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98 Executive Summary The executive summary is an overview of the complete business plan. It is a summary of all the important points in the plan and is arguably the most important section. It should capture the reader’s attention. It is where they can read about what you do, and directs them to the rest of the plan. Being a summary, it is usually written last and always appears at the beginning of the plan. It should be short, succinct and to the point, ideally one or two pages in length. It should contain all key points and factually written. What goes into the summary depends on the business and the decisions of the business owner. However, the summary should include an outline consisting of the following: What you are offering; Who (individual or management team) is running the business; Why your project will succeed; The risks and how you will minimise these; If the target of the plan is an investor/bank, outline what funding you are looking for; What the rewards for the business and the investors are. You should include any of the important numbers and figures in your plan. These will help focus the reader’s mind on the key points, showing things like the size of the business, its market and customer base, where the business is heading and what sort of profit and investment return is likely. Finally, many business plans are used to attract investment or to apply for a business loan. If these are the case, the executive summary will act like a sales pitch. Keep it brief, clear and to the point and make sure you end on a positive note. Company Overview Vision In the words of Sir Ernest Hall, musician and serial entrepreneur: To be a successful entrepreneur one needs a vision of greatness for one’s work. If we dream extravagantly we will be inspired to forge a reality beyond the straight jacket of practicalities. In his description of vision, Sir Ernest uses words such as greatness, dreams, extravagance and inspiration; he speaks of the importance of aiming beyond what is practical. Indeed a vision should be inspirational, helping the company to reach beyond the constraint of practicalities. Vision statement The starting point for every business plan should be the vision. It is the vision statement that sets out this vision. The statement should be simple and concise (one or two sentences in length)
99 and should deliver a strong and clear message. As described by Ernest, it should represent aspirations or the hopes and dreams of the company. Stakeholders The vision statement should be relevant to, and appeal to, as many stakeholders as possible. Stakeholders are anyone or any organisation with an interest in the business. Examples of stakeholders from an industry such as the pharmaceutical industry would include: Employees Patients Health care professionals Customers Investors Business partners Governments/regulators Examples of vision statements Pfizer: to strive to achieve and sustain its leading place as the world’s premier researchbased pharmaceutical company. Microsoft (1990): a computer in every home. Apple: to make things that make an impact. Ocado (online grocer): to offer busy people an alternative to going to the supermarket every week. Unilever: to make sustainable living commonplace. Karl Marx: Workers of the world, unite! You have nothing to lose but your chains! Finkelstein, Harvey, and Lawton (2007) outline 5 key points to bear in mind when writing a vision statement: First, forge your own vision, one that captures your company’s unique identity, direction, and aspirations. Do this before you do anything else. Do not fabricate a vision in response to competitors’ posturing, management ambition or market fads. Second, ensure that your vision captures the imagination and loyalty of all key stakeholders, from workers to shareholders. Third, be open to change. You should always maintain and nurture your values and core strengths, but you should change the purpose or direction of your vision if you need to. Fourth, keep your vision uncomplicated and easy to remember. ‘Less is more’ should be your motto. Also, make sure that you strike a balance between what is realistic for you to achieve and what will inspire your people and partners to strive for ever-better results. Reaching
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Omega: Opening More Employment Gate
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Contents The Omega Project Introduc
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The Omega Project The context for t
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2 distinctions between the two term
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4 for example, is a statement from
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6 Considering Future Directions A s
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8 Collecting Your Personal Informat
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10 not enough. For example, let’s
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12 The Flexible Archive "Necessity
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14 relevance is going to dictate th
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16 To achieve this you must study t
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18 your suitability for the job off
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20 4. Greeting. Dear + given title
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22 employer or collaborator can hav
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24 2. Etiquette Be punctual. Punctu
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26 BIBLIOGRAPHY 1) The Business Dic
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28 under a general heading (“soft
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30 The new interest in soft skills
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32 Figure 1. Dimensions of skills K
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34 Figure 2. Do soft skills matter?
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36 HEIs generally leads to changes
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38 These expectations - of insecuri
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40 how do teamwork skills translate
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42 - Leadership is rotated; no one
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44 The two sides of teams - the thi
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46 Leadership Skills: Soft Skills f
Page 54 and 55: action helps the director, manager
Page 56 and 57: 50 Styles of Leadership The aforeme
Page 58 and 59: 52 in relation to arts graduates, w
Page 60 and 61: 54 Figure. 4. Problem-solving proce
Page 62 and 63: 56 Mindfulness involves doing these
Page 64 and 65: 58 essentially cover the hard and s
Page 66 and 67: 22) Güreşen, H. (2013), Erasmus m
Page 68 and 69: 62 CHAPTER III. Marketing Arts Orga
Page 70 and 71: 64 Boorsma (2002) is of the opinion
Page 72 and 73: 66 imagination of marketers on how
Page 74 and 75: 68 have a proper marketing plan. A
Page 76 and 77: 70 audiences or customers (Dickman,
Page 78 and 79: 72 Once the strategic market planni
Page 80 and 81: 74 organization’s product, while
Page 82 and 83: 76 The Marketing Mix The terms ‘m
Page 84 and 85: 78 1999). The promotion plan should
Page 86 and 87: 80 Although some organizations are
Page 88 and 89: 82 it cannot do directly is to crea
Page 90 and 91: 84 Marketing platforms Facebook, Tw
Page 92 and 93: 86 Record labels and independent ar
Page 94 and 95: 88 uncertainty on the part of the v
Page 96 and 97: ut also your own manager. You must
Page 98 and 99: 16) Hill, L., O’Sullivan, C. and
Page 100 and 101: 94 To change your present life and
Page 102 and 103: 96 Handling your finance You need t
Page 106 and 107: 100 too far too fast can lead to de
Page 108 and 109: 102 evolution of the market. They a
Page 110 and 111: 104 A description of the legal str
Page 112 and 113: 106 description. Any images, photos
Page 114 and 115: 108 Financial information produced
Page 116 and 117: 110 Balance Sheet The balance sheet
Page 118 and 119: 112 Carmen Parra Rodríguez Design
Page 120 and 121: 114 Founders, family and friends Th
Page 122 and 123: 116 BIBLIOGRAPHY Textbooks: 1) Barr
Page 124 and 125: 118 CHAPTER V. Project Management &
Page 126 and 127: 120 The project should come out
Page 128 and 129: 122 Steps of Objective Analysis Ste
Page 130 and 131: 124 Information contained in the Lo
Page 132 and 133: 126 Most projects fail, not because
Page 134 and 135: 128 Activity schedule helps us to p
Page 136 and 137: 130 2. Design of the project* 2.1.
Page 138 and 139: 132 Other funds are managed directl
Page 140 and 141: 134 BIBLIOGRAPHY 1) Bakay, E., Kale
Page 142 and 143: 136 F Floatation 115 Formal Leaders
Page 144: 138 V Values statement 97 Venture C
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