Business is art
Subtitle: and science, gut instinct, hard work, and a certain amount of luck
By: Jon Umstead
Publisher: Figure. 1
Published: 2015
Place of publication: Vancouver; Berkeley
Language: eng
ISBN-13: 9781927958476; 9781927958551; 9781927958445; 9781927958452
Copyright date: 2015
Subjects: New business enterprises; Planning; Management; Nouvelles entreprises; Planification; Gestion
Description: Estimates say that as many as eight out of ten new businesses fail within the first eighteen months. More conservative estimates say that about half of new business start-ups are still in business four to five years later. In either case, the likelihood of business failure is very high. Studies prove that good planning practices more than double the chance of business success. Yet, the vast majority of small to medium sized businesses operate without a formal plan, and of those who do build a plan, only a handful carefully measure their targeted objectives and adjust their plans accordingly. Bu.
Notes: Includes bibliographical references and index.
Table of contents: title: Praise for Business Is ART; Title; Contents; Foreword; Introduction: Business Is ART; One: Business Is ART; Twelve Steps to Business as ART; Start with a Vision; Self-Assessment; Self-Assessment Template; Paint the Picture; Dream Big but Have Some Basis in Reality; Now Comes Strategy; A Note on Vision, Mission, and Purpose; The Chapter 1 Wrap; Two: Refusing to Be Constrained by the Shackles of Choreography; Dancing Elephants; Radical Change; No Shackles with No Plan Is a Waste of Time; The Shackles Are Developing Faster and Faster; Staying Relevant; Implore to Explore; The Chapter 2 Wrap.; title: Three: Strategic PlanningCommon Myths about Strategic Planning; Revise or Refine the Vision as Necessary; Honestly Assess Today's Situation; Recognize the Gaps and Identify the Goals and Objectives; Identify Strategic Initiatives; Common Elements of a Strategic Plan; The ProCESS Strategy; The One-Page Strategic Plan; The Chapter 3 Wrap; Four: Strategic Management; Dust: The Difference between Strategic Planning and Strategic Management; Task Management versus Strategic Management; Determine How You Will Manage Strategic Initiatives; The Basic Components of a Project Plan; A Word on Delegating.; title: Strategic Management of CustomersAvoid the Big Lie; The Chapter 4 Wrap; Five: Behavior Management; Behavior Management Starts with You; After You, Behavior Management Starts with Common Courtesy; The Three Pillars of Behavior Management; The Three Pillars Defined; Behavior Management Myths; Bonus and Pay-for-Performance Plans; The Chapter 5 Wrap; Six: The Business Plan; Why Would You Not Have a Business Plan?; The Business Is ART Business Plan Template; Operating Plan; I Have a Plan-Now what?; Well, That Didn't Work!; Prepare Yourself for Tough Choices; The Chapter 6 Wrap.; title: Seven: The Importance of MetricsTracking Performance Is a Discipline; Key Performance Indicators; Don't Track Everything; Don't Be Afraid to Think Big; The Chapter 7 Wrap; Eight: Correlating Metrics; Cause and Effect; Pairing Theory; KPI Pairing Recommendations; The Chapter 8 Wrap; Nine: Ping Charting; Pictures and Graphs and Charts, Oh My!; The Origins of the Ping Chart; Foundations of the Ping Chart; Plotting the Ping Chart; Interpreting the Ping Chart; The Pursuit of Trivia; But I Already Did My Plan!; A Word on Resistance to Change; The Chapter 9 Wrap; Ten: The Business Is ART Wrap.; title: The Business Is ART SoftwareA Final Word; Index; About the Author; Copyright.