Table of contents for Growing your business : a handbook for ambitious owner managers / by Gerard Burke, Paul Barrow, Liz Clarke David Molian.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.


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CONTENTS
INTRODUCTION
The Challenges of Growth
Growth Challenge One: The Planning Vacuum
Growth Challenge Two: Muddled Marketing
Growth Challenge Three: Mismanaged Change
Growth Challenge Four: The Wrong Objectives
Growth Challenge Five: Meddling and Mis-spent Time
Growth Challenge Six: No Financial Strategy and Poor Controls
Overcoming the Challenges
Structure of the Book
How to Use this Book
Assignments
Examples
Acknowledgements
PART ONE: WHERE ARE WE NOW?
CHAPTER ONE		
YOUR BUSINESS AND ITS MARKETS
WHAT DOES YOUR BUSINESS DO¿AND HOW DOES IT DO IT
Your Business Purpose
DEFINING YOUR BUSINESS PURPOSE
ASSIGNMENT 1.1 YOUR BUSINESS PURPOSE
YOUR BUSINESS MODEL
A BUSINESS MODEL THAT WORKS FOR YOU
ASSIGNMENT 1.2 YOUR BUSINESS MODEL
WHICH INDUSTRY ARE YOU IN
THE INDUSTRY VALUE CHAIN
ASSIGNMENT 1.3 YOUR INDUSTRY AND THE INDUSTRY VALUE CHAIN
WHAT IS CHANGING IN YOUR BUSINESS ENVIRONMENT?
INCREMENTAL OR RADICAL CHANGE?
ENVIRONMENTAL SCANNING	
PESTEL ANALYSIS
PREPARATION: SOURCES OF INFORMATION
OUTCOME OF THE PESTEL ANALYSIS
ASSIGNMENT 1.4 PESTEL ANALYSIS
HOW DO YOU IMPLEMENT A PESTEL ANALYSIS?
CHAPTER TWO
YOUR CUSTOMERS AND COMPETITORS
THE MARKET SEGMENTS YOU SERVE
CONSUMER SEGMENTATION
BUSINESS TO BUSINESS SEGMENTATION
ABC (OR PARETO) ANALYSIS
DO YOU HAVE A UNIQUE SELLING POINT OR PROPOSITION?
ASSIGNMENT 2.1 SEGMENTATION AND DIFFERENTIATION
THE CUSTOMER LIFECYCLE
ASSIGNMENT 2.2 ABC ANALYSIS AND CUSTOMER LIFECYCLE
WHO ARE YOUR COMPETITORS?
HOW DO YOU TRACK YOUR COMPETITORS?
ASSIGNMENT 2.3 TRACKING COMPETITORS
DO YOU KNOW HOW YOU WIN BUSINESS?
KEY SUCCESS FACTORS FROM THE CUSTOMER¿S POINT OF VIEW
ASSIGNMENT 2.4 KEY SUCCESS FACTORS ANALYSIS
KEY PERFORMANCE INDICATORS
SWOT ANALYSIS
ASSIGNMENT 2.5 SWOT ANALYSIS
CHAPTER THREE
ARE YOU IN GOOD FINANCIAL HEALTH?
MEASURING GROWTH
MEASURING PROFITABILITY
Gross Profit and Gross Profit Percentage
Operation Profit and Operation Profit Percentage
Net Profit and Net Profit Percentage
Return on Capital Employed (ROCE)
Return on Shareholders Capital (ROSC)
Profit per Employee
Value Added per Employee
MEASURING LIQUIDITY
Current Ratio
Quick Ratio (or Acid Test)
MEASURING WORKING CAPITAL
Average Collection Period (or Debtor Days)
Average Payment Period (or Creditor Days)
Stock (Inventory) Control
Circulation of Working Capital
MEASURING INSOLVENCY
Gearing
Interest Cover
CALCULATING YOUR BREAKEVEN POINT
Breakeven: (Why is it Important?)
Identifying Fixed and Variable Costs
Calculating your Breakeven Point
Capital Intensive Versus ¿Lean and Mean¿
PROFITABLE PRICING
CHAPTER SUMMARY
ASSIGNMENT 3
CHAPTER FOUR
DIAGNOSING YOUR ORGANIZATIONAL HEALTH
WHAT IS THE RIGHT ORGANISATION FOR YOUR BUSINESS?
ASSIGNMENT 4.1 TAKING A FRESH LOOK AT YOUR ORGANIZATION
PHASES OF ORGANIZATIONAL GROWTH
Phase One: Growth Through Creativity
Phase Two: Growth Through Direction
Phase Three: Growth Through Delegation
Phase Four: Growth Through Coordination
Phase Five: Growth Through Collaboration
BENCHMARKING AGAINST BEST PRACTICE
ASSESSING YOUR PEOPLE CAPABILITY
Skills and Attitudes
Management Capability and Style
Culture
ASSESSING YOUR STRUCTURE
How to Divide Things Up
Types of Structure: Advantages/Disadvantages
How to Put Things Together Again
ASSESSING YOUR SYSTEMS
Recruitment and Selection Processes
Motivation and Retention Processes
Training and Development Processes
Communication Processes
ASSIGNMENT 4.2 DIAGNOSING YOUR ORGANIZATION
CHAPTER FIVE
NOW LET US TALK ABOUT YOU
PERSONAL DRIVERS AND MOTIVATION
Technical/Functional Competence
Managerial Competence
Independence and Autonomy
Security and Stability
Entrepreneurial Creativity
Service/Dedication to a Cause
Pure Challenge
Lifestyle
Are You a Workaholic?
WHAT KIND OF LEADER ARE YOU?
Taking Stock of Your Leadership Philosophy
Growing into Leadership
From Direction to Empowerment
From My Vision to Our Vision
From Managing Things to Managing People
So are YOU the Barrier to Growth?
The Four Types
ASSIGNMENT 5.1 YOUR LEADERSHIP SWOT
WHAT IS YOUR CURRENT ROLE?
So How Do You Spend Your Time?
Are You the CEO or the Office Boy?
Are YOU Holding the Business Back?
PART TWO: WHERE ARE WE GOING?
CHAPTER SIX
WHAT DO YOU WANT? PERSONAL GOALS AND DRIVERS
SO MAKE IT WORTH IT
ASPIRATIONS AND OUTCOMES
Business Outcomes
Leadership Outcome
Personal Business Outcomes
Personal Life Outcomes
Business Outcomes
Leadership Outcomes
Personal Business Outcomes
Personal Life Outcomes
ASSIGNMENT 6.1 YOUR PERSONAL GOALS AND DRIVERS
POSTCARD FROM THE FUTURE
ASSIGNMENT 6.2 POSTCARD FROM YOUR FUTURE
CHAPTER SEVEN
ARTICULATING YOUR FUTURE (OR WHAT DOES THE BUSINESS HAVE TO DO TO ENABLE YOU TO ACHIEVE WHAT YOU WANT?)
BUSINESS OBJECTIVES
Financial Objectives
Market Objectives
People and Management Objectives
ASSIGNMENT 7.1 BUSINESS OBJECTIVES
VISION
Characteristics of Effective Visions
Developing a Vision
Organization Pictures
Culture Statements
ASSIGNMENT 7.2 ARTICULATING THE BUSINESS VISION
PART THREE: HOW DO WE GET THERE?
CHAPTER EIGHT
WHAT IS YOUR GROWTH STRATEGY?
IMPROVING PRODUCTIVITY
Cutting Costs
Increasing Margins
Improving Product Mix
Increasing Prices
INCREASING SALES VOLUME
Competing More Strongly: Squeezing the Lemon!
Innovate
ASSIGNMENT 8.1 ASSESSING GROWTH OPTIONS
THE NEED FOR CLEAR PRIORITIES
CASH GENERATION: PRODUCT PORTFOLIO ANALYSIS
Arguments for Using the Boston Matrix
Proceed with Caution!
REVISIT YOUR STRATEGY
Your Business Purpose
ASSIGNMENT 8.2 REVISIT YOUR BUSINESS PURPOSE
CHAPTER NINE
HOW CAN YOU FURTHER DEVELOP YOUR DISTINCTIVENESS?
DEVELOPING CUSTOMER SEGMENTS AND PRODUCT/SERVICE QUALITY
Quality Challenges
Attention to Quality Pays Off
CUSTOMER RETENTION AND ADDING VALUE
CHALLENGES FOR SERVICES
PRICE AND MARGIN OPTIMIZATION
Margin Enhancement by Focussing on the Most Profitable Customers
PROMOTIONAL ACTIVITIES
Word of Mouth Marketing
More Formal Marketing Approaches
Below the Line Marketing Activities
Your Website
Above the Line Marketing Activity (Advertising)
Advertising Aims Change Over Time
DISTRIBUTION
IMPROVING THE EFFECTIVENESS OF THE SALES EFFORT
Setting and Monitoring Sales Targets
Sales Forecasting and Control
ASSIGNMENT 9.1 FURTHER DEVELOPING YOUR DISTINCTIVNESS
CHAPTER TEN
HOW TO DEVELOP A BALANCED MANAGEMENT TEAM
RECRUITMENT AND SELECTION
Job Descriptions
Person Specification
Sourcing Applicants
Interviewing Your Short-List
ASSIGNMENT 10.1 RECRUITMENT AND SELECTION
MOTIVATION AND RETENTION
Hygiene Factors and Motivators
Attitude Surveys
Exit Interviews
REWARDS AND RECOGNITION
ASSIGNMENT 10.2 MOTIVATION, RETENTION, RECOGNITION AND REWARDS
PERFORMANCE MANAGEMENT
Setting the Scene
Vision and Key Performance Measures
Goals and Targets
Performance Reviews
Regular Appraisals
ASSIGNMENT 10.3 PERFORMANCE MANAGEMENT
TRANING AND DEVELOPMENT
Investing in Training
Identifying Training Needs
Choosing the Right Training
On the Job Training
In-house Classroom Training
Public Courses
Interactive Distance Learning
Off-the-shelf Training Progammes
Colleges
Government Initiatives
Induction Training
Coaching, Mentoring and Other Ways
ASSIGNMENT 10.4 TRAINING AND DEVELOPMENT
BUILDING THE TEAM
Vision and Values
Size
Team Roles
Leadership
Cross-functional Issues
Stages of Development
Forming
Storming
Norming
Performing
ASSIGNMENT 10.5 YOUR MANAGEMENT TEAM
REMOVING PEOPLE
Reasons for Getting Rid of Someone
Unable to Do the Job
Poor Performance
Not Needed
Misconduct
Procedure
Disciplinary Procedures
Classic Mistakes
Handling the Termination
Plan the Interview in Advance
Do Not Procrastinate
Tell Them the Truth
Do Not be Emotional
Do Not Prolong the Agony
ASSIGNMENT 10.6 REMOVING PEOPLE
CHAPTER ELEVEN
HOW DO YOU MANAGE THE CHANGES?
CHANGE HURTS
CHANGE MEANS YOU TOO!
THE PREDICTABLE PROCESS OF CHANGE
INCREASING THE ODDS IN YOUR FAVOUR
Dissatisfaction With the Status Quo
Desirability of the Proposed Change
Practicality of the Change
YOUR CHANGE TOOLKIT
Force Field Analysis
Commitment Charting
The Change Star
ASSIGNMENT 11.1 MANAGING THE CHANGES
CHAPTER TWELVE
HOW DO YOU FUND GROWTH
HOW MUCH CASH WILL I NEED TO GROW MY BUSINESS?
Calculating the Working Capital Requirement
IDENTIFYING THE FUNDING GAP
INTERNAL SOURCES OF FUNDS
Squeeze Working Capital
Debtors
Stock Control
Other Ways to Squeeze Working Capital
Make More Profit and Plough It Back
Recognize the Iceberg
Zero-based Budgetting
Cut Out Mistakes Through Training
Incentivize Everyone Around Profit
Increasing Margins
Pricing
Working Smarter
EXTERNAL SOURCES OF FUNDS
Debt (or Borrowing)
Working Capital Finance
Asset Backed Finance
Government Assistance
Money for ¿Free¿
Equity (or Venture Capital)
Mezzanine Money
OTHER WAYS TO FUND GROWTH
Franchising
Corporate Venturing
ASSIGNMENT 12.1 FUNDING YOUR GROWTH
CHAPTER THIRTEEN
WHAT IS YOUR FUTURE LEADERSHIP ROLE?
MANAGING AND LEADING YOUR BUSINESS
What is Leadership?
Becoming a Leader of Leaders
ASSIGNMENT 13.1 LEADERSHIP AND MANAGEMENT
LETTING GO TO GROW
Building Trust
How to Delegate
Define the Boundaries
Decide Who to Delegate To
Communicate Your Decision Clearly
Provide the Tools to Help Staff Succeed
Review, Feedback and Reward
ASSIGNMENT 13.2 DELEGATION
WHAT WILL YOUR ROLE BE IN THE FUTURE?
MANAGING SUCCESSION
ASSIGNMENT 13.3 SUCCESSTION
MANAGING YOURSELF
How You Spend Your Time
Making Your Meetings More Effective
Define the Purpose Clearly
Decide Who Should Attend
An Agenda is Vital
Order of the Items
Be a Good Listener
Involve All Participants
Keep to the Point
Control Aggression
Check Progress
Decide on Action
Follow-Up
Communicating
ASSIGNMENT 13.4 MANAGING YOURSELF
INVESTING IN YOUR ON-GOING DEVELOPMENT
Appropriate Role Models
Broader Experiences
Making Mistakes
Formal Management Training
Books
Get a Mentor
Work with Other Owner-Managers
ASSIGNMENT 13.2 YOUR ONGOING DEVELOPMENT
CHAPTER FOURTEEN
ACQUISITIONS, MERGERS, DIVESTMENTS AND JOINT VENTURES
ACQUISITIONS
Why Would You Want to Make an Acquisition?
Strategic Reasons for Making an Acquisition
Process of Acquisition
MERGERS
THE PEOPLE FACTORS IN ACQUISITIONS AND MERGERS
Is the Logic Compelling?
Stages of an Acquisition or Merger: the Cultural Perspective
Romance
Courtship and Culture Fit
The Marriage
Leadership
Employee Reactions
Communication
Team
ACQUISITION OR MERGER CHECKLIST
Terms and Conditions of Employment
Conditions for Key Managers and Staff
Strength of Management Team
Organization Structure
Culture Fit
Post-Merger Management
JOINT VENTURES
Articulate Clearly the Strategic Aims of the Deal
Align the Interests of the Parties
Identify Rights and Responsibilities
Set Out a ¿Pre-nuptial¿ Agreement that Provides for the Dissolution of the Deal
A FINAL WORD
ASSIGNMENT 14.1
CHAPTER FIFTEEN
WHAT ARE YOUR OPTIONS FOR REALISING THE VALUE?
WHY REALIZE THE VALUE?
WHAT ARE YOUR OPTIONS?
Winding Down
Private Sale
Trade Sale
Selling to Your Existing Management Team
Selling to an Incoming Management Team
Passing the Business on Through the Family
Selling to the Employees
Example
Going Public
Example
PREPARING THE BUSINESS FOR SALE (DRESSING TO KILL)
Example
VALUING THE BUSINESS
PROFESSIONAL ADVICE
SECOND THOUGHTS
AFTERWARDS
ASSIGNMENT 15.1 REALIZING THE VALUE
CHAPTER SIXTEEN
WRITING UP YOUR PLANS
WHAT SORT OF PLAN DO I NEED AND WHY DO I NEED IT?
WHAT DOES THE BUSINESS PLAN LOOK LIKE?
¿Standard¿ Contents for a Conventional ¿Business Plan¿
¿Standard¿ Contents List
BEFORE YOU START TO WRITE YOUR BUSINESS PLAN
PRESENTING YOUR BUSINESS PLAN
COMMUNICATING AND LIVING THE NEW PLAN
MONITORING PROGRESS
Financial Controls
Your Next Business Plan
ASSIGNMENT 16.1 WRITING UP YOUR PLAN

Library of Congress Subject Headings for this publication:

Small business -- Management.
Business planning.
Management.