Steven Peterson is CEO of Strategic Play, a top management training company. Peter Jaret is an award-winning author and journalist. Barbara Findlay Schenck is a business and marketing consultant. Colin Barrow is a venture capitalist, entrepreneur and the best-selling author of Starting a Business For Dummies.

• Introduction 1Part I: Laying the Foundation for Your Plan 7Chapter 1: Starting Your Planning Engine 9Chapter 2: Generating a Great Business Idea 25Chapter 3: Defining Your Business Purpose 43Part II: Developing Your Plan’s Components 65Chapter 4: Understanding Your Business Environment 67Chapter 5: Charting Your Strategic Direction 91Chapter 6: Describing Your Business and Its Capabilities 117Chapter 7: Crafting Your Marketing Plan 139Chapter 8: Deciphering and Presenting Your Financial Situation 153Part III: Tailoring a Business Plan to Fit Your Needs 183Chapter 9: Planning for a One-Person Business 185Chapter 10: Planning for a Small Business 203Chapter 11: Planning for an Established Business 217Chapter 12: Planning for a Not-for-Profit Organisation 237Chapter 13: Planning for an E-business 253Part IV: Making the Most of Your Plan 271Chapter 14: Putting Your Plan Together 273Chapter 15: Putting Your Plan to Work 291Part V: The Part of Tens 307Chapter 16: Ten Signs That Your Plan May Need an Overhaul 309Chapter 17: Ten Ways to Evaluate a New Business Idea 315Chapter 18: Ten Ways to Fund Your Business Plan 321Chapter 19: Ten Sources of Vital Information to Underpin Your Business Plan 329Chapter 20: Ten Ways to Use Your Business Plan 337Appendix: About the CD 341Index 349

Steven Peterson is CEO of Strategic Play, a top management training company. Peter Jaret is an award-winning author and journalist. Barbara Findlay Schenck is a business and marketing consultant. Colin Barrow is a venture capitalist, entrepreneur and the best-selling author of Starting a Business For Dummies.

• Introduction 1Part I: Laying the Foundation for Your Plan 7Chapter 1: Starting Your Planning Engine 9Chapter 2: Generating a Great Business Idea 25Chapter 3: Defining Your Business Purpose 43Part II: Developing Your Plan’s Components 65Chapter 4: Understanding Your Business Environment 67Chapter 5: Charting Your Strategic Direction 91Chapter 6: Describing Your Business and Its Capabilities 117Chapter 7: Crafting Your Marketing Plan 139Chapter 8: Deciphering and Presenting Your Financial Situation 153Part III: Tailoring a Business Plan to Fit Your Needs 183Chapter 9: Planning for a One-Person Business 185Chapter 10: Planning for a Small Business 203Chapter 11: Planning for an Established Business 217Chapter 12: Planning for a Not-for-Profit Organisation 237Chapter 13: Planning for an E-business 253Part IV: Making the Most of Your Plan 271Chapter 14: Putting Your Plan Together 273Chapter 15: Putting Your Plan to Work 291Part V: The Part of Tens 307Chapter 16: Ten Signs That Your Plan May Need an Overhaul 309Chapter 17: Ten Ways to Evaluate a New Business Idea 315Chapter 18: Ten Ways to Fund Your Business Plan 321Chapter 19: Ten Sources of Vital Information to Underpin Your Business Plan 329Chapter 20: Ten Ways to Use Your Business Plan 337Appendix: About the CD 341Index 349