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Your one-stop guide to creating a winning business plan from scratch Whether you're starting a new business or growing an established one, you'll need a solid business plan to get you where you want to go. Revised for today's rocky economic climate, this edition of the UK's bestselling business plan guide gives you what you need to map out your business strategy and stay on course including a complete sample plan that you can easily adapt for your business! Chart your course assess the current state of your business and where you'd like to take it, and establish clear, achievable objectives Get to know your customers learn the latest techniques for getting a better idea of who your customers are and what they want Scope out the competition find out who your competitors are and what it'll take to get your share of the market pie (and theirs) Sort out your finances construct a value chain, examine your cash flow and calculate a sensible budget Enter the Dragons' Den convince bankers, investors, venture capitalists and other funding sources your business is a good investment Read the tea leaves learn to decipher changing cultural, political and technological trends and to alter your strategies as needed Open the book and find: Tips on developing a sure-fire business strategy How to set realistic objectives Forecasting and budgeting strategies Keys to writing a motivational mission statement How to decipher the latest consumer trends Advice on building your brand and brand loyalty Tips for seeing and seizing opportunities before the competition Ways to adapt your plan to economic change Learn to: Prepare a watertight business strategy Assess the marketplace Devise a sensible forecast and budget.
Annað
- Höfundur: Paul Tiffany
- Útgáfa:3
- Útgáfudagur: 2012-04-27
- Blaðsíður: 384
- Engar takmarkanir á útprentun
- Engar takmarkanir afritun
- Format:Page Fidelity
- ISBN 13: 9781119943877
- Print ISBN: 9781119941187
- ISBN 10: 1119943876
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
- Getting the Most Out of Your Plan
- Chapter 1: Starting Your Business 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
- Developing Your Company’s Vision Statement
- 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
- 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
- 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
- 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?
- 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
- 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
- Describing What You Do
- 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
- Understanding a Profit and Loss Account
- 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
- Constructing a Financial Forecast
- 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
- Defining the Dimensions of Change
- 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
- 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
- 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
- Cycles and the Multiplier Effect
- 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
- Safari Europe: Business Plan
- 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
- 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
- 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
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- Gerð : 208
- Höfundur : 10643
- Útgáfuár : 2012
- Leyfi : 379