The growing business handbook : inspiration and advice ... - Sparkler

More documents

Recommendations

Info

264 Growth capital days when finance staff were just seen as number crunchers are largely behind us but the quid pro quo for being taken seriously as business influencers is that you have to demonstrate that you can make a difference and to do that you need a number of different business skills. Steve Cresswell, EMEA CFO and COO, Jones Lang LaSalle The evidence is that the roles undertaken by the finance function and its personnel have evolved away from the traditional information-provision model and towards a more business-oriented model. However, the change has not been revolutionary in that, for example, traditional structures such as the finance department persist and the vast majority of finance professionals still see themselves as part of the finance function. Rates of change have varied across the range of organizations and there are constraints on how far many will travel down this path of further integration with the business. Notably, continuing the demand for the traditional services of the finance function indicates the need for a portfolio of skills and talents within the finance function, with an important continuing role for those finance professionals who do not seek to operate as partners integrated in the business. Those who develop as business partners or with greater collaboration with the business will help the finance function to better integrate its activities with and meet the needs of the organization shifting towards the creation of value. But the organization’s business partnering vision will require management sensitivity to preserve the independence and objectivity of the finance function so vital to ensuring accurate and credible business planning and reporting. This chapter is based on research by the CIMA Centre of Excellence at the University of Bath School of Management. CIMA, the Chartered Institute of Management Accountants, is the world’s leading and largest professional body of management accountants, with 172,000 members and students operating at the heart of business in 168 countries. Chartered Management Accountants have broad-ranging business and management skills to complement their financial training. They offer strategic and practical advice; make and support key decisions; and manage risk. CIMA develops high-quality professionals through a combination of skills, knowledge and the most relevant financial qualification for business – driving business success. For more information visit: www.cimaglobal.com/growingbusinesshandbook2.
265 Index of advertisers A.Steele Associates 128 Aberdeen Business School 122 B2B International 78 Beck Greener 46 Cavendish Corporate Finance 238 Chartered Institute of Management Accountants (CIMA) 196 Chartered Institute of Purchasing and Supply (CIPS) 170 Chartered Management Institute (CMI) 180 Close Invoice Finance 146 Colobus Ltd 254 Consultrix 10 First Connections iv The Fisher Organisation 248 Forget About IT 164 Goodman Derrick LLP 110 Graydon 152 Leeds City Council 26 London South bank University 204 Mewburn Ellis LLP 58 Netherlands Foreign Investment Agency 212 Network Rail iii Nottingham Business School 186 Patent Seekers 52 RTM 16 Santander 138–40 Strathclyde Business School 2, 9 UKAS 98
Page 1 and 2:
i THIRTEENTH EDITION THE GROWING BU
Page 3 and 4:
iii The perfect property for your
Page 5 and 6:
v Contents Part One Planning for gr
Page 7 and 8:
Contents vii Patenting costs 49 Wha
Page 9 and 10:
Contents ix Part Four People and pe
Page 11 and 12:
Contents xi 6.3 How to find your id
Page 13 and 14:
Contents xiii 9.3 Licensing 233 Ton
Page 15 and 16:
Part One Planning for growth 1
Page 17 and 18:
3 Business models and competitive a
Page 19 and 20:
Business models and competitive adv
Page 21 and 22:
Business models and competitive adv
Page 23 and 24:
Take a look at the map of our campu
Page 25 and 26:
11 How to compete against fastmovin
Page 27 and 28:
How to compete against fast-moving,
Page 29 and 30:
How to compete against fast-moving,
Page 31 and 32:
17 How to build a growth plan 1.3 A
Page 33 and 34:
How to build a growth plan 19 Next
Page 35 and 36:
How to build a growth plan 21 Opera
Page 37 and 38:
23 The SME economic outlook 1.4 Gra
Page 39 and 40:
The SME economic outlook 25 ●●
Page 41 and 42:
27 The growth opportunity 1.5 Manuf
Page 43 and 44:
The growth opportunity 29 To make t
Page 45 and 46:
31 Managing setbacks and turnaround
Page 47 and 48:
Managing setbacks and turnarounds 3
Page 49 and 50:
Managing setbacks and turnarounds 3
Page 51 and 52:
Part Two Ideas and innovation 37
Page 53 and 54:
39 Whole company innovation 2.1 Inn
Page 55 and 56:
Whole company innovation 41 of a pr
Page 57 and 58:
Whole company innovation 43 create
Page 59 and 60:
Whole company innovation 45 Incenti
Page 61 and 62:
47 Innovating out of recession 2.2
Page 63 and 64:
Innovating out of recession 49 expe
Page 65 and 66:
Innovating out of recession 51 Jacq
Page 67 and 68:
53 Exploring patent information 2.3
Page 69 and 70:
Exploring patent information 55 ●
Page 71 and 72:
Exploring patent information 57 Mr
Page 73 and 74:
59 IP challenges for technology ven
Page 75 and 76:
IP challenges for technology ventur
Page 77 and 78:
IP challenges for technology ventur
Page 79 and 80:
65 Making open innovation work 2.5
Page 81 and 82:
Making open innovation work 67 the
Page 83 and 84:
Making open innovation work 69 an i
Page 85 and 86:
Part Three Gaining market share 71
Page 87 and 88:
73 Taking your brand to the next le
Page 89 and 90:
Taking your brand to the next level
Page 91 and 92:
77 With over 1,000 titles in printe
Page 93 and 94:
79 Market intelligence 3.2 Nick Hag
Page 95 and 96:
Market intelligence 81 table 3.2.1
Page 97 and 98:
Market intelligence 83 but also tha
Page 99 and 100:
85 Web marketing 3.3 What’s the p
Page 101 and 102:
Web marketing 87 considerable amoun
Page 103 and 104:
89 Winning new business 3.4 In a do
Page 105 and 106:
Winning new business 91 back away),
Page 107 and 108:
93 Brand rights 3.5 Name? Logo? Dom
Page 109 and 110:
Brand rights 95 trade mark attorney
Page 111 and 112:
97 With over 42 years of publishing
Page 113 and 114:
99 Fit for market 3.6 Confidence is
Page 115 and 116:
Fit for market 101 markets abroad a
Page 117 and 118:
Part Four People and performance 10
Page 119 and 120:
105 Rewarding good performance and
Page 121 and 122:
Rewarding good performance, lowerin
Page 123 and 124:
109 With over 1,000 titles in print
Page 125 and 126:
111 Employment policies 4.2 Belinda
Page 127 and 128:
Employment policies 113 information
Page 129 and 130:
Employment policies 115 Belinda Cop
Page 131 and 132:
117 Taking on an employee 4.3 Help
Page 133 and 134:
Taking on an employee 119 employee
Page 135 and 136:
121 The sharpest minds need the fin
Page 137 and 138:
123 Training for growth 4.4 David G
Page 139 and 140:
Training for growth 125 of the trai
Page 141 and 142:
Page 143 and 144:
129 Executive search for smaller bu
Page 145 and 146:
Executive search for smaller busine
Page 147 and 148:
133 Improving workplace performance
Page 149 and 150:
Improving workplace performance 135
Page 151 and 152:
Part Five Cash flow and working cap
Page 153 and 154:
139 ÒThe message is clear - we wan
Page 155 and 156:
141 Cash flow management: an essent
Page 157 and 158:
Cash flow management 143 3 Keep a c
Page 159 and 160:
145 With over 42 years of publishin
Page 161 and 162:
147 Invoice finance for growth 5.2
Page 163 and 164:
Invoice finance for growth 149 the
Page 165 and 166:
Invoice finance for growth 151 ●
Page 167 and 168:
153 Preventing slow payments 5.3 Do
Page 169 and 170:
Preventing slow payments 155 some l
Page 171 and 172:
Preventing slow payments 157 Graydo
Page 173 and 174:
159 Commercial fraud and business i
Page 175 and 176:
Commercial fraud and business ident
Page 177 and 178:
Part Six Efficient SMEs 163
Page 179 and 180:
165 Build the network 6.1 As you gr
Page 181 and 182:
Build the network 167 essential net
Page 183 and 184:
169 The sharpest minds need the fin
Page 185 and 186:
171 Strategic sourcing 6.2 Plan to
Page 187 and 188:
Strategic sourcing 173 So, how and
Page 189 and 190:
175 How to find your ideal office 6
Page 191 and 192:
How to find your ideal office 177 a
Page 193 and 194:
Part Seven Leading growth 179
Page 195 and 196:
181 How small business owners can b
Page 197 and 198:
How small business owners become be
Page 199 and 200:
How small business owners become be
Page 201 and 202:
187 Developing the next layer of ma
Page 203 and 204:
Developing the next layer of manage
Page 205 and 206:
191 The leadership process 7.3 With
Page 207 and 208:
The leadership process 193 Although
Page 209 and 210:
Page 211 and 212:
197 Ethics and the growing company
Page 213 and 214:
Ethics and the growing company 199
Page 215 and 216:
Ethics and the growing company 201
Page 217 and 218:
Part Eight International expansion
Page 219 and 220:
205 Competing and collaborating wit
Page 221 and 222:
Competing and collaborating with Ch
Page 223 and 224:
Page 225 and 226:
Page 227 and 228: 213 International expansion made ea
Page 229 and 230: International expansion made easy 2
Page 231 and 232: 217 The export challenge 8.3 As a g
Page 233 and 234: The export challenge 219 Market Acc
Page 235 and 236: Part Nine Structures for growth 221
Page 237 and 238: 223 Partnerships and collaborations
Page 239 and 240: Partnerships and collaborations 225
Page 241 and 242: Partnerships and collaborations 227
Page 243 and 244: 229 Acquisitions that work 9.2 Stra
Page 245 and 246: Acquisitions that work 231 Issue 4
Page 247 and 248: 233 Licensing 9.3 In finding the be
Page 249 and 250: Licensing 235 ●● ●● ●●
Page 251 and 252: 237 With over 42 years of publishin
Page 253 and 254: 239 Preparing a business for sale 9
Page 255 and 256: Preparing a business for sale 241 g
Page 257 and 258: Preparing a business for sale 243 L
Page 259 and 260: Preparing a business for sale 245 C
Page 261 and 262: Part Ten Growth capital 247
Page 263 and 264: 249 Funding your business through t
Page 265 and 266: Funding your business through the r
Page 267 and 268: 253 The sharpest minds need the fin
Page 269 and 270: 255 Structured finance 10.2 Structu
Page 271 and 272: Structured finance 257 Factoring or
Page 273 and 274: 259 Transforming the finance functi
Page 275 and 276: Transforming the finance function 2
Page 277: Transforming the finance function 2
show all

The growing business handbook : inspiration and advice ... - Sparkler

Create successful ePaper yourself

Delete template?

Save as template?