Description
Paul Tiffany, PhD, is a professor at the Haas School of Business, UC Berkeley, where he teaches courses on public policy and management. He is an expert in business strategy and management. Prior to beginning his career in academia, Tiffany worked as a business consultant and continues to lead his own consulting agency. Steven D. Peterson, PhD, is the senior partner and founder of the management tool development company Strategic Play Technologies. Introduction 1 Part 1: Getting Started with Business Plans 5 Chapter 1: Preparing to Do a Business Plan 7 Chapter 2: Understanding the Importance of a Business Plan 23 Chapter 3: Setting Off in the Right Direction 39 Chapter 4: Charting the Proper Course 51 Part 2: Describing Your Marketplace 67 Chapter 5: Examining the Business Environment 69 Chapter 6: Slicing and Dicing Markets 95 Chapter 7: Getting Up Close and Personal with Customers 117 Chapter 8: Covering Your Competition 139 Part 3: Weighing Your Company’s Prospects 161 Chapter 9: Assessing Where You Stand Today 163 Chapter 10: Profiting from Your Business Plan 183 Chapter 11: Figuring Out the Financial Details 201 Chapter 12: Forecasting and Budgeting 221 Part 4: Looking to the Future 239 Chapter 13: Confronting Uncertainty 241 Chapter 14: Thinking Strategically 265 Chapter 15: Growing Up, Growing Bigger, and Growing Old 285 Part 5: Putting Your Business Plan into Action 313 Chapter 16: Shaping and Shape-Shifting Your Organization 315 Chapter 17: Leading the Way 325 Part 6: The Part of Tens 335 Chapter 18: Ten (Or So) Signs That Your Business Plan Needs Refreshing — or Worse 337 Chapter 19: Ten (Or So) Questions to Ask about Your Plan 343 Chapter 20: Ten (Or So) Business-Planning Never-Evers 349 Appendix: A Sample Business Plan 355 Index 381
