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Journal articles on the topic 'Business planning'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 June 2025

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1

Barrett, Mary A., Luca Gottardi, and Ken Moores. "Planning in the Poncini Family Business." Wine Business Case Research Journal 1, no. 1 (April 16, 2016): 70–78. http://dx.doi.org/10.26813/wbcrj/2016.01.01/planning.

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2

S, Robin, Saranya J, and Anudevi J. "Planning Aspects for Business." Journal of Advanced Research in Dynamical and Control Systems 11, no. 09-SPECIAL ISSUE (September 25, 2019): 74–80. http://dx.doi.org/10.5373/jardcs/v11/20192538.

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3

Taylor, Melissa. "Business Planning." Hearing Journal 75, no. 8 (July 28, 2022): 14,15,16. http://dx.doi.org/10.1097/01.hj.0000856012.00816.90.

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4

Oehlrich, Marcus. "Business Planning." Controlling 21, no. 12 (2009): 673–76. http://dx.doi.org/10.15358/0935-0381-2009-12-673.

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5

Haworth, Sue. "Business planning." Nursing Management 4, no. 7 (November 1997): 8–9. http://dx.doi.org/10.7748/nm.4.7.8.s12.

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6

Jati, Agan Rista, Ana Susi Mulyani, Muhammad Rafli Cakradipura, Hotmar Daniel Sitompul, Ayu Agustia Putri, and Ade Fitriah. "Business Planning." Indonesian Journal of Interdisciplinary Research in Science and Technology 2, no. 1 (January 31, 2024): 115–24. http://dx.doi.org/10.55927/marcopolo.v2i1.7383.

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The business planning discussed in this article includes the objectives of business planning, the stages of preparing a business plan, the importance of making a business plan, components, and things that need to be considered in business planning. Business planning is designed so that the business you own has thorough preparation, so that it is easier to achieve success than not having a prepared plan at all. In a business plan, the business concept, market, finances and so on are generally outlined in detail. Planning a business is very important for business people, so that the business continues to run stably and becomes more successful. Without a mature plan, entrepreneurs will not be able to achieve success.

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7

Savage, Mick. "Business continuity planning." Work Study 51, no. 5 (September 2002): 254–61. http://dx.doi.org/10.1108/00438020210437277.

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8

Hinde, Stephen. "Business continuity planning." Computer Audit Update 1997, no. 2 (February 1997): 2–5. http://dx.doi.org/10.1016/s0960-2593(97)84764-7.

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9

Smith, Martin, and John Sherwood. "Business continuity planning." Computers & Security 14, no. 1 (January 1995): 14–23. http://dx.doi.org/10.1016/0167-4048(95)96991-b.

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10

Sherwood, John. "Business continuity planning." Computers & Security 14, no. 5 (January 1995): 423. http://dx.doi.org/10.1016/0167-4048(95)97137-y.

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11

Nemzow, Martin. "Business Continuity Planning." International Journal of Network Management 7, no. 3 (May 1997): 127–36. http://dx.doi.org/10.1002/(sici)1099-1190(199705/06)7:3<127::aid-nem233>3.0.co;2-3.

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12

Vikrant, Hooda1 &. Bhawna Kumari2. "Effective Business Planning." Science World a monthly e magazine 3, no. 5 (May 21, 2023): 771–73. https://doi.org/10.5281/zenodo.7954276.

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When starting and growing a business, the entrepreneur takes on all of the development and management responsibilities, as well as the risks and rewards. Many businesses fail because their owners fail to develop an effective plan. The business plan focuses on major issues and their contribution to the success of a new venture. The first and most important thing to remember when planning a business is to have a proper road map or blueprint for executing steps in an efficient manner.

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13

Metz, Philip D. "Integrating Technology Planning With Business Planning." Research-Technology Management 39, no. 3 (May 1996): 19–22. http://dx.doi.org/10.1080/08956308.1996.11671059.

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14

David, Venice Mairya. "Venture Planning." Trends in Nursing Administration & Education 09, no. 02 (December 30, 2020): 7–10. http://dx.doi.org/10.24321/2348.2141.202003.

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Venture management is a business management discipline that focuses on being both innovative and challenging in the realm of introducing what could be a completely new product or entering a promising newly emerging market. The discipline is focused on the skills, practices and technology required to manage the rapid growth of new business in highly dynamic environments. These environments are often characterized by rapid technology change.

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15

Sági, Judit, and Péter Juhász. "Funding alternatives and business planning in family businesses." Prosperitas 6, no. 1 (2019): 35–53. http://dx.doi.org/10.31570/prosp_2019_01_2.

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16

Chawla, Kiran. "BUSINESS PLANNING ESSENTIALS: PREPARING A BUSINESS PLAN." Journal of Advances in Business Management 1, no. 3 (July 8, 2015): 93–99. http://dx.doi.org/10.14260/jadbm/2015/12.

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17

Dorofeev, Aleksandr, and Alexey Markov. "Business Continuity Planning and Disaster Recovery Planning." Voprosy kiberbezopasnosti, no. 3(11) (2015): 68–73. http://dx.doi.org/10.21681/2311-3456-2015-3-68-73.

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18

Lloyd, Greg, and David Newlands. "Business and planning: A privatised planning initiative." Planning Practice and Research 2, no. 4 (March 1988): 11–14. http://dx.doi.org/10.1080/02697458808722692.

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19

Orchard, T. J., and P. Shearer. "Business Forecasting and Planning." Journal of the Royal Statistical Society. Series A (Statistics in Society) 159, no. 3 (1996): 632. http://dx.doi.org/10.2307/2983352.

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20

Foster, Jonathan, and Angela Lin. "Collaborative E-Business Planning." Journal of Electronic Commerce in Organizations 2, no. 2 (April 2004): 28–43. http://dx.doi.org/10.4018/jeco.2004040103.

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21

Fildes, Robert, and Peter Shearer. "Business Forecasting and Planning." Journal of the Operational Research Society 46, no. 10 (October 1995): 1281. http://dx.doi.org/10.2307/2584623.

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22

McInerney, Amy. "Planning – A Risky Business?" Victoria University of Wellington Law Review 48, no. 2 (October 2, 2017): 283. http://dx.doi.org/10.26686/vuwlr.v48i2.4739.

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Since the introduction of performance-based planning, Queensland's planning law framework has been repeatedly amended in response to complaints of complexity. This article traces Queensland's law reform journey and focuses on the issue of complexity in the context of planning schemes. The causes of complexity are diverse and to some extent remain unresolved. An issue that warrants more attention is the concept of "risk" in the context of planning (and particularly planning schemes). Risk-based approaches to regulation have been increasingly regarded as an effective way to manage risk and uncertainty. This article asks questions about risk concepts in planning and argues in favour of further research around a risk-based approach to planning scheme preparation.

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23

Epler, Glenn F. "BUSINESS-OPERATIONAL CONTINUITY PLANNING." International Oil Spill Conference Proceedings 2001, no. 2 (March 1, 2001): 903–8. http://dx.doi.org/10.7901/2169-3358-2001-2-903.

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ABSTRACT U.S. federal and state regulations require industry to develop and maintain detailed crisis and emergency response plans. These plans are, for the most part, well thought out and detailed. As a result, along with extensive training and exercise programs, industry preparedness is better than it has ever been to respond to and manage an emergency. But how well prepared is industry to handle the business or operational continuity aspects of a crisis or emergency? What plans are in place to deal with the requirement for continuing essential business functions in the face of a disaster? If a major incident occurs to a refinery, terminal, or offshore production platform that requires it to be taken off-line, or damages it beyond repair, are there plans in place to minimize the impacts on the rest of the organization and on the downstream customers? How will this be done simultaneously while managing the response? This paper addresses those needs and discusses the requirements that companies in the oil and chemical industry should consider in developing business and operational continuity plans. It explains a multi-step planning process that is being used by many companies around the world to maintain their business edge when a crisis or disaster strikes. This planning process includes such functions as conducting a risk analysis and business impact analysis, developing mitigation and recovery strategies, drafting a continuity plan, developing an awareness program, and building a training and exercising program. The paper also looks at the similarities between business and operational continuity plans and a company's emergency or crisis management plan and address ways in which the plans may be integrated.

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24

Feuer, Louis. "Planning for business independence." Case Manager 12, no. 2 (March 2001): 26–28. http://dx.doi.org/10.1067/mcm.2001.114438.

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25

Vixie, Paul. "Arrogance in business planning." Communications of the ACM 54, no. 9 (September 2011): 38–41. http://dx.doi.org/10.1145/1995376.1995392.

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26

Vixie, Paul. "Arrogance in Business Planning." Queue 9, no. 7 (July 2011): 30–33. http://dx.doi.org/10.1145/2001562.2008216.

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27

Lindström, John, Sören Samuelsson, and Ann Hägerfors. "Business continuity planning methodology." Disaster Prevention and Management: An International Journal 19, no. 2 (April 27, 2010): 243–55. http://dx.doi.org/10.1108/09653561011038039.

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28

Fildes, Robert. "Business Forecasting and Planning." Journal of the Operational Research Society 46, no. 10 (October 1995): 1281–82. http://dx.doi.org/10.1057/jors.1995.175.

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29

Dascher, Paul E., and William G. Jens. "Family business succession planning." Business Horizons 42, no. 5 (September 1999): 2–4. http://dx.doi.org/10.1016/s0007-6813(99)80068-8.

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30

Hough, Michael. "Business Planning for Posterity." Australian Journal of Multi-Disciplinary Engineering 4, no. 1 (January 2006): 53–60. http://dx.doi.org/10.1080/14488388.2006.11464746.

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31

Adegbite, Oyeyemi. "Planning in Nigerian business." Long Range Planning 19, no. 4 (August 1986): 98–103. http://dx.doi.org/10.1016/0024-6301(86)90276-1.

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32

Wu, Lilian Shiao-Yen, J. R. M. Hosking, and Jeanne M. Doll. "Business planning under uncertainty." International Journal of Forecasting 8, no. 4 (December 1992): 545–57. http://dx.doi.org/10.1016/0169-2070(92)90065-h.

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33

Raeside, Robert. "Business forecasting and planning." International Journal of Forecasting 11, no. 1 (March 1995): 192–93. http://dx.doi.org/10.1016/0169-2070(95)90025-x.

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34

Mackey, Thomas A. "Planning Your Nursing Business." Journal of the American Academy of Nurse Practitioners 17, no. 12 (December 2005): 501–5. http://dx.doi.org/10.1111/j.1745-7599.2005.00087.x.

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35

Watson, Kayleigh, Pauric McGowan, and Paul Smith. "Extracurricular Business Planning Competitions." Industry and Higher Education 28, no. 6 (December 2014): 411–15. http://dx.doi.org/10.5367/ihe.2014.0229.

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Business planning competitions [BPCs] are a commonly offered yet under-examined extracurricular activity. Given the extent of sceptical comment about business planning, this paper offers what the authors believe is a much-needed critical discussion of the assumptions that underpin the provision of such competitions. In doing so it is suggested that these competitions, being based on business plans, could be limiting the entrepreneurial activity they seek to stimulate. As a result it could be said that BPCs are in a state of flux and require an evolved approach emphasizing implementation rather than planning for implementation. The issues highlighted set the scene for further critical questioning of the competition agenda and expected to be of value to those designing and offering competitions as part of their extra-curricular entrepreneurship education portfolio.

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36

Kadam, Avinash. "Personal Business Continuity Planning." Information Security Journal: A Global Perspective 19, no. 1 (March 17, 2010): 4–10. http://dx.doi.org/10.1080/19393550903577657.

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37

Brotherton, BA, Heather. "Disaster recovery and business continuity planning: Business justification." Journal of Emergency Management 8, no. 3 (2010): 57–60. http://dx.doi.org/10.5055/jem.2010.0019.

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38

Taraskina, Yulia Victorovna, Eseniya Anatolievna Azizova, and Anna Alekseevna Kushner. "Planning business process reengineering as business management tool." Vestnik of Astrakhan State Technical University. Series: Economics 2020, no. 1 (March 31, 2020): 37–47. http://dx.doi.org/10.24143/2073-5537-2020-1-37-47.

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The article presents the methodical recommendations on planning the reengineering procedure of industrial enterprises. The industrial enterprise reengineering is defined as an effective management tool to overcome the inertia that arises in the process of managing industrial enterprises, to optimize the management system and to rebuild ineffective business processes. It has been stated that reengineering makes it possible for any economic system to function successfully, to adapt to changing environmental conditions, to increase manageability and to achieve goals in the shortest possible time and with the least expenditure of resources. The planning stage is the key in the development of a reengineering project for an industrial enterprise. The tasks of planning the reengineering procedure, the stages of implementation and their content are determined. In the context of the description of the first two stages, the criteria are given for determining the stage of the crisis, at which the industrial enterprise currently is, and the typology of business process reengineering, according to three classification criteria: depending on the extent of transformations, on the size of the industrial enterprise, on the initiator. The third stage contains recommendations for choosing a reengineering technique depending on the stage of the crisis and the type of reengineering. A classification of the reengineering methods recommended for use in carrying out radical (crisis) reengineering and reengineering of development has been developed. Recommendations are given on the formation of a system of targets for an industrial enterprise reengineering project. It is advisable to use the system of balanced indicators (Balanced Scorecard) and the system of target indicators KPI as effective tools for creating a system of targets. Both of these approaches are elements of targeted management or management by goals, and make it possible to evaluate the economic, resource and functional effectiveness of a reengineering project

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39

Laware, Gilbert W. "STRATEGIC BUSINESS PLANNING Aligning Business Goals with Technology." Journal of Information Systems Management 8, no. 4 (January 1991): 44–49. http://dx.doi.org/10.1080/07399019108965010.

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40

I Nyoman Tri Sutaguna, Akhmad Nur Zaroni, Erlina Pakki, Arief Yanto Rukmana, and Puspita Puji Rahayu. "Training on Business Planning Using Business Canvas Models." Cakrawala: Jurnal Pengabdian Masyarakat Global 2, no. 3 (July 18, 2023): 34–43. http://dx.doi.org/10.30640/cakrawala.v2i3.1389.

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The business world is expanding in Indonesia right now, especially among millennials and start-ups in this case. They must, however, have a mature and well-defined corporate plan because of the intense rivalry and challenging obstacles they encounter. Because the Business Model Canvas can summarize a business strategy on a dialog box page with 9 items, it is believed to be simple, comprehensive, and effective for business planning. The purpose of this service project is to offer BMC model-based business advice and training to Taruna Bakti Bandung Senior High School students. Counseling methods included the lecture style and focus group discussions (FGD). As a result of their community service projects, students are able to develop company ideas using the BMC model.

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41

Li, Xiang, Cheng-Leong Ang, and Robert Gray. "An intelligent business forecaster for strategic business planning." Journal of Forecasting 18, no. 3 (May 1999): 181–204. http://dx.doi.org/10.1002/(sici)1099-131x(199905)18:3<181::aid-for712>3.0.co;2-3.

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42

Iberaheem, Mohammed. "The Role of Business Analysis in Strategic Planning: Discuss How Business Analysis Contributes to the Strategic Planning Process in Businesses." East Asian Journal of Multidisciplinary Research 2, no. 7 (July 28, 2023): 2709–30. http://dx.doi.org/10.55927/eajmr.v2i7.5174.

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This research paper aims to discuss the essential role that business analysis plays in strategic planning, primarily by focusing on how it helps organizations to understand their current position, envision potential future scenarios, and determine the best path forward to achieve their business objectives. The methodology of this study hinges on a comprehensive literature review and analysis of existing theories, models, and case studies pertinent to business analysis and strategic planning. The findings showed that organizations incorporating strong business analysis into their strategic planning process are more likely to achieve their objectives and gain a competitive edge. Furthermore, challenges that organizations might face in integrating business analysis with strategic planning and provides insights on how to mitigate them effectively. The paper concludes that business analysis is not merely an optional component but an indispensable aspect of strategic planning.

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43

MALTUZ, Viktoriya, and Оleksander MALTUZ. "IMPROVING THE PRACTICE OF BUSINESS PLANNING IN THE INDUSTRIAL ENTERPRISE." Herald of Khmelnytskyi National University. Economic sciences 304, no. 2(2) (March 18, 2022): 13–16. http://dx.doi.org/10.31891/2307-5740-2022-304-2(2)-2.

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The article is devoted to the study of directions for improving the practice of business planning in domestic industrial enterprises. The content of the concept of “business planning” is considered. Taking into account the fact that business planning combines elements of strategic and operational planning, and one of its most important tasks is to focus attention on key tasks that lead to the success of the enterprise, the development of strategic maps is proposed as a tool for improving the practical aspects of business planning, and a strategic card for PrJSC “Ukrhydroenergo”. The feasibility of introducing a system of compliance control of business processes at domestic enterprises using a risk-oriented approach, which aims to minimize the risk of legal and regulatory sanctions, antimonopoly prosecution, financial losses or loss of reputation as a result of the enterprise’s failure to comply with legislative acts, market standards, as well as standards and internal documents of the enterprise itself. The methodology of step-by-step integrated business planning is considered as an alternative to traditional methods of business planning. Automation (computerization) of the business planning system, which makes it possible to create several types of plans, is also proposed as a means of improving the business planning system at an industrial enterprise; standardization, which will allow optimizing the parameters of building a business planning system, unifying its excessively diverse components.

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44

Velikikh, K. "STRATEGIC MARKETING PLANNING AND PLANNING ALGORITHM." Series: Economic science 5, no. 172 (October 17, 2022): 22–25. http://dx.doi.org/10.33042/2522-1809-2022-5-172-22-25.

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The article analyzes the importance of strategic marketing planning in the management of companies under the conditions of a competitive market. Strategic marketing planning, which is considered an important management tool, began to be used by companies as one of the main assistants in decision-making and achieving set goals. Marketing planning, which can be considered as a by-product of the business plan, makes an important contribution to the formation of the company's business, as it provides conditions for forecasting events and decision-making. This planning, if prepared according to the right methodology, allows you to see different options for business actions. The administrator builds a business plan based on the best options for actions and with the aim of increasing the attractiveness of the product. A strategic marketing plan can be defined as a document that will structure all the actions that the company will need to take to promote its brand and its solutions, reach the target audience and attract new sales opportunities. This plan contains all the strategies that should be adopted by the company and how it should be done. The purpose of planning can be defined as the development of administrative processes, methods and approaches that provide a viable situation for assessing the future consequences of current decisions in terms of business objectives, which will facilitate faster and more consistent decision-making in the future. Based on this, it can be stated that strategic planning can be considered as a management process aimed at developing the market, aligning the organization's goals and resources with opportunities. In the field of strategic marketing, the goal is to work on the company's business and products in an effort to direct them to increase sales and profitability. The tool that must be used to implement strategic marketing planning is an action plan, which can be defined as the division of each strategy, tasks and strategic goals of the organization into more detailed plans. The action plan allows the company to apply the proposed planning more effectively, because it breaks down the goals into tactical and operational plans, which allows each employee of the company to know his role in achieving the set goal. Based on the above, it can be argued that strategic marketing planning is a fundamental tool for achieving the organization's goals, especially in the light of profound changes in the nature of business and reforming business strategies, and strategic marketing planning is the basis on which the entire management system is based and is a key component market success of the enterprise. Keywords: strategy, strategic planning, plan, management.

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45

Beaumont, Chris, V. Durkacz, I. Currie, and A. Phillips. "Financial Planning for New Business." Journal of the Operational Research Society 37, no. 3 (March 1986): 323. http://dx.doi.org/10.2307/2582217.

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46

Ing, Brian, Kevin Scholes, and Mary Klemm. "An Introduction to Business Planning." Journal of the Operational Research Society 40, no. 2 (February 1989): 202. http://dx.doi.org/10.2307/2583241.

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47

Sebold, Sean. "Succession Planning for Business Owners." CFA Institute Conference Proceedings 2005, no. 5 (October 17, 2005): 48–54. http://dx.doi.org/10.2469/cp.v2005.n5.3516.

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48

Kozarchuk, Ihor. "Risks assessment on business planning." Automobile Roads and Road Construction, no. 109 (2021): 205–13. http://dx.doi.org/10.33744/0365-8171-2021-109-205-213.

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The article studies issues related to risks in entrepreneurial activity. The factors and reasons for its occurrence are analyzed. Methods for risk assessment are reviewed, among which special attention is paid to methods based on mathematical statistics and expert assessments. It is concluded that risk has a positive effect – it stimulates enterprises to improve the business planning system.

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49

Moyer, Jack. "Experiences in Business Continuity Planning." Proceedings of the Water Environment Federation 2014, no. 1 (October 1, 2014): 1–14. http://dx.doi.org/10.2175/193864714816100452.

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50

Antipina, Natalia Mikhailovna. "FACTORS INFLUENCING MEDICAL BUSINESS PLANNING." Bulletin of the Moscow State Regional University (Economy), no. 4 (2016): 41–47. http://dx.doi.org/10.18384/2310-6646-2016-4-41-47.

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