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Autor
Kierulff Herbert (Economics Seattle Pacific University)
Tytuł
What a Business Plan Must Show
Źródło
Journal of Economics and Organization of Future Enterprise, 2008, vol. 2, nr 2, s. 54-61, tab., bibliogr. 15 poz.
Słowa kluczowe
Biznes plan, Ryzyko, Planowanie rozwoju przedsiębiorstwa
Business plan, Risk, Enterprise development planning
Uwagi
summ.
Abstrakt
The major objectives of a business plan are to test feasibility, gather resources, act as a guide to action, and provide a standard to review progress. The plan must deal with three key issues to satisfy its several audiences: the market and its nature, the management of the venture, and financial feasibility. The remaining issues are primarily ones of strategy. The purpose of this article is to examine the three issues in some depth. Particular attention is paid to the keys to venture success from the customers' standpoint, the competition, venture management's functions and qualifications, and testing financial attractiveness. (original abstract)
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Bibliografia
Pokaż
  1. R. Abrams, (2000). The Successful Business Plan: Secrets and Strategies. (4th ed.). Palo Alto: Running 'R' Media.
  2. R. Apley, (2000). Helpful Hints for Patent Applicants. USPTO Today, 1(12), 16-18.
  3. M. Bhave (1994). A Process Model of Entrepreneurial Venture Creation. Journal of Business Venturing, 9(3), 223-243.
  4. M. Bellis, (2008). History of the Mousetrap. http://inventors.about.com/od/mstartinventions/a/mousetrap.htm
  5. F. Delmar & S. Shane, (2003). Does Business Planning Facilitate the Development of New Ventures? Strategic Management Journal, 24(12), 1165-1185.
  6. K. C. Heriot, N. D. Campbell & R. Z. Finney, (2004). Omitted Variable Bias in the Link Between Planning and Performance. New England Journal of Entrepreneurship, 7(2), 27-32.
  7. G. E. Hills (1985). Market Analysis and the Business Plan: Venture Capitalists' Perceptions. Journal of Small Business Management, 23(1), 38-47.
  8. J. E. Levangie, (2003). Musings of a Serial Entrepreneur: Reconciling Theory with Practice. New England Journal of Entrepreneurship, 6(2), 65. Retrieved July 31, 2008, from ABI/INFORM Research database. (Document ID: 574756871).
  9. D. Lux & M. Rorke, (1999). From Invention to Innovation. Produced for the U. S. Department of Energy. DOE/GO-10099-810. Retrieved August 7, 2008 from http://www1.eere.energy.gov/inventions/pdfs/fromi2i.pdf
  10. R. G. Meloy, (1998). Business Planning. The CPA Journal, 68(3), 74-75.
  11. B. J. Orser, S. Hogarth-Scott & A. L. Riding, (2000). Performance, Firm Size, and Management Problem Solving. Journal of Small Business Management, 38(4), 42-59.
  12. M. E. Porter, (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, 86(1), 78-93.
  13. W. A. Sahlman, (1997). How to Write a Great Business Plan. Harvard Business Review, 75(4), 98-108.
  14. G. A. Stevens & J. Burley, (1997). 3,000 raw ideas equals 1 commercial success! Research Technology Management, 40(3), 16-27.
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Język
eng
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