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Semelhante a 62 Carmen Nastase Business Plan
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62 Carmen Nastase Business Plan
- 1. IP INNO FOREST, 4 September 2007, Sopron Carmen Nastase Enterprise level tools for innovations, business plan
- 5. macro-level micro- level labour resources knowledge finance forest- enterprise product-, process-, innovation costumers/ consumers governance system extension services, consultancy research & education markets/ competitors information exchange structural change Information exchange
- 7. Innovation idea Sources for innovative idea Analyze market, customers and environment; Analyze your existing business Check your idea; Check yourself Evaluation level Implementation Results
- 13. Micro Screening Table Scoring system: 5 – extremely high ; 4 –high ; 3 – average ; 2 – fair; 1 – poor; 0 – absent Critical success factors: write text ( = ) ( - ) ( = ) ( + ) ( + ) ( + ) ( + ) Critical success factors Corrected TOTAL Competitors TOTAL Availability of raw material Availability of technology / equipment Availability of qualified personnel Solvent demand PROJECT good or service
- 20. Business plan prezentation plan working plan m i n i-plan
- 27. Planning is a Process, Not Just a Plan
- 31. Individual GANTT Chart Table (example) Months Open business Trial production Install machines Recruit personnel +++++ +++++ +++++ +++++ Advertise Prepare plant +++++ +++++ +++++ Order machines Register Finalise loan Plan plant layout Choose land and buy Seek legal advice 1/00 12/99 11/99 10/99 9/99 8/99 7/99 6/99 5/99 4/99 3/99 2/99 Activities
- 35. BUSINESS PLAN Standard Outline
Notas do Editor
- Funnel model description
- SWOT analysis description
- Care isi asuma riscul inceperii afacerii Mediul in care se desfasoara aceste activitati
- You need to make the contents of your plan match your purpose. Unfortunately, many people think of business plans only for starting a new business or applying for business loans. But they are also vital for running a business, whether or not the business needs new loans or new investments.
- These are all business plans. In all these different varieties of business plan, the plan matches your specific situation.
- For example, description of the management team is very important for investors while financial history is most important for banks. However, if you're developing a plan for internal use only, you may not need to include all the background details that you already know.
- Is it easy to understand and to act on? Does it communicate its contents easily and practically? Are its objectives concrete and measurable? Does it include specific actions and activities, each with specific dates of completion, specific persons responsible Are the sales goals, expense budgets, and milestone dates realistic? Nothing stifles implementation like unrealistic goals. Does it include all the necessary elements? Requirements of a business plan vary, depending on the context. There is no guarantee, however, that the plan will work if it doesn't cover the main bases