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Table Of Contents

Stage 1: Matching the Stage and the Story
Stage 2: Growing Your Story
Stage 3: Accepting Stagnation of Your Story
THE KEY QUESTIONS: CREATING YOUR COMPANY STORY
DEFINING YOUR BUSINESS PLAN
HOW THE 5-PAGE BUSINESS PLAN WORKS
The Operational Plan—Bringing Your Plan to Life
TIPS ON CAPTURING INFORMATION AND MINIMIZING PAPERWORK
THE FOUR UNIQUE PHASES IN A BUSINESS PLANNING CYCLE
Phase 1: Preparing
Phase 2: Planning
Phase 3: Implementing
Phase 4: Sustaining
Skills Development
Coaching and Communications Training
Explaining How Money Works
Process Mapping
Leadership and Managership Training
Proactive Long-Term backPlanning
Predicting the Future Versus Designing the Future
Setting Time Frames
SUMMARY
THE TWO CRUCIAL PARTS OF THE VISIONING PROCESS
Scenario Writing: Where Are You Heading?
Keep Your Focus Future-Oriented
DON’T CONFUSE THE MESSAGE WITH THE MESSENGER
When to Use Multiple Visions in Your Plans
The Specified Task: The Heart of Your Mission
Ford’s Mission Statement (Hypothetical)
Ford’s Strategic Goals (Hypothetical)
HOW TO TRANSLATE YOUR VISION INTO REALITY
Painting Your Story With Bold Strokes
THREE STEPS FOR SETTING BIG, BOLD GOALS
Step 1: Fire Up the Management Team
Step 2: Get Leadership to Step Up to the Plate
Step 3: Validate Your Strategic Goals
SEVEN CRITICAL QUESTIONS TO ASK WHEN SETTING GOALS
HOW TO CONSTRUCT REALISTIC GOALS
Problem 1: Culture Clash
Problem 2: The Clash of Management Egos
Problem 3: The Human Factor
Problem 4: The Process Itself
THE STRATEGIC GOALS CHECKLIST
HOW TO SET CRITICAL OBJECTIVES
Time Factors in Setting Objectives
TASKS: HOW TO FOCUS ON WHAT REALLY NEEDS TO BE DONE
HOW TO PUT YOUR GOALS AND OBJECTIVES INTO MOTION
Using Tactics to Reinforce Your Strategies
GET STARTED WRITING STRATEGIES AND TACTICS
THE KEY QUESTIONS: BREAKING OUT OF COMPLACENCY
THE PAYOFF-DRIVEN ORGANIZATION: CATERING TO STATUS
WHY THE CUSTOMER IS NOT ALWAYS RIGHT
HOW TO USE FOCUS TO CLARIFY YOUR MISSION
SHIFTING FOCUS: IS IT WORTH THE EFFORT?
THE PAYOFF FOR FINDING A CENTRAL THEME IN YOUR STORY
THE KEY QUESTIONS: DEVELOPING FOCUS
THE PRACTICAL APPLICATIONS: FINDING A SINGLE FOCUS
THE THREE STEPS FOR DEVELOPING A LIST OF CORE VALUES
Step 1: Determine What’s Really Important
Step 2: Explain How to Put Each Value Into Action
Step 3: Account for Any Gaps
HOW TO PREPARE A CLEAR, WELL-CRAFTED PHILOSOPHY STATEMENT
Tips for Developing Your Philosophy
MAKE SURE WHAT YOU SAY IS WHAT YOU DO
The Principle of Profit: Money Matters
The Principle of Ethics: You Will Get Caught
THE KEY QUESTIONS: DEFINING YOUR CORPORATE CULTURE
1. Analysis of company performance
Analysis of Company Performance
Analysis of Competition
Analysis of Market and Market Share
Analysis of Mission
Analysis of Resources
Analysis of Drivers
Analysis of Structure
Analysis of Reference Information
THE KEY COMPONENTS OF AN EFFECTIVE OPERATIONAL PLAN
Choose Annual Targets
Set Quarterly Performance Measurements
Concentrate on Key Tasks
Define Tactics
Coordinate the Operational Plan
HOW TO IMPROVE YOUR OPERATIONAL PLAN EFFICIENCY
Islands of Power: When Control Is Lopsided
White Space: When No One Is Held Accountable
THE PAYOFFS FROM ELIMINATING ORGANIZATIONAL INEFFICIENCIES
THE KEY QUESTIONS: WRITING YOUR OPERATIONAL PLAN
THE FIVE KEY FUNCTIONS OF AN ORGANIZATIONAL STRUCTURE
Organize Work
Provide a Means to Implement Strategies
Match Headcount to Responsibility
Create a Place Where Employees Feel They Belong
Control Costs
A CAUTION WHEN DEVELOPING STRUCTURE
STRUCTURE WITHOUT VISIBLE STRUCTURE—A PARADOX
CHOOSING YOUR STRUCTURE: THE BEAUTIFUL SOLUTION
Pulling It All Together: The Resources Plan
THE TWO MAJOR RESOURCES PROBLEMS FACING PLANNERS TODAY
BUILDING YOUR RESOURCES PLAN: THE TEN KEY ELEMENTS
Staffing Levels: How to Work at Peak Efficiency
Facilities: Too Much Versus Too Little
Technology: How to Keep Your Competitive Edge
Watch Out for the Hockey Stick Approach
The Tail Wags the Dog
Preventing Post-Planning Veto
Untapped Potential: Making the Most of Employees
Corporate Culture Adds or Subtracts Resources
The Company IQ
Energy Sources
Story Alignment
People Work for Themselves First
Creating Employee Excitement Through Learning
The Shifting Role of the Employee in Your Story
Time: Choose to Squander or Choose to Save
Explaining the Inconsistency to Your Employees
Leadership: Your Number-One Priority
THE FOUR QUESTIONS FOR COORDINATING YOUR RESOURCES PLAN
When Will the Resources Be Available?
THE KEY QUESTIONS: SUPPORTING YOUR BUSINESS PLAN
THE FIVE KEY TERMS USED IN CONTINGENCY PLANNING
THE TWO COMMON WAYS THAT PLANS RUN AMISS
Trend Deviation: When You Miss the Mark
Crises: Circumstances Beyond Your Control
THE FIVE AREAS THAT ARE VITAL TO YOUR COMPANY’S WELL-BEING
Sudden Shifts in Business Paradigms
Disruptive Technology
The Antidote for Bad Mental Models
Known Potential Problems That Are Ignored
Excessive Growth: Too Much, Too Soon
THE EARLY WARNINGS THAT CAN HELP KEEP YOU ON TRACK
HOW TO REACT QUICKLY AND DECISIVELY TO DISASTER SITUATIONS
Decision Making in a Crisis
HOW TO IMPLEMENT YOUR PLAN
Monitoring Your Plan to Ensure Compliance
HOW TO SUSTAIN YOUR PLAN: THE FOUR PLAN ASSURANCE ACTIVITIES
BUSINESS PROCESS MAPPING TO IMPROVE YOUR BOTTOM LINE
Levels of Processes
The Payoffs of Process Mapping
The Six Purposes of Process Mapping
Process Mapping as a Motivational Tool
The Practical Applications of Process Mapping
How and Where to Start Process Mapping
Preliminary Questions Before Process Mapping
Using Teams in Process Improvement Activities
ASSURANCES FOR LEADERSHIP AND MANAGERSHIP DEVELOPMENT
The Two Techniques for Skills Training
NOTES
BIBLIOGRAPHY
INDEX
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Seven Steps to a successful Business Plan

Seven Steps to a successful Business Plan

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Published by SRINIVAS RAO
Seven steps to a successful Business Plan.
A good book particularly briefed out in Appendices Section with all plans at the end of the book.
A must read book for ENTREPRENEURS or for BUSINESS PROFESSIONALS who wish to plan the business at the initial stage and continue planning about various aspects at the OPERATIONS and other stages as well.

Seven steps to a successful Business Plan.
A good book particularly briefed out in Appendices Section with all plans at the end of the book.
A must read book for ENTREPRENEURS or for BUSINESS PROFESSIONALS who wish to plan the business at the initial stage and continue planning about various aspects at the OPERATIONS and other stages as well.

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Published by: SRINIVAS RAO on Jan 14, 2010
Copyright:Attribution Non-commercial

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