It's normally like this
-How many coconuts do you need to sell?
-Marginal likelihood of shutting down?
-What you need, when you need it
-Will it pay off?
-What if?
-The economy
-If the worst comes to the worst ...
-Grand finale
12. Getting it approved
-Pulling it all together
-Focus
-What readers of the plan will look for
-Those financials again
-Final check on the plan
-They don't know what's coming to them
-Preparing for the meeting
-At last, the first meeting
-Meeting post-mortems
-Follow up
-Back to the drawing board
-Due diligence
-The contract
-Cash in the bank
13. Now make it happen
-Time for a break?
-From plan to reality
-A change of focus
-Communicating the plan
-Where do you draw the line?
-Policies, rules and procedures
-Who does what?
-Employee objectives
-How much freedom?
-Financial objectives
-Monitoring other objectives
-Monitoring the world
-Confirming and revising strategy and plans
-Don't forget the carrots
-And into the next business plan
-Trying to catch the tail
Appendix: Tetrylus Inc business plan
Index
-The industry – what you are up against
-Competitive advantages
-Now write about it
-Moving on
6. The core of your plan
-A strategy and an operating plan
-Portfolio strategy – what businesses should you have?
-Business strategies to satisfy your desires
-Strategies for department managers
-Resource requirements
-Strategic objectives
-Documenting the strategy
-Creating an operating plan
-Documenting the operating plan
-Onwards
7. About these numbers
-'The time has come', the walrus said, 'to speak of other things'
-Varying views of the same numbers
-The way that bean counters think
-The planning horizon
-Looking back
-Estimating the present
-Crystal ball gazing
-Software tools
-Putting it to good use
8. Getting to gross profit
-Breathe easily
-Forecasting sales volumes
-The big picture – the economy
-Up close and personal – industry and product demand
-Pulling it all together
-Cost of sales
-Gross profit
-Writing it up
9. Getting to net profit
-Where the money goes
-Capital spending
-Capital assets that you already own
-Capital assets that you want
-Accounting for fixed assets
-Operating expenditure
-Net profit
-Other income and expenditure
-Moving on
10. Funding the business
-Balancing your cheque book
-Balance sheets and cash flow mechanics
-Balance sheet headings
-Producing the paper
-Watching cash flow
-Using a surplus
-Getting it funded
-Debt or equity?
-What's the deal?
-Putting a price on success
-Does it all hold together?
11. Managing risks
-Identify risks and improve planning
-It's normally like this
-How many coconuts do you need to sell?
-Marginal likelihood of shutting down?
-What you need, when you need it
-Will it pay off?
-What if?
-The economy
-If the worst comes to the worst ...
-Grand finale
12. Getting it approved
-Pulling it all together
-Focus
-What readers of the plan will look for
-Those financials again
-Final check on the plan
-They don't know what's coming to them
-Preparing for the meeting
-At last, the first meeting
-Meeting post-mortems
-Follow up
-Back to the drawing board
-Due diligence
-The contract
-Cash in the bank
13. Now make it happen
-Time for a break?
-From plan to reality
-A change of focus
-Communicating the plan
-Where do you draw the line?
-Policies, rules and procedures
-Who does what?
-Employee objectives
-How much freedom?
-Financial objectives
-Monitoring other objectives
-Monitoring the world
-Confirming and revising strategy and plans
-Don't forget the carrots
-And into the next business plan
-Trying to catch the tail
Appendix: Tetrylus Inc business plan
Index
Afgekapt op 60 regels
Rubrieken
- advisering
- algemeen management
- coaching en trainen
- communicatie en media
- economie
- financieel management
- inkoop en logistiek
- internet en social media
- it-management / ict
- juridisch
- leiderschap
- marketing
- mens en maatschappij
- non-profit
- ondernemen
- organisatiekunde
- personal finance
- personeelsmanagement
- persoonlijke effectiviteit
- projectmanagement
- psychologie
- reclame en verkoop
- strategisch management
- verandermanagement
- werk en loopbaan