This book examines the practice of strategic business planning, including its functions, methods, tools, and the way in which they are employed. It does so in a practical way through case studies, which help in demonstrating how to innovate in order to overcome obstacles and cover new and evolving challenges. The book is divided into six parts : part 1 focuses on the strategic plan, as master plan of the enterprise part 2 covers the management functions whose able execution makes the difference between success and failure: forecasting, planning, organizing, staffing, directing, and controlling part 3 demonstrates that modern accounting rules, promoted by IFRS and US GAAP, not only assist in strategic financial planning but also provide a solid basis for management supervision and control part 4 brings your attention the fact that costs matter. Strategic business plans that pay little or no attention to cost factors are doomed part 5 addresses the issues associated with strategic products and markets. These range from research and development to market research, product planning, the able management of marketing functions, and sales effectiveness part 6 concludes the book with an emphasis on mergers, acquisitions, and consolidations and the risks associated with an M&A policy Chief executives, operating officers, treasurers, financial officers, budget directors, accountants, auditors, product planners, marketing directors, and management accounting specialists will find this book of practical examples helpful to their decisions and to their work.

Key Features

* Shows the factors to consider when planning how to take your company to the next level, from identifying and making strategic choices to capital allocation and financial planning. All from a professional accountant's perspective and in their language * Full of case studies to help you relate your ideas to what other major companies have done before, including IBM, Delta Airlines, and Bloomberg - so you can learn from their success or failure * Shows why strategic cost control is good governance, why and how to account for the cost of risk and how IFRS relates to strategic accounting principles


Accountants and auditors; cost controllers and cost centre managers; mergers and acquisitions specialists; certified public accountants; strategic planners, and their assistants; treasurers and members of the treasury team; board and executive committee members.

Table of Contents

PART ONE: Delivering the Strategic Plan; 1 Strategy is a Master Plan; Introduction; Main Components of a Business Strategy; Positioning Our Firm Against Market Forces; A Strategic Plan Must Be Holistic; Standards Setting, Added Value, and Strategic Planning; Reasons Why Strategic Plans Fail; Precious Advice by Sun Tzu and the AT&T Case Study; 2 Examples of Leadership in Strategic Decisions; Introduction; Douglas MacArthur and the Inchon Strategic Decision; Strategic Decisions in Business: Redefining the Company's Role; Many Strategic Decisions Depend on MacroEconomics; Economic Policy and the Price of Key Commodities; Comparative Advantages and Knowledge Workers; Strategic Dimensions under the New Capitalism; 3 Strategic Choices in Corporate Governance; Introduction; The Choice of a Product Line. A Case Study with Toyota; Strategic Choices in the Banking Industry; Strategic Products; Strategic Customers; Short-Term Versus Long-Term Performance; 4 Establishing a Strategic Plan; Introduction; Stages in the Development of a Strategic Plan; Case Studies on How Companies Gain the High Ground; Strategic Planning at Lean and Mean Organizations; The Importance of Credit Rating on Strategic Planning; Strategic Plans and Capital Allocation; Developing Alternatives for a Strategic Plan; A Methodology to Support Strategic Planning; PART TWO: Functional Effectiveness in Strategic Planning; 5 Forecasting; Introduction; Prognostication Is a Difficult Art; Forecasting Defined; Making a Forecast; Forecasts Must be Realistic; Models Could Help in Prognostication; 6 Planning; Introduction; Prerequisites for Planning; Planning premises in the Banking Industry. A Case Study; Longer Range Planning; The Shorter Range Plan; Being Focused, Responsive, and Resilient; Management Planning and Business Risk; 7 Organizing and Staffing; Introduction; Organizational Principles; Taking Control of the Organization; Emphasizing the Role of the Individual; Leadership Talent and Knowledg


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© 2007
CIMA Publishing
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