Chapter 8- Business plans and contingency crisis management Flashcards

1
Q

Definition of business plan

A
  • A formal written document that explains in detail how a business is going to achieve its objectives
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2
Q

Definition of strategic planning

A
  • It’s the process of identifying the long-term direction of the business in terms of objectives and initiatives to achieve them
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3
Q

Who is strategic panning done by?

A
  • Senior managers
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4
Q

Tactical planning

A
  • Usually undertaken by middle managers
  • More centred on ‘day-to-day operations’
  • Has a rather more short term focus
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5
Q

Business plans for the start ups

A
  • A proper plan says those running the business know what they are doing
  • Without a plan they will fail and also fail to get financial backing
  • They will have no idea of what they want to achieve and how they will attempt to do it
  • Drawing up a plan will help get funds
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6
Q

Business plan for established companies

A
  • For existing companies, planning does not occur as an isolated activity
  • It usually follows a strategic review of the firm
  • Strategic review is about improving and sustaining business performance
  • It addresses question such as ‘where do we want to go?’ , ‘can we get there?’, ‘how?’
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7
Q

Benefits of strategic review

A

It enables
- An analysis of the key performance from all of the four functional areas in the firm; underperforming departments and products can be identified
- Analysis of SWOT and PEST
- Identification of good practice in the business e.g. how employees are kept motivated
- Identification of bad practice e.g. budgets being routinely exceed
- A consensus of senior managers of where the business us going and what it has to be done to get there

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8
Q

What is most likely to happen when conducting a strategic review?

A
  • it will lead to an improvement in the long-run profitability of the business
  • Stakeholders a re more likely to be satisfied
  • Shareholders will have greater dividends
  • Employees will have more job security
  • Suppliers will be in a more secure position
  • Greater community involvement because more funds are available
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9
Q

Why is a plan important for the businesss stakeholders?

A
  • It’s stakeholders will want to see its plan of new start ups and established businesses
  • they should be involved in the development of them
  • If they are involved then they are more likely to approve of them and not be hostile to them
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10
Q

Employees main objectives

A
  • Job security
  • Pay Rises
  • Improved conditions of work and service
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11
Q

Employees reason for wanting to view the businesses plan

A
  • are these likely to be forthcoming in the future
  • If so to what extent
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12
Q

Suppliers main objectives

A
  • Regular orders
  • Preferably of increasing size
  • Prompt payment for products
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13
Q

Suppliers reason for wanting to view the businesses plan

A
  • are these more or less likely to occur
  • there may be implication for expansion and gaining economies of scale if orders increase
  • alternatively if the supplier does not feature in the plan because new ones are being used it will need to seek new customers
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14
Q

Investors main objectives e.g. banks

A
  • interest on any loans (and the capital)
  • Repaid on time
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15
Q

Investors reason for wanting to view the businesses plan

A
  • is there an excessive degree of risk in the plan that might worsen cash flow and make this less likely
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16
Q

Shareholders main objectives

A
  • larger dividends
  • a rise in the share price (both preferably in as short time period as possible)
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17
Q

Shareholders reason for wanting to view the businessses plan

A
  • will future plans jeopardise this?
  • or/and will the plan make it likely that any gains will be long term rather than short term
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18
Q

Customers main objectives

A
  • A ‘fair’ price
  • ethical issues with how the product is made/sourced
  • a product that can be trusted
  • improvement in the product
  • good customer service
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19
Q

Customers reason for wanting to view the businesses plan

A
  • will there be any changes to products
  • are they being sourced ethically
  • is customer service likely to improve
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20
Q

Local community main objectives

A
  • Jobs (preferably full time and permanent)
  • business involvement in the community
  • supply links to other local firms
  • ‘responsible attitude’ to those affected by the business’ activities
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21
Q

Local community reason for wanting to view the businesses plan

A
  • are jobs likely to be created or lost
  • will more be ‘put back’ into the community
  • will smaller existing firms be adversely affected or will it create more business for them
  • will the plans mean more negative externalities such as pollution, noise and congestion
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22
Q

Advantages of a business plan

A
  • Analysis and evaluation of each functional area
  • gives the business a sense of direction
  • evaluate current strategic and tactical objectives
  • senior managers have to face the consstraints
  • Gives each department a role to play
  • encourages communication
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23
Q

Disadvantages of a business plan

A
  • The opportunity cost of gathering, planning, analysing, and evaluating objectives
  • planning is ongoing so is the opportunity cost of it
  • not such a problem in large companies but could be in smaller businesses
  • plan could be too rigid does not allow for individual creativity
  • a plan is useless if not followed
  • plans could be leaked to rivals so competitors will gain knowledge that could be used to undermine the business
  • too much time spent on planning reduces the initial enthusiasm for moving forward
24
Q

Definition of opportunity cost

A
  • the cost of the next best alternative foregone.
  • the opportunity cost of planning is that the time spent on it could have been spent on some other activity
25
Q

What should be included in a business plan?

A

What are we aiming to achieve?
Why?
What will need to be done to achieve this?
By whom?
When?
using what resources?

26
Q

What must planning involve?

A
  • all the functional areas of the business and obviously the implementation of the plan needs to be carefully co-ordinated
27
Q

Key issues for consideration in a business plan (accounting and finance)

A
  • cash flow implications for the future (especially if firm is expanding)
  • how to raise any additional funds needed or simply to maintain existing levels of funding
  • a projection of the costs involved in implementing the plan and the resulting revenue and profit
  • the budget to be allocated to each department
28
Q

Reasons for planning (accounting and finance)

A
  • to ensure and equate cash flow which will avoid the need to borrow money at short notice on unfavourable terms
  • to ensure that any funds to be raised are available and are raised in an appropriate way
  • to identify and quantify the effects of the events being planned for
  • so that those with management responsibility for implementing the plan know what their budget will be meaning they can then prioritise actions
  • to try to ensure shareholder objectives in terms of expected returns are met
29
Q

Key issues for consideration in a business plan (human resource management)

A
  • whether the existing workforce is capable of carrying out the plan
  • if any changes to recruitment and training are necessary
  • the projected level of labour turnover
  • if there is a need for any changes to company policies as a result of changes in the law e.g. maternity
30
Q

Reasons for planning (Human resource management)

A
  • to ensure employees have the right skills and competencies for what the firm is trying to achieve
  • correct planning here can avoid hiring or training employees at the wrong time, either too early to too late
  • to identify if there are any relocation or redundancy implications
31
Q

Key issues for consideration in a business plan (operations management)

A
  • whether the existing capacity of the firm is correct
  • if the existing production process can cope with any planned changes
  • any changes in technology necessary
  • if there are any new stock and quality control issues
32
Q

Reasons for planning (operation management)

A
  • to consider if there is a huge amount of unused capacity. If so unit fixed costs will be higher than they could be.
  • to examine the implications in terms of the need for new capital equipment.
  • to identify what will happen to costs as a result of the plan
  • to avoid an ‘out of stock’ situation where customers are unsatisfied
  • to consider whether the products can actually be made to the desired standard
33
Q

Key issues for consideration in a business plan (marketing)

A
  • are there any changes to the product or service as a result of change sin demographics or income levels?
  • advertising and promotional plan
  • pricing strategies for different products
    -any changes to where the product is sold
  • likely sales and revenue levels
34
Q

Reasons for planning (Marketing)

A
  • to see if the new markets or market segments have emerged that can be exploited
  • to avoid any mistakes from previous promotions and/or pricing strategies that have failed
  • there is always a need to identify new threats and opportunities
  • to ensure that sales levels are carefully coordinated with the amount being produced to avoid unsatisfied customers or a build-up excess of stock
35
Q

What should a business plan include

A
  1. Company name, address, other contact details
  2. Non-disclosure statement
  3. Table of contents
  4. Executive summary (to include:)
    - summary of business
    - objectives of business plan
    - personnel involved in the business
    - market the business is aimed at and how much the market is worth
    - any development plans
    - financial summary
    - funding
  5. Business description (to include:)
    - business idea
    - brief history of the business
    - current position
  6. Management and personnel
    - brief description of yourself
    - reporting structures
    - advisers to the business
  7. Products and services
    - description
    - products/services development strategy
  8. Market
    - market sector positioning ‘
    - target customers
    - market research
  9. Sales and marketing
    - marketing strategy
    - sales methods
  10. Operations
    - premises
    - production facilities
    - suppliers
    - distribution
    - equipment
    - business systems ‘
    - training g requirements
  11. Finance
    - financial analysis
    - explanation of assumptions used to produce P&L account
  12. Risk analysis
    - explanation of what could go wrong
  13. Cash flow and profit and loss forecasts
    - detailed forecasts for 12 months
    - summarised forecasts for years 2 and 3
  14. Appendices
36
Q

What is the plan-do-review process?

A
  • its a method used to achieve key departmental tasks which should mean that the business reaches its strategic objectives
37
Q

Plan

A
  • set objectives and course of action and resources needed to achieve them
38
Q

Do

A
  • implement the plan ensuring all areas of the business understand their part in terms of responsibilities and deadlines
39
Q

Review

A
  • need for formal ongoing evaluation of progress towards objectives and a final review at the end of the process
40
Q

Advantages if plan-do-review process

A
  • approach is methodical
  • if everyone knows that they have to do, then they are more focused
  • a final review allows check of appropriateness of the objectives
41
Q

Disadvantages of plan-do review process

A
  • lengthy process (opportunity cost)
  • process can be inflexible
    -if employees not involved then less committed
  • employees not like the ongoing review process of their work
42
Q

Definition of contingency planning?

A

Planning for ‘what will happen if things go wrong?’ This means that an agreed course of action is in place and is ready to be used if necessary

43
Q

Contingency planning

A
  • not all plans work out, what if something goes wrong?
  • therefore planning for things to go wrong is also important
  • so, if things go wrong a contingency plan is in place
  • a disadvantage is opportunity cost of time involved
  • everyone has to be honest of their assessment of success
  • worse case scenarios must be used in the plan
  • must look at main areas of the business
44
Q

Contingency planning examples

A
  • accounting and finance: sales being far too low, what do we do?
  • Human Resources: key employees leave the business , sick or absent ‘
  • operations: suppliers to delver on time, wrong spec produced
  • marketing: economic shocks, new competitors emerging
45
Q

Other issues to consider:

A
  • natural disasters
  • business is sued by competitor/ employee
  • IT failure
  • pressure groups raise negative PR
46
Q

Impact on stakeholders without a contingency plan

A
  • employees- may have no livelihood
    Suppliers- receive fewer orders, drop in revenue
    Customers- will be let down
    Local community- fall in income, jobs
    Government- lose tax revenue
47
Q

What does the existence of a contingency plan reassure?

A
  • stakeholders that managers are aware of the main risks faced by the business and that they are ready to deal with a problem if it actually occurs
48
Q

Definition of firefighting

A
  • where a manager spend time (and other resources) trying to fix unforeseen problems and ‘emergencies’.
    With appropriate contingency planning this sort of situation can be avoided
49
Q

Crisis management

A
  • if the plan does not work then it is not always a crisis
  • some deviation from the plan is expected
  • if a contingency plan is drawn up then the crisis should be manageable
  • a crisis for one business may not be one for another
50
Q

What is crisis management

A

The process by which an organisation deals with an event at threatens to harm the business and its stakeholders

51
Q

Solutions to the possibility of a crisis

A
  • ensuring that insurance polices are up to date and there is adequate fire cover
  • keeping a ‘cushion’ of cash
  • private health care for key employees
  • establishing data monitoring systems to try and stop crises coming
  • having trial runs
52
Q

What should be done in a crisis?

A
  • an effective response has 3 elements
    1. Operational response
    2. Management response
    3. Communications response
    Effective coordination of the 3 is very important
53
Q

Management responses

A
  • assessing the crisis severity
  • contact the most senior executives
  • overseeing the implementation of the plan
54
Q

Operational response

A
  • implementing the contingency plan
  • minimising the impact on staekholders
55
Q

Communication response

A
  • contacting key stakeholders
  • media briefing