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Artículos de revistas sobre el tema "Business planning"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 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 (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 (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 (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 (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 (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 con

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7

Savage, Mick. "Business continuity planning." Work Study 51, no. 5 (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 (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 (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 (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 (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 (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 (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 (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 (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 (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 (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 (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 (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 uncer

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23

Epler, Glenn F. "BUSINESS-OPERATIONAL CONTINUITY PLANNING." International Oil Spill Conference Proceedings 2001, no. 2 (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

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24

Feuer, Louis. "Planning for business independence." Case Manager 12, no. 2 (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 (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 (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 (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 (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 (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 (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 (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 (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 (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 (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 (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

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36

Kadam, Avinash. "Personal Business Continuity Planning." Information Security Journal: A Global Perspective 19, no. 1 (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 (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

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39

Laware, Gilbert W. "STRATEGIC BUSINESS PLANNING Aligning Business Goals with Technology." Journal of Information Systems Management 8, no. 4 (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 (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

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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 (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 (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 plan

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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) (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 feasibilit

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44

Velikikh, K. "STRATEGIC MARKETING PLANNING AND PLANNING ALGORITHM." Series: Economic science 5, no. 172 (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

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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 (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 (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 (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 (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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