Index

accounts, 2^nd

acquisitions, 2^nd

added value

advertising, 2^nd

agricultural commodities

annual reports

appendices, 2^nd, 3^rd, 4^th, 5^th

Apple

Arab Spring

Asian market, 2^nd, 3^rd

attractiveness of market

background to business

balance sheets, 2^nd, 3^rd, 4^th

banks, 2^nd, 3^rd, 4^th, 5^th

bargaining power, 2^nd, 3^rd, 4^th

barriers to exit and entry, 2^nd, 3^rd

BBC, 2^nd, 3^rd

Beatles’, risks and opportunities

big risks, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

biofuels

boards of directors, 2^nd

branding in investment

Brazil, 2^nd, 3^rd

BRIC countries, 2^nd, 3^rd

budget, 2^nd

business mix by segment, 2^nd

call centres

capital expenditure, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

carbon footprint

case study on Dart Valley Guest House and Oriental Spa business plan

background to business

balance sheets

business mix by segment

cash flow forecasts

competition

conclusion to plan

established businesses, successful plans for

executive summaries

financials and forecasts, 2^nd

interviews of customers

market demand, 2^nd

openers

profit and loss accounts, 2^nd

resources

risks and opportunities

sensitivity testing

start-up businesses

strategy

cash flow, 2^nd, 3^rd, 4^th, 5^th

cash flow statements, 2^nd, 3^rd, 4^th, 5^th, 6^th

changes in drivers, assessment of, 2^nd

charities

China, 2^nd, 3^rd, 4^th

clarity, 2^nd, 3^rd, 4^th, 5^th, 6^th

coherence, 2^nd, 3^rd, 4^th, 5^th

commodity prices

community engagement

Comparethemarket.com, 2^nd

competition

acquisitions

advantage, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

appendices

Asian market

assessment of position

attractiveness of market

bargaining power, 2^nd, 3^rd

barriers to exit and entry, 2^nd, 3^rd

capabilities of competitors

case study on Dart Valley Guest House

competitive position

conciseness, 2^nd, 3^rd, 4^th, 5^th, 6^th

conclusion to plan

Confidential Information Memorandum (CIM )

consistency

consultants, 2^nd, 3^rd

contents of plans, 2^nd, 3^rd

convincing, plans must be, 2^nd, 3^rd, 4^th, 5^th

corporate social responsibility

costs, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

credibility, 2^nd, 3^rd, 4^th, 5^th

credit committees of banks, 2^nd

credit crunch

customer power, 2^nd, 3^rd, 4^th

customer purchasing criteria (CPCs), identification and weight of, 2^nd

customer retention rates

deluded

direct competition, 2^nd

distribution

effectiveness and efficiency

employees, 2^nd

external pressures, 2^nd, 3^rd

forecasts, 2^nd, 3^rd, 4^th, 5^th

global competition

governments

improvements in process

indirect competition, 2^nd, 3^rd

inflation

information technology

intensity, 2^nd, 3^rd, 4^th, 5^th, 6^th

internal rivalry, 2^nd, 3^rd, 4^th

investments, 2^nd

key success factors (KSF ), 2^nd, 3^rd

length of plans, 2^nd

location of facilities and sales/service teams

logistics

loners

management

manufacturing

margin forecasts

market demand, 2^nd, 3^rd

market-driven sales forecasts, 2^nd, 3^rd

market growth

market research

market share/size, 2^nd, 3^rd

new entrants, 2^nd, 3^rd, 4^th, 5^th

number of players, 2^nd, 3^rd, 4^th

offshore outsourcing

operating and/or net profit margin, 2^nd

operational processes as barrier to entry

opportunities, 2^nd

overall competitive intensity

outsourcing

patents, 2^nd

peers, 2^nd

physical assets deployed

pie charts

planned profit improvement measures, 2^nd

Porter’s five forces model

positioning, 2^nd, 3^rd, 4^th, 5^th

premises

pricing, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th, 9^th

profit margin, 2^nd

quality control

range of products and services

rating performance

regulation, 2^nd

relationships

research and development

response, 2^nd

restrictive practices

risk, 2^nd, 3^rd

sales

seasonal or irregular overcapacity

segments, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th, 9^th, 10^th

service provision

start-up businesses, 2^nd

storage

strategy

strengthening competitive advantage, 2^nd

strong points

substitution, ease of, 2^nd, 3^rd, 4^th

summary profiles of competitors, contents of

supplier power, 2^nd

supply, 2^nd

sustainable advantage, 2^nd

switching costs

taxation

technology, 2^nd

threat of new entrants, 2^nd, 3^rd, 4^th, 5^th

time, competing over

trade unions

training or engaging scarce personnel as barrier to entry

variation by segment

weak points

who are the competitors, 2^nd

credit crunch and its aftermath, 2^nd, 3^rd, 4^th

curriculums vitae

customers

benefit

branding in customer relationships

business-to-business ventures

customer purchasing criteria (CPCs), identification and weight of, 2^nd

customer relations management software

groups, distinctiveness of

identification

interviews

loss of customers

market research, 2^nd

marketing

needs

offshore outsourcing

power, 2^nd, 3^rd, 4^th

repeat business

resources

retention rates

satisfaction

start-up businesses

support

surveys, 2^nd, 3^rd, 4^th, 5^th

debt finance, 2^nd

Decca

defensibility

deluded

demand see market demand

differentiation strategy, 2^nd

directors, 2^nd

dispensability spectrum

distinctiveness, 2^nd, 3^rd

distribution, 2^nd

drafting plans, 2^nd

Dragons’ Den, 2^nd

dreamers

due diligence

Dyson’s resources, 2^nd

EAT, 2^nd

e-commerce, 2^nd

effectiveness

employees, 2^nd, 3^rd

entrepreneurs

entry, barriers to, 2^nd

environment, 2^nd

equity finance, 2^nd, 3^rd, 4^th, 5^th

established businesses

clarity and conciseness

case study on Dart Valley Guest House

competitors, capabilities of

costs

executive summaries

historic financials

management

market demand drivers

marketing

result and outcomes of plans

risk, 2^nd

successful plans

ethics, 2^nd

evaluation of plans

exaggerations, 2^nd, 3^rd

Excel, 2^nd, 3^rd

executive summaries, 2^nd, 3^rd

exit, barriers to, 2^nd

feedback

financials and forecasts

accounts, 2^nd

anomalies, examples of

assessment of past growth

background to business, 2^nd

balance sheets, 2^nd, 3^rd, 4^th

bottom-up approach, 2^nd

budget, 2^nd

capital expenditure, 2^nd, 3^rd

case study on Dart Valley Guest House, 2^nd

cash flow, 2^nd

cash flow statements, 2^nd, 3^rd, 4^th, 5^th, 6^th

changes in drivers, assessment of, 2^nd

competition, 2^nd, 3^rd, 4^th, 5^th

conclusion to plan

consistency

contents of plans

control

cost of goods sold, increase in

deluded

demand forecasting

dreamers

established businesses

four-stage process

fraud

full financial forecasts

funding of plans

future growth, forecasting, 2^nd

gross profits

historic financials

historic performance

hockey stock forecasts, 2^nd

invoices

irrelevance, avoiding

length of plans

loss of customers

macho

magicians

market demand, 2^nd, 3^rd, 4^th, 5^th

market-driven sales forecasts

market growth, 2^nd

market reference

market share

operating margins

operating profits

opportunities, 2^nd, 3^rd, 4^th

overheads

past drivers of growth, assessment of

pricing

profit and loss accounts, 2^nd, 3^rd, 4^th, 5^th, 6^th

profit margins, 2^nd

recent financial history

revenues, 2^nd

risks, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

sales, 2^nd, 3^rd, 4^th, 5^th

segments, 2^nd, 3^rd

small and medium-sized enterprises, 2^nd

software

spurious accuracy, avoiding

start-ups, 2^nd, 3^rd, 4^th

stock building

strategy

tax avoidance

top-down approach, 2^nd

working capital, counter-intuitive trends in

food commodities

fraud

funding of plans

Global Compact (UN )

global competition, 2^nd

goals, 2^nd, 3^rd

Gocompare.com, 2^nd

Google

government’s influence on competition

gross domestic product (GDP )

historic financials

historic performance

hockey stock forecasts, 2^nd

‘hot potatoes’, list of

human resources, heads of

India, 2^nd, 3^rd

inflation, 2^nd, 3^rd, 4^th

information technology see technology

interest, 2^nd

internal rivalry, 2^nd, 3^rd, 4^th

international, going, 2^nd

Internet, 2^nd

interviews of customers

feedback and thanks

interviewees

needs of customers

performance

questionnaires

storyline

structured interviews

investments, 2^nd, 3^rd, 4^th, 5^th

invoices

iTunes, 2^nd

joint ventures

key managers

key success factors (KSF), 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

length of plans, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

lessons, learning

location, 2^nd

logistics

Lonely Planet, 2^nd

loners

LOVEFiLM’s market demand

low-cost strategy, 2^nd

macho

magicians

management, 2^nd, 3^rd, 4^th

managerial tools, business plans as, 2^nd

manufacturing, 2^nd, 3^rd, 4^th

market demand

attractiveness of market

case study on Dart Valley Guest House, 2^nd

competition

conclusion to plan

contents of plans, 2^nd

demand drivers

drivers

established businesses, successful plans for

forecasts, 2^nd, 3^rd

influences

length of plans

market growth, 2^nd, 3^rd, 4^th, 5^th, 6^th

market research, 2^nd

market size, 2^nd

meetings with buyers

new market niches

opportunities, 2^nd, 3^rd, 4^th

past drivers of growth

profit and loss accounts

recession

risk, 2^nd, 3^rd, 4^th, 5^th

start-ups, 2^nd

strategy, 2^nd

supply, 2^nd

test marketing

unmet needs

market-driven sales forecasts

market growth

average growth rate

competition, 2^nd

demand forecasting

drivers

facts and figures

forecasts, 2^nd, 3^rd, 4^th, 5^th, 6^th

GDP

inflation

Internet

market demand, 2^nd, 3^rd, 4^th, 5^th

market research

news websites

niche markets

past growth, assessment of

profit and loss accounts

segments

slow growth

supply

web of information

market leaders, becoming

market research, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

market size/share, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

marketing, 2^nd, 3^rd, 4^th, 5^th, 6^th

mezzanine providers

mission of companies

monitoring plans, 2^nd

naming systems for drafting

need for business plans, 2^nd

negotiations

new entrants, 2^nd, 3^rd, 4^th, 5^th

new market niches

new products

newspaper websites

niche markets

Nokia’s business mix

notable landmarks

objectives, 2^nd

offshoring outsourcing

oil, price of

online trade magazines

openers, 2^nd

operating margins, 2^nd, 3^rd, 4^th

operating profits

operations, 2^nd, 3^rd, 4^th, 5^th

opportunities

balance of risks and opportunities, 2^nd

banks, 2^nd

big opportunities, definition of

cash flow, impact on, 2^nd

case study on Dart Valley Guest House

competition, 2^nd

conclusion to plan

contents of plans

credit crunch

downside cases

extraordinary risks

financials

forecasts, 2^nd, 3^rd

impact of risks and opportunities

investors

likelihood of occurrence, 2^nd

market demand, 2^nd, 3^rd, 4^th

relative impact

resources, 2^nd

risk, 2^nd

sensitivity testing, 2^nd, 3^rd

seven C’s

showstopper risks, 2^nd

specific impact

strategy, 2^nd, 3^rd, 4^th

Suns and Clouds chart

organisation

outcomes of plans

outsourcing, 2^nd, 3^rd, 4^th

overcapacity

overheads, 2^nd

oversupply

passion

patents, 2^nd

performance, 2^nd

pie charts, 2^nd

pilot surveys

planned profit improvement measures, 2^nd

planning teams

Porter’s five forces model, 2^nd

PowerPoint, 2^nd

premises

preparation of plans

presentations, 2^nd, 3^rd

Pret A Manger, 2^nd, 3^rd

pricing

appendices

commodity prices

competition, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

forecasts, 2^nd

inflation, 2^nd

market share

marketing

oil

outsourcing

oversupply

positioning

raw materials, 2^nd

reductions

strategy, 2^nd

priorities

private equity

products

business-to-customer products or services

new products

marketing

range

profit

balance sheets

business mix by segment

costs

competitive-driven margin forecasts, 2^nd

forecasts

gross profits

main contributors

margin, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

net profit margin, 2^nd

operating profits

planned profit improvement measures, 2^nd

profit and loss accounts, 2^nd, 3^rd

aggregate numbers

balance sheets

case study on Dart Valley Guest House, 2^nd

cash flow statements

financials

forecasts, 2^nd, 3^rd

growth, drivers for

historical financials, 2^nd

market demand

operating profit

overheads, 2^nd

sales forecasts

project plans

promotion

purchasing

customer purchasing criteria (CPCs), identification and weight of, 2^nd

key success factors

length

negotiation

raw materials

resources

strategy, 2^nd, 3^rd

supplies

value chain

purpose and need for of business plans, 2^nd

quality control

questionnaires

rating performance

raw materials, 2^nd, 3^rd

recession, 2^nd, 3^rd, 4^th

regulatory compliance, 2^nd, 3^rd

relationships

repeat business

research

market research, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

research and development, 2^nd

resources, 2^nd, 3^rd, 4^th

acquisitions

background to business, 2^nd

big risks

capital expenditure

case study on Dart Valley Guest House

conclusion to plan

consultants

contents of plans, 2^nd

customer relations management software

customer service

delegation

distribution

financial control

goals

governance

information technology and systems

key success factors (KSFs )

length of plans

location and scale of main business infrastructure

logistics

management, 2^nd, 3^rd, 4^th

manufacturing, 2^nd

marketing, 2^nd, 3^rd, 4^th

notable landmarks

operations, 2^nd, 3^rd, 4^th

opportunities, 2^nd

ownership

people, backing

priority

purchasing

quality control

regulatory compliance

research and development, 2^nd

risks, 2^nd

service provision

sole traders

start-ups

storage

strategy, 2^nd

supplies, 2^nd

supply chain

technical support

timeline charts

value chain

restrictive practices

result and outcomes of plans

revenues, 2^nd

risk

attractiveness of market

balance of risks and opportunities, 2^nd

banks, 2^nd

big risks, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

case study on Dart Valley Guest House

competition, 2^nd, 3^rd

conclusion to plan

CIM

contents of plans, 2^nd

convincing, plan must be

credit crunch

debt finance

downside cases

equity finance

established businesses, successful plans for, 2^nd

extraordinary risks

financials, 2^nd, 3^rd

forecasts, 2^nd, 3^rd, 4^th, 5^th

impact of risks and opportunities

investors

length of plans

likelihood of occurrence, 2^nd, 3^rd

market demand, 2^nd, 3^rd, 4^th, 5^th

mitigation

opportunities, 2^nd

relative impact

resources, 2^nd

sensitivity testing,2^nd, 3^rd

seven C’s

showstopper risks, 2^nd

specific impact

strategy, 2^nd, 3^rd, 4^th, 5^th

Suns and Clouds chart

Roots, Levi, 2^nd

Russia, 2^nd, 3^rd

sale of businesses

sales

competition

forecasts, 2^nd

market-driven sales forecasts

operating margins

profit margins

security for finance

segments

business mix

competition, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

market-driven sales forecasts, 2^nd, 3^rd

market size

strategy, 2^nd, 3^rd, 4^th, 5^th, 6^th

variation by segments

seasonal or irregular overcapacity

sensitivity testing, 2^nd, 3^rd, 4^th

service provision, 2^nd, 3^rd

seven C’s (clear, crisp, concise, consistent, coherent, credible and convincing ), 2^nd, 3^rd, 4^th, 5^th

showstopper risks, 2^nd

size/share of market, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

small and medium-sized enterprises (SMEs ), 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

SMART, 2^nd

social media marketing

social performance

software, 2^nd, 3^rd, 4^th, 5^th

sole traders

South Korea

spreadsheet software, 2^nd

stagflation

stakeholders

start-ups

business mix by segment

case study on Dart Valley Guest House

competition, 2^nd

debt finance

equity finance, 2^nd

financials

forecasts,2^nd

goals

historical financials

identification of customers

management

market demand, 2^nd

market research

marketing

new markets

pilot surveys

planning teams

resources

result and outcomes of plans

successful plans

test marketing

value proposition, distinctive

storage

strategy

attractiveness of market

background to business, 2^nd

big risks

boosting strategic position

branding in investment

case study on Dart Valley Guest House

competition, 2^nd, 3^rd, 4^th

conclusion to plan

consultants

contents of plans, 2^nd

customer purchasing criteria (CPCs), identification and weight of

customer relationships, branding in

defensibility

definition, 2^nd

differentiation

exaggeration

exit and entry, 2^nd

forecasts

generic strategies, 2^nd, 3^rd

goals

heads of strategy

improvements in process

investments, 2^nd

key success factors (KSF), identification and weight of, 2^nd, 3^rd

length of plans

low-cost differentiation, 2^nd

market demand, 2^nd

market research, 2^nd, 3^rd

market risk

market share

opportunities, 2^nd, 3^rd, 4^th

patents

Porter’s five forces model

pricing, 2^nd

purchasing criteria, 2^nd, 3^rd

resources, 2^nd

risk, 2^nd, 3^rd, 4^th, 5^th

segments, 2^nd, 3^rd, 4^th, 5^th, 6^th

size of market

start-ups, 2^nd

strategic business units (SBUs )

strategic position

strengthening competitive advantage, 2^nd

strengths, 2^nd, 3^rd

sustainable competitive advantage, 2^nd

SWOT analysis

threats

weaknesses, 2^nd, 3^rd

strengths, 2^nd, 3^rd

substitution, 2^nd, 3^rd, 4^th

summary profiles of competitors, contents of

Suns and Clouds chart and risks and opportunities

supplies and suppliers, 2^nd, 3^rd, 4^th, 5^th, 6^th

surveys, 2^nd, 3^rd, 4^th, 5^th

switching costs, 2^nd

SWOT analysis

tax, 2^nd

team drafting

team leaders

technology

e-commerce, 2^nd

head of technology

Internet, 2^nd

software, 2^nd, 3^rd, 4^th, 5^th

technical support

websites, 2^nd, 3^rd

Tesco, 2^nd, 3^rd

test marketing

threats

new entrants, 2^nd, 3^rd, 4^th

SWOT

timetable

timeline charts

Tinopolis’s business mix

tools 20 see also technology

trade magazines

trade unions, 2^nd

triple bottom line

UN Global Compact

undersupply

unmet needs, 2^nd

value chain, 2^nd, 3^rd

values

venture capital, 2^nd

vision of company

weaknesses, 2^nd, 3^rd

web of information

websites, 2^nd, 3^rd

Woolworths, 2^nd, 3^rd

working capital, counter-intuitive trends in

writing plans, 2^nd

Zavvi, 2^nd, 3^rd