Description
Book SynopsisRichard Stutely has handled business plans on every scale as a manager with HM Treasury (the UK finance ministry); a stockbroker and member of the London Stock Exchange; and subsequently as general manager of an international bank, where he saw business planning from a financial and funding perspective. Richard runs training courses, workshops, seminars and lectures for MBA students and corporate audiences. His books include The Definitive Guide to Business Finance, Brilliant Business The Economist Guide to Economic Indicators and The Economist Numbers Guide.
Table of ContentsAbout 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
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 t
