- Cover
- The Definitive Business Plan
- About the author
- Acknowledgements
- Contents
- Foreword
- Introduction to the First Edition
- Introduction to the Revised Second Edition
- Introduction to the Third Edition
- Symbols used
- What’s it all about?
- A winning presentation
- Getting down to it
- Know yourself
- Know the world
- The core of your plan
- A strategy and an operating plan
- What is strategy?
- Portfolio strategy – what businesses should you have?
- Business strategies to satisfy your desires
- Strategies for department managers (1/2)
- Strategies for department managers (2/2)
- Resource requirements
- Strategic objectives
- Documenting the strategy
- Creating an operating plan
- Documenting the operating plan
- Onwards
- About these numbers
- Getting to gross profit
- Getting to net profit
- Funding the business
- Balancing your cheque book
- Balance sheets and cash flow mechanics (1/2)
- Balance sheets and cash flow mechanics (2/2)
- Balance sheet headings
- Producing the paper
- Watching cash flow (1/2)
- Watching cash flow (2/2)
- Using a surplus
- Getting it funded
- Debt or equity? (1/2)
- Debt or equity? (2/2)
- What’s the deal?
- Putting a price on success
- Does it all hold together?
- Managing risks
- Identify risks and improve planning
- It’s normally like this (1/2)
- It’s normally like this (2/2)
- How many coconuts do you need to sell?
- Marginal likelihood of shutting down?
- What you need, when you need it
- Will it pay off? (1/2)
- Will it pay off? (2/2)
- What if?
- The economy
- If the worst comes to the worst …
- Grand finale
- Getting it approved
- Pulling it all together
- Focus
- What readers of the plan will look for
- Those financials again (1/2)
- Those financials again (2/2)
- Final check on the plan
- They don’t know what’s coming to them
- Preparing for the meeting
- At last, the first meeting
- Meeting post-mortems
- Follow up
- Back to the drawing board
- Due diligence
- The contract
- Cash in the bank
- Now make it happen
- Time for a break?
- From plan to reality
- A change of focus
- Communicating the plan
- Where do you draw the line?
- Policies, rules and procedures
- Who does what?
- Employee objectives
- How much freedom?
- Financial objectives
- Monitoring other objectives
- Monitoring the world
- Confirming and revising strategy and plans
- Don’t forget the carrots
- And into the next business plan
- Trying to catch the tail
- Appendix A Tetrylus Inc business plan (1/2)
- Appendix A Tetrylus Inc business plan (2/2)
- Index (1/2)
- Index (2/2)
9
Getting to net profit
If little money does not go out,
great money will not come in.
CHINESE PROVERB
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
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