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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.
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.