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Zeitschriftenartikel zum Thema „Business planning“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 29. Juli 2024

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1

Barrett, Mary A., Luca Gottardi und Ken Moores. „Planning in the Poncini Family Business“. Wine Business Case Research Journal 1, Nr. 1 (16.04.2016): 70–78. http://dx.doi.org/10.26813/wbcrj/2016.01.01/planning.

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2

S, Robin, Saranya J und Anudevi J. „Planning Aspects for Business“. Journal of Advanced Research in Dynamical and Control Systems 11, Nr. 09-SPECIAL ISSUE (25.09.2019): 74–80. http://dx.doi.org/10.5373/jardcs/v11/20192538.

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3

Taylor, Melissa. „Business Planning“. Hearing Journal 75, Nr. 8 (28.07.2022): 14,15,16. http://dx.doi.org/10.1097/01.hj.0000856012.00816.90.

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4

Oehlrich, Marcus. „Business Planning“. Controlling 21, Nr. 12 (2009): 673–76. http://dx.doi.org/10.15358/0935-0381-2009-12-673.

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5

Haworth, Sue. „Business planning“. Nursing Management 4, Nr. 7 (November 1997): 8–9. http://dx.doi.org/10.7748/nm.4.7.8.s12.

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6

Jati, Agan Rista, Ana Susi Mulyani, Muhammad Rafli Cakradipura, Hotmar Daniel Sitompul, Ayu Agustia Putri und Ade Fitriah. „Business Planning“. Indonesian Journal of Interdisciplinary Research in Science and Technology 2, Nr. 1 (31.01.2024): 115–24. http://dx.doi.org/10.55927/marcopolo.v2i1.7383.

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The business planning discussed in this article includes the objectives of business planning, the stages of preparing a business plan, the importance of making a business plan, components, and things that need to be considered in business planning. Business planning is designed so that the business you own has thorough preparation, so that it is easier to achieve success than not having a prepared plan at all. In a business plan, the business concept, market, finances and so on are generally outlined in detail. Planning a business is very important for business people, so that the business continues to run stably and becomes more successful. Without a mature plan, entrepreneurs will not be able to achieve success.

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7

Savage, Mick. „Business continuity planning“. Work Study 51, Nr. 5 (September 2002): 254–61. http://dx.doi.org/10.1108/00438020210437277.

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8

Hinde, Stephen. „Business continuity planning“. Computer Audit Update 1997, Nr. 2 (Februar 1997): 2–5. http://dx.doi.org/10.1016/s0960-2593(97)84764-7.

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9

Smith, Martin, und John Sherwood. „Business continuity planning“. Computers & Security 14, Nr. 1 (Januar 1995): 14–23. http://dx.doi.org/10.1016/0167-4048(95)96991-b.

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10

Sherwood, John. „Business continuity planning“. Computers & Security 14, Nr. 5 (Januar 1995): 423. http://dx.doi.org/10.1016/0167-4048(95)97137-y.

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11

Nemzow, Martin. „Business Continuity Planning“. International Journal of Network Management 7, Nr. 3 (Mai 1997): 127–36. http://dx.doi.org/10.1002/(sici)1099-1190(199705/06)7:3<127::aid-nem233>3.0.co;2-3.

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12

Metz, Philip D. „Integrating Technology Planning With Business Planning“. Research-Technology Management 39, Nr. 3 (Mai 1996): 19–22. http://dx.doi.org/10.1080/08956308.1996.11671059.

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13

David, Venice Mairya. „Venture Planning“. Trends in Nursing Administration & Education 09, Nr. 02 (30.12.2020): 7–10. http://dx.doi.org/10.24321/2348.2141.202003.

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Venture management is a business management discipline that focuses on being both innovative and challenging in the realm of introducing what could be a completely new product or entering a promising newly emerging market. The discipline is focused on the skills, practices and technology required to manage the rapid growth of new business in highly dynamic environments. These environments are often characterized by rapid technology change.

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14

Sági, Judit, und Péter Juhász. „Funding alternatives and business planning in family businesses“. Prosperitas 6, Nr. 1 (2019): 35–53. http://dx.doi.org/10.31570/prosp_2019_01_2.

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15

Chawla, Kiran. „BUSINESS PLANNING ESSENTIALS: PREPARING A BUSINESS PLAN“. Journal of Advances in Business Management 1, Nr. 3 (08.07.2015): 93–99. http://dx.doi.org/10.14260/jadbm/2015/12.

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16

Freeman, Ina. „Inventory Planning In Small Business“. Journal of Business Case Studies (JBCS) 4, Nr. 2 (27.06.2011): 95. http://dx.doi.org/10.19030/jbcs.v4i2.4759.

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This article is about an inexpensive and easily adaptable inventory maintenance system developed specifically for small business using the commonly available Microsoft Office Excel program. This paper discusses a new system for inventory management that was developed in conjunction with a small business to determine the value, volume, and contribution margins of the product mix. Other entrepreneurs have subsequently used this system for decision-making concerning the allocation of scarce resources, inventory items stocked, determination of the profitability of individual businesses, and the future potential of the business. Inventory in small business is a concern for a number of reasons including: existing management systems are expensive; turnover is a major factor in profitability; and profitability is directly attributable to stocking a saleable product mix. Entrepreneurs must optimize their resources to engender profitability and stability by selling sufficient quantities of desirable products at acceptable prices.

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17

Dorofeev, Aleksandr, und Alexey Markov. „Business Continuity Planning and Disaster Recovery Planning“. Voprosy kiberbezopasnosti, Nr. 3(11) (2015): 68–73. http://dx.doi.org/10.21681/2311-3456-2015-3-68-73.

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18

Lloyd, Greg, und David Newlands. „Business and planning: A privatised planning initiative“. Planning Practice and Research 2, Nr. 4 (März 1988): 11–14. http://dx.doi.org/10.1080/02697458808722692.

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19

Orchard, T. J., und P. Shearer. „Business Forecasting and Planning.“ Journal of the Royal Statistical Society. Series A (Statistics in Society) 159, Nr. 3 (1996): 632. http://dx.doi.org/10.2307/2983352.

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20

Foster, Jonathan, und Angela Lin. „Collaborative E-Business Planning“. Journal of Electronic Commerce in Organizations 2, Nr. 2 (April 2004): 28–43. http://dx.doi.org/10.4018/jeco.2004040103.

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21

Fildes, Robert, und Peter Shearer. „Business Forecasting and Planning.“ Journal of the Operational Research Society 46, Nr. 10 (Oktober 1995): 1281. http://dx.doi.org/10.2307/2584623.

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22

McInerney, Amy. „Planning – A Risky Business?“ Victoria University of Wellington Law Review 48, Nr. 2 (02.10.2017): 283. http://dx.doi.org/10.26686/vuwlr.v48i2.4739.

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Since the introduction of performance-based planning, Queensland's planning law framework has been repeatedly amended in response to complaints of complexity. This article traces Queensland's law reform journey and focuses on the issue of complexity in the context of planning schemes. The causes of complexity are diverse and to some extent remain unresolved. An issue that warrants more attention is the concept of "risk" in the context of planning (and particularly planning schemes). Risk-based approaches to regulation have been increasingly regarded as an effective way to manage risk and uncertainty. This article asks questions about risk concepts in planning and argues in favour of further research around a risk-based approach to planning scheme preparation.

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23

Epler, Glenn F. „BUSINESS-OPERATIONAL CONTINUITY PLANNING“. International Oil Spill Conference Proceedings 2001, Nr. 2 (01.03.2001): 903–8. http://dx.doi.org/10.7901/2169-3358-2001-2-903.

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ABSTRACT U.S. federal and state regulations require industry to develop and maintain detailed crisis and emergency response plans. These plans are, for the most part, well thought out and detailed. As a result, along with extensive training and exercise programs, industry preparedness is better than it has ever been to respond to and manage an emergency. But how well prepared is industry to handle the business or operational continuity aspects of a crisis or emergency? What plans are in place to deal with the requirement for continuing essential business functions in the face of a disaster? If a major incident occurs to a refinery, terminal, or offshore production platform that requires it to be taken off-line, or damages it beyond repair, are there plans in place to minimize the impacts on the rest of the organization and on the downstream customers? How will this be done simultaneously while managing the response? This paper addresses those needs and discusses the requirements that companies in the oil and chemical industry should consider in developing business and operational continuity plans. It explains a multi-step planning process that is being used by many companies around the world to maintain their business edge when a crisis or disaster strikes. This planning process includes such functions as conducting a risk analysis and business impact analysis, developing mitigation and recovery strategies, drafting a continuity plan, developing an awareness program, and building a training and exercising program. The paper also looks at the similarities between business and operational continuity plans and a company's emergency or crisis management plan and address ways in which the plans may be integrated.

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24

Feuer, Louis. „Planning for business independence“. Case Manager 12, Nr. 2 (März 2001): 26–28. http://dx.doi.org/10.1067/mcm.2001.114438.

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25

Vixie, Paul. „Arrogance in business planning“. Communications of the ACM 54, Nr. 9 (September 2011): 38–41. http://dx.doi.org/10.1145/1995376.1995392.

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26

Vixie, Paul. „Arrogance in Business Planning“. Queue 9, Nr. 7 (Juli 2011): 30–33. http://dx.doi.org/10.1145/2001562.2008216.

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27

Lindström, John, Sören Samuelsson und Ann Hägerfors. „Business continuity planning methodology“. Disaster Prevention and Management: An International Journal 19, Nr. 2 (27.04.2010): 243–55. http://dx.doi.org/10.1108/09653561011038039.

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28

Fildes, Robert. „Business Forecasting and Planning“. Journal of the Operational Research Society 46, Nr. 10 (Oktober 1995): 1281–82. http://dx.doi.org/10.1057/jors.1995.175.

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29

Dascher, Paul E., und William G. Jens. „Family business succession planning“. Business Horizons 42, Nr. 5 (September 1999): 2–4. http://dx.doi.org/10.1016/s0007-6813(99)80068-8.

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30

Hough, Michael. „Business Planning for Posterity“. Australian Journal of Multi-Disciplinary Engineering 4, Nr. 1 (Januar 2006): 53–60. http://dx.doi.org/10.1080/14488388.2006.11464746.

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31

Adegbite, Oyeyemi. „Planning in Nigerian business“. Long Range Planning 19, Nr. 4 (August 1986): 98–103. http://dx.doi.org/10.1016/0024-6301(86)90276-1.

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32

Wu, Lilian Shiao-Yen, J. R. M. Hosking und Jeanne M. Doll. „Business planning under uncertainty“. International Journal of Forecasting 8, Nr. 4 (Dezember 1992): 545–57. http://dx.doi.org/10.1016/0169-2070(92)90065-h.

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33

Raeside, Robert. „Business forecasting and planning“. International Journal of Forecasting 11, Nr. 1 (März 1995): 192–93. http://dx.doi.org/10.1016/0169-2070(95)90025-x.

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34

Mackey, Thomas A. „Planning Your Nursing Business“. Journal of the American Academy of Nurse Practitioners 17, Nr. 12 (Dezember 2005): 501–5. http://dx.doi.org/10.1111/j.1745-7599.2005.00087.x.

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35

Watson, Kayleigh, Pauric McGowan und Paul Smith. „Extracurricular Business Planning Competitions“. Industry and Higher Education 28, Nr. 6 (Dezember 2014): 411–15. http://dx.doi.org/10.5367/ihe.2014.0229.

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Business planning competitions [BPCs] are a commonly offered yet under-examined extracurricular activity. Given the extent of sceptical comment about business planning, this paper offers what the authors believe is a much-needed critical discussion of the assumptions that underpin the provision of such competitions. In doing so it is suggested that these competitions, being based on business plans, could be limiting the entrepreneurial activity they seek to stimulate. As a result it could be said that BPCs are in a state of flux and require an evolved approach emphasizing implementation rather than planning for implementation. The issues highlighted set the scene for further critical questioning of the competition agenda and expected to be of value to those designing and offering competitions as part of their extra-curricular entrepreneurship education portfolio.

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36

Kadam, Avinash. „Personal Business Continuity Planning“. Information Security Journal: A Global Perspective 19, Nr. 1 (17.03.2010): 4–10. http://dx.doi.org/10.1080/19393550903577657.

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37

Peters, Mike. „Business planning processes in tourism family enterprises“. Economics and Business Review 4, Nr. 1 (30.06.2004): 74–86. http://dx.doi.org/10.18559/ebr.2004.1.504.

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Despite the fact that business planning can stimulate growth of small or medium sized enterprises, there is still a lack of tourism research focussing on planning processes in family businesses. The following paper presents a survey on family businesses in the Austrian tourism industry and investigates their planning and strategy development behaviour. The findings demonstrate that business planning becomes a major instrument of success and growth control in tourism family business although only less than 30% of the entrepreneurs can be identified as high-professional planners. Interpretations of the results lead to several implications for the tourism industry stakeholders and tourism research. (original abstract)

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38

Epanchintsev, V. Y., und K. A. Levchenko. „Planning a loan in a small business“. Voprosy regionalnoj ekonomiki 35, Nr. 2 (29.07.2018): 95–101. http://dx.doi.org/10.21499/2078-4023-2018-35-2-95-101.

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This article focuses on research of small business lending trends. Presented is a description of the current situation of small business in the national economy and the credit market. The problems encountered by enterprises when lending. Developed measures to promote lending to small businesses.

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39

Brotherton, BA, Heather. „Disaster recovery and business continuity planning: Business justification“. Journal of Emergency Management 8, Nr. 3 (2010): 57–60. http://dx.doi.org/10.5055/jem.2010.0019.

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40

Taraskina, Yulia Victorovna, Eseniya Anatolievna Azizova und Anna Alekseevna Kushner. „Planning business process reengineering as business management tool“. Vestnik of Astrakhan State Technical University. Series: Economics 2020, Nr. 1 (31.03.2020): 37–47. http://dx.doi.org/10.24143/2073-5537-2020-1-37-47.

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The article presents the methodical recommendations on planning the reengineering procedure of industrial enterprises. The industrial enterprise reengineering is defined as an effective management tool to overcome the inertia that arises in the process of managing industrial enterprises, to optimize the management system and to rebuild ineffective business processes. It has been stated that reengineering makes it possible for any economic system to function successfully, to adapt to changing environmental conditions, to increase manageability and to achieve goals in the shortest possible time and with the least expenditure of resources. The planning stage is the key in the development of a reengineering project for an industrial enterprise. The tasks of planning the reengineering procedure, the stages of implementation and their content are determined. In the context of the description of the first two stages, the criteria are given for determining the stage of the crisis, at which the industrial enterprise currently is, and the typology of business process reengineering, according to three classification criteria: depending on the extent of transformations, on the size of the industrial enterprise, on the initiator. The third stage contains recommendations for choosing a reengineering technique depending on the stage of the crisis and the type of reengineering. A classification of the reengineering methods recommended for use in carrying out radical (crisis) reengineering and reengineering of development has been developed. Recommendations are given on the formation of a system of targets for an industrial enterprise reengineering project. It is advisable to use the system of balanced indicators (Balanced Scorecard) and the system of target indicators KPI as effective tools for creating a system of targets. Both of these approaches are elements of targeted management or management by goals, and make it possible to evaluate the economic, resource and functional effectiveness of a reengineering project

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41

Laware, Gilbert W. „STRATEGIC BUSINESS PLANNING Aligning Business Goals with Technology“. Journal of Information Systems Management 8, Nr. 4 (Januar 1991): 44–49. http://dx.doi.org/10.1080/07399019108965010.

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42

Li, Xiang, Cheng-Leong Ang und Robert Gray. „An intelligent business forecaster for strategic business planning“. Journal of Forecasting 18, Nr. 3 (Mai 1999): 181–204. http://dx.doi.org/10.1002/(sici)1099-131x(199905)18:3<181::aid-for712>3.0.co;2-3.

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43

File, Karen Maru, und Russ Alan Prince. „Attributions for Family Business Failure: The Heir's Perspective“. Family Business Review 9, Nr. 2 (Juni 1996): 171–84. http://dx.doi.org/10.1111/j.1741-6248.1996.00171.x.

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Family business studies have focused on succession because of the incidence of family business failure and the importance of family businesses within the US economy. This study furthers the understanding of family business failure by making the distinction between succession planning (the management task of transitioning leadership) and estate planning (the task of transitioning financial assets and managing federal estate tax obligations) and using this distinction to better understand family business discontinuance. This study of 749 heirs of failed family businesses demonstrates that inadequate estate planning is more often associated with family business failure than is poor succession planning.

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44

Natadilaga, Arya Abdillah, Aulia Indah Permatasari Romadhona Putri, Siti Alifah Nur Jamil, Mira Nurfitriya und Azizah Fauziyah. „The Effect of Succession Planning and Product Quality Innovation on Business Performance in Family Businesses“. Proceedings Series on Social Sciences & Humanities 15 (18.01.2024): 27–34. http://dx.doi.org/10.30595/pssh.v15i.921.

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Family businesses play an important role in the local economy. The role of succession planning and product quality innovation are key factors that can affect family business performance. This study aims to determine the effect of succession planning and product quality innovation on family business performance. This study uses a quantitative method with a survey as a data collection tool. Data were collected through questionnaires distributed to family business owners. The conjecture of this study is that succession planning has a significant and positive influence on family business performance. This result suggests that companies with a mature succession planning strategy tend to have better performance. In addition, innovation in product quality also contributes positively to business efficiency. Family businesses that actively develop innovative products tend to achieve competitive advantage and better growth. Based on these results, it can be concluded that succession planning and product quality innovation play an important role in improving family business performance. Family businesses that invest in careful succession planning and prioritise product quality innovation are likely to continue to succeed and grow. Therefore, business owners need to pay attention to these important aspects to improve their business performance.

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45

Staehr, A. Edward. „Human resource risk and succession planning“. Agricultural Finance Review 75, Nr. 1 (05.05.2015): 133–39. http://dx.doi.org/10.1108/afr-02-2015-0008.

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Purpose – The purpose of this paper is to illustrate the benefits of utilizing teams of personal and financial consultants to work with farm families in New York State on issues affecting farm business performance. Design/methodology/approach – Program experience in implementing an integrated consulting model provides a framework for illustrating how such a model may be utilized on farms and other family businesses for succession planning. Findings – An integrated personal and financial consulting model is effective in producing lasting business results such as business growth, improved profitability, and reduced interpersonal conflict on farms in New York State. Originality/value – Farmers employ a multitude of risk management tools, such as crop insurance, to reduce various types of risk affecting their farm businesses in New York State, but an area often overlooked by farmers is managing human resource risk, namely succession risk. As the average age of farmers in the USA continues to increase, employing new tools and strategies is critical when developing an effective business succession plan for farmers.

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46

Kovalev, Andrej. „Strategic planning for creative enterprises“. SHS Web of Conferences 83 (2020): 01034. http://dx.doi.org/10.1051/shsconf/20208301034.

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Strategic Vision and a clear definition of Business Success are vital elements of strategic planning for all creative businesses and cultural enterprises. A Vision sets out the aspirations for the future of a creative business or cultural enterprise. This Strategic Vision is the ‘dream’ of the future, a picture painted in words, which is intended to inspire people by appealing to the heart as well as the head. One of the leader’s main functions is to inspire people towards a vision. This is ‘Inspirational Leadership’. A Strategic Vision must be a Shared Vision, embraced by everyone in the business or organisation - not only the leader, the senior management team and key staff.

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47

Mokhber, Mozhdeh, Tan Gi Gi, Siti Zaleha Abdul Rasid, Amin Vakilbashi, Noraiza Mohd Zamil und Yee Woon Seng. „Succession planning and family business performance in SMEs“. Journal of Management Development 36, Nr. 3 (10.04.2017): 330–47. http://dx.doi.org/10.1108/jmd-12-2015-0171.

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Purpose The purpose of this paper is to examine the impact of preparation level of heirs and the relationship between family and business members on the performance of family business in small- and medium-sized enterprises (SMEs) in Malaysia. Design/methodology/approach A quantitative research design involving the use of a survey questionnaire was implemented to investigate the influences of succession planning factors on the performance of family business in SMEs. The survey was conducted on 50 family business successors in Malaysian SMEs. Findings The result showed that the two studied factors – preparation level of heirs and the relationship between family and business members – have a positive impact on the performance of family business. Research limitations/implications The research concentrated on the performance of family business in SMEs in Malaysia’s southern region. The generalization therefore must be made very cautiously to the overall Malaysian SMEs. Practical implications The findings help family businesses to better understand the importance of the preparation level of heirs and the relationship between family and business members on business performance. This study shows the importance of key factors influencing succession planning so that the successor to the family business can bring the family firm to the next stage of success. Originality/value This study serves as a reference or guide for the management of family businesses to better understand the important factors for effective succession planning. It considers the best possible preparation and family-related factors affecting the end results of business, particularly in Malaysian SMEs.

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Iberaheem, Mohammed. „The Role of Business Analysis in Strategic Planning: Discuss How Business Analysis Contributes to the Strategic Planning Process in Businesses“. East Asian Journal of Multidisciplinary Research 2, Nr. 7 (28.07.2023): 2709–30. http://dx.doi.org/10.55927/eajmr.v2i7.5174.

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This research paper aims to discuss the essential role that business analysis plays in strategic planning, primarily by focusing on how it helps organizations to understand their current position, envision potential future scenarios, and determine the best path forward to achieve their business objectives. The methodology of this study hinges on a comprehensive literature review and analysis of existing theories, models, and case studies pertinent to business analysis and strategic planning. The findings showed that organizations incorporating strong business analysis into their strategic planning process are more likely to achieve their objectives and gain a competitive edge. Furthermore, challenges that organizations might face in integrating business analysis with strategic planning and provides insights on how to mitigate them effectively. The paper concludes that business analysis is not merely an optional component but an indispensable aspect of strategic planning.

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MALTUZ, Viktoriya, und Оleksander MALTUZ. „IMPROVING THE PRACTICE OF BUSINESS PLANNING IN THE INDUSTRIAL ENTERPRISE“. Herald of Khmelnytskyi National University. Economic sciences 304, Nr. 2(2) (18.03.2022): 13–16. http://dx.doi.org/10.31891/2307-5740-2022-304-2(2)-2.

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The article is devoted to the study of directions for improving the practice of business planning in domestic industrial enterprises. The content of the concept of “business planning” is considered. Taking into account the fact that business planning combines elements of strategic and operational planning, and one of its most important tasks is to focus attention on key tasks that lead to the success of the enterprise, the development of strategic maps is proposed as a tool for improving the practical aspects of business planning, and a strategic card for PrJSC “Ukrhydroenergo”. The feasibility of introducing a system of compliance control of business processes at domestic enterprises using a risk-oriented approach, which aims to minimize the risk of legal and regulatory sanctions, antimonopoly prosecution, financial losses or loss of reputation as a result of the enterprise’s failure to comply with legislative acts, market standards, as well as standards and internal documents of the enterprise itself. The methodology of step-by-step integrated business planning is considered as an alternative to traditional methods of business planning. Automation (computerization) of the business planning system, which makes it possible to create several types of plans, is also proposed as a means of improving the business planning system at an industrial enterprise; standardization, which will allow optimizing the parameters of building a business planning system, unifying its excessively diverse components.

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Beaumont, Chris, V. Durkacz, I. Currie und A. Phillips. „Financial Planning for New Business.“ Journal of the Operational Research Society 37, Nr. 3 (März 1986): 323. http://dx.doi.org/10.2307/2582217.

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