When the going get tough : strategic responses to business crises

Description

Half Title About the Author Title Page Copyright Contents Preface to the Second Edition Preface to the First Edition Acknowledgements Chapter 1. How is the Health of Your Business? 1.1 Evaluating Performance: Ladder of Seven Crises 1.2 Financial Analysis: Strengths and Limitations Seven Crises Chapter 2. Starting Crisis 2.1 Lack of a Thorough Study of Market Potential for Product 2.2 Lack of All-round Managerial Ability 2.3 Inadequate Arrangements for Keeping Accounts 2.4 Underestimation of Capital Required 2.5 Ignorance about Tax Liability Starting Crisis Chapter 3. How to Steer Clear of Starting Crisis 3.1 Listen to All Available Counsel 3.2 Organise Up-to-Date Business Data 3.3 Encourage Participation of Investors 3.4 Meet Your Tax Consultant or Officer Often 3.5 Estimate the Capital Investment Realistically 3.6 Selecting Machinery: Do You See the Big Picture? Steering Clear of Starting Crisis Chapter 4. Cash Crisis Cash Crisis Chapter 5. How to Steer Clear of Cash Crisis 5.1 Short and Long-Term Capital 5.2 Dos and Don'ts of Cash Management Steering Clear of Cash Crisis Appendix A Appendix B Appendix C Chapter 6. Third Crisis: Delegation Crisis 6.1 Attitude Problem 6.2 Neglect of Organisational Prerequisites Delegation Crisis Chapter 7. How to Cope with the Third Crisis: Parting with Responsibilities 7.1 Induct a Really Competent and Effective Person 7.2 Amalgamate with Another Company Avoiding Delegation Crisis Chapter 8. Fourth Crisis: Leadership Crisis 8.1 Delegating More Powers to Other People 8.2 Becoming an Effective Leader Instead of a Do-it-Yourself Man 8.3 Managing through Effective Written Communication Leadership Crisis Chapter 9. How to Overcome Leadership Crisis 9.1 Be a More Effective Leader 9.2 Be a Good Communicator 9.3 Obtain Training in Management 9.4 Learn to be Flexible 9.5 Make a Periodic Audit of Your Time Management 9.6 Develop a Team of Managers Facing Leadership Crisis Chapter 10. Financial Crisis 10.1 Finance from Promoters 10.2 From Public Through Shares and Deposits 10.3 From Financial Institutions 10.4 From Commercial Banks 10.5 From Suppliers 10.6 From Leasing Companies Financial Crisis Chapter 11. How to Avoid Financial Crisis 11.1 All Authority in Your Hands? No! 11.2 Exercising Caution in Time 11.3 How to Obtain Funds Preparingfor Financial Crisis Chapter 12. Prosperity Crisis 12.1 Complacency 12.2 The Great Leap Forward Prosperity Crisis Chapter 13. How to Avoid Prosperity Crisis 13.1 Problem of Complacency 13.2 The Giant Leap Forward Dealing with Prosperity Crisis Chapter 14. Management-Succession Crisis 14.1 Three Problems 14.2 Some Counter Arguments 14.3 Tax and Legal Issues 14.4 Problems of Control 14.5 Problems Relating to Valuation 14.6 Partnership and Ownership Rights Management-Succession Crisis Chapter 15. How to Avoid Management-Succession Crisis 15.1 Succession Must be Planned 15.2 Successor has to be Identified and Groomed 15.3 Develop a Team 15.4 Groom a Person Having General Management Skills 15.5 Always be Ready to Receive Expert Advice 15.6 Prepare Written Plans for the Company and Succession 15.7 Take Expert Advice on Transfer of Voting Rights Planning for Management-Succession Chapter 16. Planning for Survival and Growth 16.1 Good Planning Ensures Success 16.2 Different Approaches to Business-Planning 16.3 Nine Processes and Principles for Business Planning 16.4 Can the Long-Range (or Strategic) Plans of Small Firms Succeed? Planning for Survival and Growth A Form for Planning in Industry Index