{"product_id":"the-essential-guide-to-managing-small-business-growth-paperback-softback-9780470850510","title":"The Essential Guide to Managing Small Business Growth (Paperback \/ softback) 9780470850510","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eThe Essential Guide to Managing Small Business Growth\u003c\/font\u003e\u003cbr\u003e\r\n\r\n\r\n\u003c\/p\u003e\n\u003cp\u003e\u003cem\u003e\"I am delighted that this book has been written specifically for growth-stage business owners and their key managers who are striving to build a successful business.  It is a great manual for the time-pressed owner-manager and I am sure you will find it valuable.  The first step on the path to business success is to read this book and try to implement as many practical tips as possible to aid your business's growth, profitability and success.\"  \u003cp\u003eJudith Rutherford, Chief Executive, Business Link for London\u003c\/p\u003e\u003c\/em\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003ePeter Wilson (Author), Sue Bates (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780470850510, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003ePaperback \/ softback, published 27 June 2003\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e316 pages\u003cbr\u003e24.6 x 17.2 x 2.1 cm, 0.51 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cem\u003e\u003cfont size=\"3\"\u003e\"…this guide provides practical advice in creating a sound platform from which to prosper. It’s uncomplicated…jargon-free…in handy bite-sized chunks…\" (Startups.co.uk, 23 July 2003)  \u003cp\u003e\"…the authors do a good job of drawing together material on the many management issues…\" (Financial Times, 18 September 2003)\u003c\/p\u003e \u003cp\u003e“…well set out … make a useful tool for working through a strategic analysis…” (Business Adviser, March 2004)\u003c\/p\u003e \u003cp\u003e“…extremely readable…speaks directly to the entrepreneur and challenges them to take a moment to stand back and reflect …\" (Long Range Planning, Vol.37, No.4 August 2004)\u003c\/p\u003e\u003c\/font\u003e\u003c\/em\u003e\u003c\/p\u003e\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003eA cliche it may be but we are living in ever more turbulent times. Business decision-making has become more challenging and unpredictable than ever: we see unforeseen and often cataclysmic changes in consumer demand, both at home and in export markets; customers continue to demand more, more quickly and for less; new laws and regulations abound; competitors steal loyal customers; and, increasingly, the advice that once could be found from a 'Small Business Adviser' has been replaced by a call centre. Hand in hand with these challenges, the risks associated with expansion, or a new strategy, have grown significantly. In the context of a small business, where a manager has not necessarily had the breadth of experience of someone in a larger organization or formal management learning, they can seem extremely daunting. This book addresses the issues confronting managers\/owners of SMEs by providing practical, jargon-free advice on which a SME can create a sound platform from which to prosper.\u003cbr\u003e * Uncomplicated and jargon free to appeal to the SME director or manager who has little time to read\u003cbr\u003e * Can be used as a continuous read or a source of ides for dealing with the day-to-day problems of running and growing a small business\u003cbr\u003e * Based on the practical experience of the authors with examples taken from consulting practice\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eForeword.  \u003cp\u003ePreface.\u003c\/p\u003e \u003cp\u003e1. Managing Business Growth.\u003c\/p\u003e \u003cp\u003eMaking the transition.\u003c\/p\u003e \u003cp\u003eThe relevance of management theory to growing business.\u003c\/p\u003e \u003cp\u003eManaging effectively and efficiently.\u003c\/p\u003e \u003cp\u003eSetting realistic goals.\u003c\/p\u003e \u003cp\u003eSynopsis of the book.\u003c\/p\u003e \u003cp\u003e2. Making Sense of Strategy.\u003c\/p\u003e \u003cp\u003eStrategic issues: Setting the scene.\u003c\/p\u003e \u003cp\u003eThe \u003ci\u003eTitanic:\u003c\/i\u003e A salutary lesson in strategy.\u003c\/p\u003e \u003cp\u003eReview of current performance.\u003c\/p\u003e \u003cp\u003eAnalysing competitive forces.\u003c\/p\u003e \u003cp\u003eMarket segmentation: Defining customer behaviour.\u003c\/p\u003e \u003cp\u003eStrategic marketing analysis.\u003c\/p\u003e \u003cp\u003eDistinctive competence.\u003c\/p\u003e \u003cp\u003eHygiene factors.\u003c\/p\u003e \u003cp\u003eDefining core competences.\u003c\/p\u003e \u003cp\u003eCompleting the strategic review: SWOT analysis.\u003c\/p\u003e \u003cp\u003eSetting strategy.\u003c\/p\u003e \u003cp\u003ePhase 1: setting out the options.\u003c\/p\u003e \u003cp\u003ePhase 2: evaluating the options.\u003c\/p\u003e \u003cp\u003eThe chosen strategy.\u003c\/p\u003e \u003cp\u003eStretching your organization.\u003c\/p\u003e \u003cp\u003eOrganic growth vs merger or acquisition .\u003c\/p\u003e \u003cp\u003e3. Marketing for Profit.\u003c\/p\u003e \u003cp\u003eCustomer behaviour.\u003c\/p\u003e \u003cp\u003eMarket segmentation.\u003c\/p\u003e \u003cp\u003eProfiling the custoner.\u003c\/p\u003e \u003cp\u003eCompetitor analysis and distinctive competence.\u003c\/p\u003e \u003cp\u003eMarket positioning.\u003cbr the=\"\" marketing=\"\"\u003e \u003c\/p\u003e \u003cp\u003eThe marketing mix.\u003c\/p\u003e \u003cp\u003eProducts and product differentiation.\u003c\/p\u003e \u003cp\u003ePricing.\u003c\/p\u003e \u003cp\u003ePlace: channels of distribution.\u003c\/p\u003e \u003cp\u003ePromotion: communicating the offer.\u003c\/p\u003e \u003cp\u003ePeople: organizing the marketing function.\u003c\/p\u003e \u003cp\u003ePeople: key skills, knowledge and qualities.\u003c\/p\u003e \u003cp\u003eRelationship marketing.\u003c\/p\u003e \u003cp\u003eCustomer relationship management (CRM).\u003c\/p\u003e \u003cp\u003eCustomer feedback.\u003c\/p\u003e \u003cp\u003eMarket research.\u003c\/p\u003e \u003cp\u003eThe marketing plan.\u003c\/p\u003e \u003cp\u003ePostscript: action on ABCO’s marketing problems .\u003c\/p\u003e \u003cp\u003e4. Developing an Organization that Delivers the Strategy.\u003c\/p\u003e \u003cp\u003eUnderstanding organization.\u003c\/p\u003e \u003cp\u003eOrganizational maintenance and development.\u003c\/p\u003e \u003cp\u003eThe origins of an organization.\u003c\/p\u003e \u003cp\u003eHow organizations work: structure, people, processes and systems.\u003c\/p\u003e \u003cp\u003eStructure.\u003c\/p\u003e \u003cp\u003eThe form of the organization.\u003c\/p\u003e \u003cp\u003ePeople.\u003c\/p\u003e \u003cp\u003eProcesses and systems.\u003c\/p\u003e \u003cp\u003eSpecifying jobs and people to fill them.\u003c\/p\u003e \u003cp\u003eOther influences on organization.\u003c\/p\u003e \u003cp\u003eOrganizational diagnosis: how to overhaul your organization .\u003c\/p\u003e \u003cp\u003e5. Getting Performance from People.\u003c\/p\u003e \u003cp\u003eAttention to task and to people processes.\u003c\/p\u003e \u003cp\u003ePeople and productivity.\u003c\/p\u003e \u003cp\u003ePersonal resources and self-management.\u003c\/p\u003e \u003cp\u003eManaging priorities and getting things done.\u003c\/p\u003e \u003cp\u003eUnderstanding motivation.\u003c\/p\u003e \u003cp\u003ePositive motivation, dissatisfaction and demotivation.\u003c\/p\u003e \u003cp\u003eGetting Performance from people.\u003c\/p\u003e \u003cp\u003eBriefing and contract setting.\u003c\/p\u003e \u003cp\u003eMonitoring.\u003c\/p\u003e \u003cp\u003eFeedback and review.\u003c\/p\u003e \u003cp\u003eDealing with entrenched performance problems.\u003c\/p\u003e \u003cp\u003eFeedback, learning and growth .\u003c\/p\u003e \u003cp\u003e6. Leading the Team.\u003c\/p\u003e \u003cp\u003ePower in the growing organization: making it safe to delegate.\u003c\/p\u003e \u003cp\u003eLeadership and delegation.\u003c\/p\u003e \u003cp\u003eLeadership style.\u003c\/p\u003e \u003cp\u003eWorking with teams.\u003c\/p\u003e \u003cp\u003eBalancing attention to task with attention to people and processes.\u003c\/p\u003e \u003cp\u003eTeam roles: composition of the successful team.\u003c\/p\u003e \u003cp\u003eStages of team development.\u003c\/p\u003e \u003cp\u003eMatching team processes to task situation.\u003c\/p\u003e \u003cp\u003eFinding people for the team.\u003c\/p\u003e \u003cp\u003eAligning people with purpose: using performance appraisal effectively.\u003c\/p\u003e \u003cp\u003eA workable appraisal system.\u003c\/p\u003e \u003cp\u003eConducting an appraisal meeting.\u003c\/p\u003e \u003cp\u003eSystematic development of competencies.\u003c\/p\u003e \u003cp\u003eRecruiting new people.\u003c\/p\u003e \u003cp\u003eSelection interviewing.\u003c\/p\u003e \u003cp\u003eAvoiding recruitment pitfalls.\u003c\/p\u003e \u003cp\u003eInduction of new recruits.\u003c\/p\u003e \u003cp\u003eBuilding and leading the team: the underlying skills .\u003c\/p\u003e \u003cp\u003e7. Culture, Creativity and Change.\u003c\/p\u003e \u003cp\u003eCulture and the growing organization.\u003c\/p\u003e \u003cp\u003eWhat is organizational culture.\u003c\/p\u003e \u003cp\u003eUnderstanding the organization’s culture.\u003c\/p\u003e \u003cp\u003eIs there a small-business culture.\u003c\/p\u003e \u003cp\u003eThe influence of founders and owners.\u003c\/p\u003e \u003cp\u003eStructure, empowerment and the can-do culture.\u003c\/p\u003e \u003cp\u003eInfluencing culture positively.\u003c\/p\u003e \u003cp\u003eMaintaining freshness: encouraging better ways of doing things.\u003c\/p\u003e \u003cp\u003eRenewal through learning, contribution and growth.\u003c\/p\u003e \u003cp\u003e8. Managing Business Performance through Financial Analysis.\u003c\/p\u003e \u003cp\u003eThe financial statements.\u003c\/p\u003e \u003cp\u003eAccounting principles.\u003c\/p\u003e \u003cp\u003eExploring the profit and loss account.\u003c\/p\u003e \u003cp\u003eExploring the balance sheet.\u003c\/p\u003e \u003cp\u003ePresentation of accounts for sole traders and partnerships.\u003c\/p\u003e \u003cp\u003eMaintaining adequate capital.\u003c\/p\u003e \u003cp\u003eCash-flow statement.\u003c\/p\u003e \u003cp\u003eWhy is profit not the same as cash?\u003c\/p\u003e \u003cp\u003eFinancial analysis.\u003c\/p\u003e \u003cp\u003eUsing ratio analysis to understand financial performance.\u003c\/p\u003e \u003cp\u003e9. Management Information Systems and Financial Controls.\u003c\/p\u003e \u003cp\u003eControlling profit and cash.\u003c\/p\u003e \u003cp\u003eControlling profit: the P\u0026amp;L account.\u003c\/p\u003e \u003cp\u003eManaging strategy through gross profit margin.\u003c\/p\u003e \u003cp\u003eCosting and pricing reviews.\u003c\/p\u003e \u003cp\u003eControlling cash: the balance sheet.\u003c\/p\u003e \u003cp\u003eControls on working capital.\u003c\/p\u003e \u003cp\u003e10. Planning for the Future.\u003c\/p\u003e \u003cp\u003eTypes of business plans.\u003c\/p\u003e \u003cp\u003eThe strategic business plan.\u003c\/p\u003e \u003cp\u003eStages of strategic planning.\u003c\/p\u003e \u003cp\u003ePreparation.\u003c\/p\u003e \u003cp\u003eBusiness review.\u003c\/p\u003e \u003cp\u003eCustomer feedback and market research.\u003c\/p\u003e \u003cp\u003eSetting objectives.\u003c\/p\u003e \u003cp\u003eSetting corporate strategy.\u003c\/p\u003e \u003cp\u003eFinancial adequacy.\u003c\/p\u003e \u003cp\u003eReviewing and revising the strategic plan.\u003c\/p\u003e \u003cp\u003eOperational action plans.\u003c\/p\u003e \u003cp\u003eMonitoring the strategic plan.\u003c\/p\u003e \u003cp\u003e11. Hazards on the Path to Growth.\u003c\/p\u003e \u003cp\u003eStay focused or venture into new markets?\u003c\/p\u003e \u003cp\u003eFailure to let go.\u003c\/p\u003e \u003cp\u003eA future role for the founder.\u003c\/p\u003e \u003cp\u003eAppointing a successor to the founder CEO.\u003c\/p\u003e \u003cp\u003eFamily members on the payroll.\u003c\/p\u003e \u003cp\u003eFailure to delegate effectively: undermining management.\u003c\/p\u003e \u003cp\u003eOwner-manager guilt as a barrier to growth.\u003c\/p\u003e \u003cp\u003eNote.\u003c\/p\u003e \u003cp\u003eAppendix 1: Example of a Strategic Business Plan.\u003c\/p\u003e \u003cp\u003eAppendix 2: Example of a Marketing Plan.\u003c\/p\u003e \u003cp\u003eAppendix 3: Example of a Job Specification.\u003c\/p\u003e \u003cp\u003eAppendix 4: Costing and Pricing Example.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Business%20\u0026amp;%20management%20%5BKJ%5D%22\"\u003eKJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand New","offer_id":52278038921496,"sku":"9780470850510","price":25.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780470850510.jpg?v=1781457401","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/the-essential-guide-to-managing-small-business-growth-paperback-softback-9780470850510","provider":"Freshly Printed Books","version":"1.0","type":"link"}