The Definitive Business Plan The Fast Track to Intelligent Planning for Executives and Entrepreneurs

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  • Edition: 3rd
  • Format: Paperback
  • Copyright: 2012-03-23
  • Publisher: FT Press
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The widely-praised, comprehensive guide to creating business plans: an international best-seller, now fully updated throughout! Contains a new introduction and new information on technology, legislation, and business models. Shows how to create a plan that's robust enough to fund, launch, run, or revitalize any enterprise. Helps you give funders, investors, and top executives all the information they need to act positively. Easy enough for newcomers, detailed enough for experienced planners. Whether you need to raise start-up money for a new business, acquire venture funding from a corporate parent, or direct the operational management of a new or revamped venture, this book will help you build a business plan that gets the job done. An international best-seller, The Definitive Business Plan, Third Edition has been thoroughly revamped to reflect the latest issues business planners face, with an all-new introduction and new information on technology, legislation, and business models. Accessible enough for newcomers and detailed enough for experienced planners, this book shows how to: Tailor your plan for specific audiences. Align your plan to specific business objectives. Focus your attention on effective strategic planning. Build a plan that can help drive day-to-day operational management. And much more...

Author Biography

Richard 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 Contents

About the authorp. v
Acknowledgementsp. vi
Forewordp. xii
Introduction to the First Editionp. xvii
Introduction to the Revised Second Editionp. xx
Introduction to the Third Editionp. xxii
Symbols usedp. xxiv
What's it all about?p. 1
Have you heard the one aboutp. 3
Who should read this bookp. 5
A quick fix or a longer-term tool?p. 6
What is a plan anyway?p. 8
Why bother?p. 9
Key objectives for your planp. 10
Your target audiencep. 12
Ten steps to a successful business planp. 13
Don't trust consultantsp. 17
Who writes the business plan?p. 18
How to use this bookp. 19
A winning presentationp. 23
A concise communicationp. 25
Computer softwarep. 25
Make it feel goodp. 27
First thoughts on layoutp. 27
Creating an outline documentp. 30
Getting down to itp. 39
Why?p. 41
When you don't want to be a big fishp. 42
What to do if you have several businessesp. 44
Your list of contentsp. 45
The executive summaryp. 47
The conclusionp. 50
Responsibilities - and the timetablep. 50
Be a SWOTp. 52
Where now?p. 54
Know yourselfp. 55
Taking stockp. 57
Start with the basicsp. 57
The central objectivep. 59
Are you visionary?p. 61
How did you arrive here?p. 65
Some numbers to please the bankersp. 65
Building up valuep. 67
The all-important management teamp. 70
Business organisationp. 71
Business infrastructurep. 76
Products and servicesp. 77
Core competenciesp. 78
The next stepp. 80
Know the worldp. 81
For or against you?p. 83
The next stepsp. 84
Collecting informationp. 85
Understanding the world at largep. 89
Business partnersp. 94
The market - what you are fighting forp. 96
The industry - what you are up againstp. 100
Competitive advantagesp. 103
Now write about itp. 105
Moving onp. 105
The core of your planp. 107
A strategy and an operating planp. 109
What is strategy?p. 110
Portfolio strategy - what businesses should you have?p. 111
Business strategies to satisfy your desiresp. 114
Strategies for department managersp. 119
Resource requirementsp. 127
Strategic objectivesp. 127
Documenting the strategyp. 129
Creating an operating planp. 129
Documenting the operating planp. 134
Onwardsp. 135
About these numbersp. 137
'The time has come,' the walrus said, 'to speak of other things'p. 139
Varying views of the same numbersp. 140
The way that bean counters thinkp. 144
The planning horizonp. 149
Looking backp. 152
Estimating the presentp. 152
Crystal ball gazingp. 153
Software toolsp. 154
Putting it to good usep. 156
Getting to gross profitp. 159
Breathe easilyp. 161
Forecasting sales volumesp. 162
The big picture - the economyp. 165
Up close and personal - industry and product demandp. 170
Pulling it all togetherp. 174
Cost of salesp. 176
Gross profitp. 184
Writing it upp. 184
Getting to net profitp. 189
Where the money goesp. 191
Capital spendingp. 192
Capital assets that you already ownp. 193
Capital assets that you wantp. 195
Accounting for fixed assetsp. 198
Operating expenditurep. 202
Net profitp. 211
Other income and expenditurep. 216
Moving onp. 218
Funding the businessp. 219
Balancing your cheque bookp. 221
Balance sheets and cash flow mechanicsp. 222
Balance sheet headingsp. 228
Producing the paperp. 232
Watching cash flowp. 233
Using a surplusp. 239
Getting it fundedp. 239
Debt or equity?p. 240
What's the deal?p. 247
Putting a price on successp. 248
Does it all hold together?p. 249
Managing risksp. 251
Identify risks and improve planningp. 253
It's normally like thisp. 256
How many coconuts do you need to sell?p. 264
Marginal likelihood of shutting down?p. 267
What you need, when you need itp. 270
Will it pay off?p. 271
What if?p. 279
The economyp. 281
If the worst comes to the worst...p. 281
Grand finalep. 282
Getting it approvedp. 283
Pulling it all togetherp. 285
Focusp. 286
What readers of the plan will look forp. 288
Those financials againp. 293
Final check on the planp. 303
They don't know what's coming to themp. 303
Preparing for the meetingp. 307
At last, the first meetingp. 308
Meeting post-mortemsp. 311
Follow upp. 311
Back to the drawing boardp. 312
Due diligencep. 313
The contractp. 314
Cash in the bankp. 315
Now make it happenp. 317
Time for a break?p. 319
From plan to realityp. 319
A change of focusp. 322
Communicating the planp. 323
Where do you draw the line?p. 324
Policies, rules and proceduresp. 325
Who does what?p. 328
Employee objectivesp. 329
How much freedom?p. 331
Financial objectivesp. 331
Monitoring other objectivesp. 337
Monitoring the worldp. 338
Confirming and revising strategy and plansp. 338
Don't forget the carrotsp. 339
And into the next business planp. 340
Trying to catch the tailp. 340
Tetrylus Inc business planp. 341
Indexp. 347
Table of Contents provided by Ingram. All Rights Reserved.

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