The definitive business plan : the fast-track to intelligent business planning for executives and entrepreneurs
"The Definitive Business Plan delivers fast-track advice for business people - executives and entrepreneurs, who want to get beyond the basics and produce coherent, compelling and intelligent plans. It will help you start, run or revitalize any business enterprise."--Jacket
eBook, English, 2002
Financial Times Prentice Hall, London, 2002
1 online resource (xx, 312 pages) : illustrations
9780273659211, 9781280600432, 9786610600434, 0273659219, 1280600438, 6610600430
666969408
Cover
The definitive business plan
About the author
Acknowledgements
Contents
Foreword
Introduction to the First Edition
Introduction to the Second Edition
Symbols used
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
A winning presentation
A concise communication
Computer software
Make it feel good
First thoughts on layout
Creating an outline document
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?
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 infrastructure
Products and services
Core competencies
The next step
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
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
Creating an operating plan
Documenting the operating plan
Onwards
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
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
Writing it up
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
Funding the business
Balancing your cheque book
Balance sheets
Previous edition: London : Financial Times Management, 1999
Includes index
English
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