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Business Plans For Dummies

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Efnisyfirlit

  • Business Plans For Dummies
  • About the Authors
  • Dedication
  • Authors’ Acknowledgements
  • Contents at a Glance
  • Table of Contents
  • Introduction
    • Why You Need This Book
    • How to Use This Book
    • How This Book Is Organised
      • Part I: Determining Where You Want to Go
      • Part II: Sizing Up Your Marketplace
      • Part III: Weighing Up Your Company’s Prospects
      • Part IV: Looking to the Future
      • Part V: A Planner’s Toolkit
      • Part VI: The Part of Tens
    • Icons Used in This Book
    • Where to Go from Here
  • Part I: Determining Where You Want to Go
    • Chapter 1: Starting Your Business Plan
      • Getting the Most Out of Your Plan
        • Looking to the future
        • Accounting for your history
        • Anticipating your different audiences
      • Putting Your Plan on Paper
        • Executive summary
        • Company overview
        • Business environment
        • Company description
        • Business strategy
        • Financial review
        • Action plan
    • Chapter 2: Charting the Proper Course
      • Developing Your Company’s Vision Statement
        • Thinking big
        • Using the power of passion
        • Building a brand
      • Creating Your Company’s Mission Statement
        • Getting started
        • Defining your business (in 50 words or less)
      • Introducing Goals and Objectives
        • Using goals to manage the plan
        • Looking at goals versus objectives
      • Setting Your Own Goals and Objectives
        • Guidelines for setting goals
        • Guidelines for setting objectives
        • Getting it right
        • Avoiding the pitfalls
        • Stretching for targets
        • Timing is everything
    • Chapter 3: Setting Off in the Right Direction
      • Wondering Why Values Matter
        • Looking at tough choices
        • Avoiding being lost and unprepared
        • Valuing having values
      • Identifying Your Organisation’s Values
        • Thinking about investors
        • Considering the rest of the crew
        • Existing beliefs and principles
      • Putting Together the Values Statement
        • Developing a values statement
        • Preparing a values statement – the full Monty
  • Part II: Sizing Up Your Marketplace
    • Chapter 4: Checking Out the Business Environment
      • Defining the Business That You’re In
      • Analysing Your Industry
        • Structure
        • Markets
        • Relationships
        • Finance
      • Researching Your Market
        • Establishing your knowledge gaps
        • Carrying out desk research
        • Getting into the field
        • Using the Internet – wisely
      • Recognising Critical Success Factors
        • Technology
        • Manufacturing
        • Operations
        • Human resources
        • Organisation
        • Services
        • Location
        • Marketing
        • Distribution
        • Government regulation
        • Outsourcing
      • Preparing for Opportunities and Threats
        • It’s a beautiful morning
        • Dark clouds on the horizon
    • Chapter 5: Taking a Closer Look at Customers
      • Checking Out Who Your Customers Are
        • The good customer
        • The bad customer
        • The other guy’s customer
      • Discovering Why Your Customers Buy
        • Understanding needs
        • Determining motives
        • Monitoring complaints
      • Finding Out How Your Customers Make Choices
        • Realising that perceptions are reality
        • Finding the five steps to adoption
      • Remembering the Big Picture
      • Dealing with Business Customers
        • Sizing up secondhand demand
        • Thinking of decision making as a formal affair
        • Judging the forces to be reckoned with
    • Chapter 6: Dividing Customers into Groups
      • Defining Market Segments
      • Ways to Make Market Segments
        • Looking at who is buying
        • Looking at what they buy
        • Wondering why they buy
      • Finding Useful Market Segments
        • Is the segment the right size?
        • Can customers be identified?
        • Can the market be reached?
    • Chapter 7: Scoping Out Your Competition
      • Understanding the Value of Competitors
      • Identifying Your Real Competitors
        • Competition based on customer choice
        • Competition based on product use
        • Competition based on strategy
        • Competition in the future
      • Predicting Your Competitors’ Moves
        • Figuring out their goals
        • Uncovering their assumptions
      • Competing to Win
        • Organising facts and figures
        • Choosing your battles
  • Part III: Weighing Up Your Company’s Prospects
    • Chapter 8: Establishing Your Starting Position
      • Sizing Up Situation Analysis
      • Identifying Strengths and Weaknesses
        • Finding your frames of reference
        • Counting up your capabilities and resources
        • Coming up with critical success factors
      • Analysing Your Situation in 3-D
        • Taking a glance at competitors
        • Completing your SWOT analysis
      • Measuring Market Share
    • Chapter 9: Focusing On What You Do Best
      • Describing What You Do
        • Constructing a typical value chain
        • Comparing different value chains
        • Forging your own value chain
      • Staying in Business
        • Searching for competitive advantage
        • Focusing on core competence
        • Sustaining an advantage over time
      • Earmarking Resources
    • Chapter 10: Figuring Out Financials
      • Understanding a Profit and Loss Account
        • Revenue
        • Costs
        • Profit
        • Margins matter
      • Building the Balance Sheet
        • Settling on layout
        • Assets
        • Liabilities and owners’ equity
      • Examining the Cash-Flow Statement
        • Cash in and cash out
        • What’s left over
      • Evaluating Financial Ratios
        • Short-term obligations
        • Long-term responsibilities
        • Relative profitability
      • Understanding Break-Even
    • Chapter 11: Forecasting and Budgeting
      • Constructing a Financial Forecast
        • Pondering the pro-forma profit and loss account
        • Looking at the estimated balance sheet
        • Projecting cash flow
      • Exploring Alternatives
        • Using the DuPont formula
        • Exploring the what-if analysis
      • Making a Budget
        • Wondering what’s in the budget
        • Discovering how budgets are made
        • Using ratios to improve your budget
        • Analysing variances
        • Flexing your budget
        • Budgeting for capital expenditure
        • Deducing payback
        • Discounting cash flow
        • Calculating the internal rate of return
  • Part IV: Looking to the Future
    • Chapter 12: Preparing for Change
      • Defining the Dimensions of Change
        • Looking at economic trends
        • Taking heed of technological trends
        • Poring over political trends
        • Considering cultural trends
      • Anticipating Change
        • Trying out trend forecasting
        • Seeking out scenario planning
        • Looking at demographic time bombs
        • Doing a PEST analysis
      • Assessing the Effects of Change
        • Rolling the dice
        • Winning or losing
    • Chapter 13: Thinking Strategically
      • Making Strategy Make a Difference
        • Thinking what strategy means
        • Wondering when strategy works
      • Applying Off-the-Shelf Strategies
        • Learning low-cost leadership
        • Standing out in a crowd
        • Focusing on focus
      • Checking Out Strategic Alternatives
        • Going up, down, or sideways
        • Leading and following
      • Looking at the Marketing Mix
      • Coming Up with Your Own Strategy
    • Chapter 14: Managing More than One Product
      • Facing the Product/Service Life Cycle
        • Starting out
        • Growing up
        • Coping with middle age
        • Facing the senior stretch
        • Judging where you are now
        • Milking cash cows
      • Finding Ways to Grow
        • Same product/service, same market
        • New market or new product
        • New product and new market
        • Understanding the adoption cycle
        • Protecting intellectual property
      • Managing Your Product Portfolio
        • Looking at strategic business units
        • Aiming for the stars
        • Looking strong and attractive
        • Hastening slowly
      • Extending Your E-Penetration
      • Buying Out Competitors
        • Knowing why you want to buy
        • Investigating and approaching
        • Valuing the business
        • Limiting the risks
  • Part V: A Planner’s Toolkit
    • Chapter 15: Planning in Turbulent Economic Times
      • Cycles and the Multiplier Effect
        • Downturns galore
        • Cycles are different
        • Anticipating trouble
      • Preparing for the Worst
        • Deleveraging balance sheets
        • Containing working capital
        • Pricing under pressure
        • Maintaining market share
        • Conserving cash
        • Keeping key employees
        • Selling off assets
      • Preparing for the Upturn
        • Acquiring competitors
        • Planning short term for the long term
    • Chapter 16: Making Your Business Plan Work
      • Shaping Your Company
        • Living the plan
        • Putting together an organisation
        • Developing procedures
      • Preparing Your People
        • Encouraging leadership
        • Developing skills
        • Creating a culture
        • Building a team
        • Rewarding results
        • Assembling your finances
        • Planning for the exit
    • Chapter 17: Learning from Others: A Sample Business Plan
      • Safari Europe: Business Plan
  • Part VI: The Part of Tens
    • Chapter 18: Ten Questions to Ask About Your Plan
      • Are Your Goals Tied to Your Mission?
      • Can You Point to Major Opportunities?
      • Have You Prepared for Threats?
      • Have You Defined Your Customers?
      • Can You Track Your Competitors?
      • Where Are You Strong (and Weak)?
      • Does Your Strategy Make Sense?
      • Can You Stand Behind the Numbers?
      • Are You Really Ready for Change?
      • Is Your Plan Clear, Concise and Current?
    • Chapter 19: Top Ten Business-Planning Never-Evers
      • Failing to Plan in the First Place
      • Missing Out on Assumptions
        • External assumptions
        • Internal assumptions
      • Second-Guessing the Customer
      • Underestimating Your Competition
      • Ignoring Your Own Strengths
      • Mistaking a Budget for a Plan
      • Shying Away from Reasonable Risk
      • Allowing One Person to Dominate the Plan
      • Being Afraid to Change
      • Forgetting to Motivate and Reward
  • Index
  • Bonus Chapter 1 Ten Business-Plan Helpers
    • Encouraging Your Own Team in on the Act
    • Talking to a Friendly Banker
    • Using a Neighbourhood Business Angel
    • Asking a Venture Capitalist
    • Discussing with Your Best Friend – Or Any Friend for That Matter!
    • Tackling a Former Boss
    • Chatting up a Spouse
    • Employing a Consultant
    • Bringing in an Accountant
    • Deploying Planning Software
  • Bonus Chapter 2 Ten Ways to Make Your Business Plan Look Great
    • Getting the Packaging Right
    • Laying Out the Front Cover
    • Using White Space Wisely
    • Preparing a Table of Contents
    • Making the Most of Visuals
    • Putting Together a Glossary
    • Employing Appendices
    • Adding an NDA (Non-Disclosure Agreement)
    • Editing Out Errors
    • Making Your Writing Readable
  • Bonus Chapter 3 Glossary of Business and Accounting Terms
  • Advert

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Vörumerki: Dummies Series
Vörunúmer: 9781119943877
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Business Plans For Dummies

Vörumerki: Dummies Series
Vörunúmer: 9781119943877
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Get the product now
1.640 kr.