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Strategy and Planning

  • Jim Dewhurst
  • Paul Burns
Chapter
Part of the Macmillan Small Business Series book series (SBUI)

Abstract

Why do small businesses need to formulate policy and plan for the future? After all, it takes valuable time: time that could be spent selling, or sorting out a production problem, or sending in the VAT return. Anyway the whole business is probably run by only one person. The decisions he has to make are fairly straightforward and major implications can be carried in his head rather than written down. So why waste time and money in moving into this far too sophisticated area of management?

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Select Bibliography

  1. Department of Industry, Helping Small Firms Start Up and Grow: Common Services and Technical Support, HMSO, 1982.Google Scholar
  2. C. Barrow, The Small Business Guide, BBC Publications, 1983.Google Scholar
  3. Department of Industry (Small Firms Division), Starting up a New Business, 2nd edn, HMSO, 1982 (free).Google Scholar
  4. Croner’s Reference Book for the Self Employed and Small Business (annual), Croner Publications.Google Scholar
  5. The Small Business Kit, 2nd edn, National Extension College, 1982.Google Scholar
  6. The Daily Telegraph Guide — Working for Yourself (annual), Kogan Page.Google Scholar
  7. M. Mogano, How to Start and Run Your Own Business, Graham & Trotman, 1982.Google Scholar
  8. Sara Williams, The Lloyds Bank Small Business Guide, Penguin, 1987.Google Scholar
  9. Derek Waterworth, Small Business: Marketing for the Small Business, Macmillan, 1987.CrossRefGoogle Scholar
  10. Peter Gorb, Philip Dowell and Peter Wilson, Small Business Perspectives, Armstrong Publishing, 1981.Google Scholar
  11. Burns and Dewhurst (eds), Small Business and Entrepreneurship, Macmillan, 1988.Google Scholar

Copyright information

© Jim Dewhurst and Paul Burns 1989

Authors and Affiliations

  • Jim Dewhurst
  • Paul Burns

There are no affiliations available

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