- 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)
xxiv
Symbols used
Fast track boxes provide a rapid path through the topic covered in each chapter.
Especially important ideas in the main text.
t
Other key and useful ideas.
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