Download e-book for iPad: Der Businessplan: Geschäftspläne professionell erstellen. by Anna Nagl

By Anna Nagl

Dieser bewährte Leitfaden ermöglicht es dem Leser, einen „maßgeschneiderten“ company- und Geschäftsplan zu erstellen, der strengsten Anforderungen genügt. Im neuen Teil III zeigt Prof. Dr. Klaus Kaiser an einem konkreten Beispiel aus der Praxis eine umfassende und integrierte Geschäftsplanung für ein Unternehmen der Energiewirtschaft. Die 7., überarbeitete und erweiterte Auflage wieder mit vielen Beispielen, Checklisten und nützlichen Praxistipps.

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Extra resources for Der Businessplan: Geschäftspläne professionell erstellen. Mit Checklisten und Fallbeispielen

Sample text

Als Normstrategie wird empfohlen, in Stars zu investieren. C „Cash-Cows“ (Melkkühe) verfügen über eine etablierte Marktposition, allerdings in Märkten mit geringen Wachstumsraten. Bei Cash-Cows sind Kostensenkungspotenziale zu nutzen und nur noch so viele Investitionen zu tätigen, wie zur Erhaltung der Marktstellung erforderlich sind. Es bietet sich eine Abschöpfungsstrategie an, bei der die bestehende Wettbewerbsstärke gehalten werden sollte. Alle zusätzlichen Mittel sind jedoch in die Starund Fragezeichen-Segmente zu reinvestieren.

B. Investitionsgüter) verkauft werden sollen. Der Verkäufer braucht dabei gute Produktkenntnisse. Persönliche Kundenbesuche sind nötig, die natürlich sehr aufwendig sind. Ein eigener Vertrieb ist teuer und lohnt sich nur bei relativ aufwendigen Produkten. direkter Vertrieb Unternehmen direkter Vertrieb unternehmenseigene Absatzmittler indirekter Vertrieb unternehmensfremde Organe Abbildung 17: Vertriebssysteme Kunde 54 Module eines Business-/Geschäftsplanes í Externe Vertreter, z. B. Reisende, vertreiben Produkte verschiedener Hersteller über spezialisierte Firmen, die die Funktion des eigenen Verkäufers übernehmen.

Es wird nicht ausreichend in die Personalentwicklung investiert. Checkliste Prozess- und Aufbauorganisation: í Wo liegen die Kernkompetenzen? í Welche Leistungen werden selbst erbracht, was wird zugekauft (Make-or-buy-Entscheidung)? í Welche Geschäftspartner werden in den Leistungserstellungsprozess einbezogen? í Können Kapazitäten kurzfristig angepasst werden? í Existieren Maßnahmen zur Qualitätssicherung? í Wie sieht die Organisationsstruktur des Unternehmens aus? í Wo liegen die Schwachpunkte der derzeitigen Organisationsstruktur?

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