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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