Definitive Business Plan, The

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.

• About the authorAcknowledgementsForewordIntroduction to the First EditionIntroduction to the Revised Second EditionIntroduction to the Third EditionSymbols used1    What’s it all about?Have you heard the one about …     Who should read this book   A quick fix or a longer-term tool?     What is a plan anyway?       Why bother?           Key objectives for your plan Your target audience           Ten steps to a successful business plan         Don’t trust consultants         Who writes the business plan?          How to use this book           2    A winning presentation    A concise communication    Computer software  Make it feel good    First thoughts on layout        Creating an outline document           3    Getting down to it Why?         When you don’t want to be a big fish            What to do if you have several businesses     Your list of contents            The executive summary       The conclusion        Responsibilities – and the timetable   Be a SWOTWhere now?           4    Know yourself       Taking stock           Start with the basics            The central objective           Are you visionary?  How did you arrive here?Some numbers to please the bankers            Building up valueThe all-important management team Business organisationBusiness infrastructureProducts and servicesCore competenciesThe next step5    Know the worldFor or against you?The next stepsCollecting informationUnderstanding the world at largeBusiness partnersThe market – what you are fighting forThe industry – what you are up againstCompetitive advantagesNow write about itMoving on6    The core of your planA strategy and an operating planPortfolio strategy – what businesses should you have?Business strategies to satisfy your desiresStrategies for department managersResource requirementsStrategic objectivesDocumenting the strategyCreating an operating planDocumenting the operating planOnwards7    About these numbers‘The time has come’, the walrus said, ‘to speak of other things’Varying views of t