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Business Plans for Dummies, 2nd Edition
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A new edition packed with new material of the indispensable guide to great business plans A good business plan is vital to the success of any new business. It's the most direct way to garner financial support and investors and a powerful tool for giving a company a direction and goals. Business Plans For Dummies, Second Edition guides large and small businesses alike in designing the right business plan and in using it in the right way. This new edition featuring 25 percent new and updated information offers fresh coverage of important topics since the last edition, such as company values, identifying customer and market opportunities, technological trends, global business opportunities, and social responsibility in light of recent corporate scandals. Much more than just a one-time formality, a business plan should be updated regularly to reflect shifting business realities and changing business goals. A good business plan is a vital tool in a company's efforts to: Determine future direction Survey the business environment Assess the capabilities and resources of the business Design effective business strategies Motivate employees to meet objectives Only 25 percent of new businesses survive beyond their first three years; the odds are stacked against every new business. This invaluable resource gives business leaders a no-nonsense approach to staying afloat, rising above the risks, and enjoying the rewards of success. Paul Tiffany, PhD (Santa Rosa, CA), is Professor of Management in the Haas Business School at the University of California-Berkeley and an adjunct professor at the Wharton School of Business. Steven D. Peterson, PhD (Petaluma, CA), is the founder and CEO of Strategic Play and an Executive Education Lecturer at the Haas Business School and the IMD Business School in Lausanne, Switzerland.
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Table of Contents

Introduction. Part I: Knowing Where You Want to Go. Chapter 1: Preparing to Do a Business Plan. Chapter 2: Understanding the Importance of a Business Plan. Chapter 3: Setting Off in the Right Direction. Chapter 4: Charting the Proper Course. Part II: Describing Your Marketplace. Chapter 5: Examining the Business Environment. Chapter 6: Slicing and Dicing Markets. Chapter 7: Getting Better Acquainted With Customers. Chapter 8: Checking Out Your Competition. Part III: Weighing Your Company?s Prospects. Chapter 9: Assessing Where You Stand Today. Chapter 10: Making Money Doing What You Do Best. Chapter 11: Figuring Out the Financial Details. Chapter 12: Forecasting and Budgeting. Part IV: Looking to the Future. Chapter 13: Managing Uncertainty. Chapter 14: Thinking Strategically. Chapter 15: Growing Up and Growing Bigger. Part V: Putting Your Business Plan into Action. Chapter 16: Shaping Your Organization. Chapter 17: Leading the Way. Part VI: The Part of Tens. Chapter 18: Ten Signs That Your Business Plan Needs Refreshing. Chapter 19: Ten Questions to Ask about Your Plan. Chapter 20: Ten Business-Planning Never-Evers. Appendix: A Sample Business Plan. Index.

About the Author

Paul Tiffany, PhD, is a professor of management at the Haas Business School, UC Berkeley, and an Adjunct Professor at the Wharton School, University of Pennsylvania. Steven Peterson, PhD, is the founder and CEO of Strategic Play and an Executive Education Lecturer at the Haas Business School.

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