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Writing Business Plans That Get Results by Michael O'Donnell

Product Description

Writing Business Plans That Get Results shows you how to create a business plan that works. Packed with straightforward question-and-answer exercises for writing each section of your plan, this easy-to-use guide tells you:

  • Exactly what to include in each section of your plan
  • The most efficient ways to evaluate and present your company's products and services, marketing strategies, organizational structure, plans to achieve goals, competitors' strengths and weaknesses, and more
  • How to expertly determine cash needs, appropriate financing sources, payback terms, and potential returns for investors
  • Simple ways to make realistic projections for cash flow, profit and loss, and the balance sheet

Since a business plan is used for many purposes--as a development tool, a management and planning guide, a mission statement, a sales document--and is read by several different audiences, author Michael O'Donnell teaches you how to:

  • Tailor each part of your plan to the various needs of bankers, venture capitalists, partners, suppliers, accountants, lawyers, customers, and other readers
  • Structure and arrange the components of your plan for greatest impact
  • Anticipate all questions that plan reviewers will ask
  • Critique and package your plan for winning results

Practical, comprehensive, and clearly written, Writing Business Plans That Get Results is required reading for any entrepreneur who wants his or her company to prosper. Michael O'Donnell, a business consultant with the Promersberger Company in Fargo, North Dakota, specializes in developing marketing plans for the firm's clients. As a staff member of the Center for Innovation and Business Development at the University of North Dakota, he worked with inventors and entrepreneurs on a daily basis. The founder and president of ASK-ME Systems, Inc., a manufacturer and distributor of public-access videotex systems, O'Donnell has started six businesses of his own and has consulted on more than sixty start-up projects. He also serves on the faculty of the Commercialization Planning Workshop for the National Energy-Related Inventions Program and in this capacity provides business plan and marketing plan assistance to some of the country's top inventors.

About the Author

McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide

Contents

  • Acknowledgments
  • Preface
  • Introduction
  • The Modular Approach
  • Module 1—The Executive Summary
  • Module 2—The Table of Contents
  • Module 3—The Company and the Industry
  • Module 4—Product and Related Services
  • Module 5—Technology: Research and Development
  • Module 6—Market Analysis
  • Module 7—Competitive Analysis
  • Module 8—Marketing Strategy
  • Module 9—Manufacturing Process/Operations
  • Module 10—Management and Ownership
  • Module 11—Administration, Organization, and Personnel
  • Module 12—Milestones, Schedule, and Strategic Planning
  • Module 13—The Critical Risks and Problems
  • Module 14—Financial Data and Projections
  • The Finishing Touches
  • Appendixes
  • Appendix A: Supporting Documentation
  • Appendix B: Preparing Financial Projections Manually
  • Glossary
  • References
  • Related Books and Software

 

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

 

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working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

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