The business plan as a management imperative
Business planning aims to facilitate -and therefore try to make viable- the achievement of the most important objectives and goals of a company or corporation: this acquires special relevance in a turbulent, uncertain and competitive world.
Business planning is the interactive prospecting we do of possible futures, external and internal, to try to design - in advance - sets of actions that possibly lead us to achieve what we want: if they leave us!
The business plan must be simple, clear, concise and informative, it must identify the risks and obstacles to successfully carry it out, specify the controllable and uncontrollable variables that could have a greater impact on the results pursued… it should serve as an incentive and guide for the implementation, balancing the turbulence of the environment with the dynamics of development of the plan… must serve as the basis for the detailed budget formulation… and the achievement of the necessary financing…
The business plan will not turn bad ideas into good business, but it will allow you to realize it in time, and avoid major setbacks… good ideas turned into good business plans will generate better business, and will be the basis for starting a more ambitious strategic rethinking… when circumstances warrant.
THE PROCESS AND THE PRODUCT
In recognized successful companies, it is the highest executive level that triggers the annual planning process, defining a timeline and frame of reference. It is also he who, echoing significant changes in the environment that obsolete the plan, promptly causes circumstantial meetings of adjustment and accommodation.
A plan should never be or become a straitjacket that forces us to follow the path that circumstances make it unwise to follow.
A plan should never be formulated by someone who does not have executive power over the actions to be carried out and / or the resources required: the plan must be executed and the planner must be executed… otherwise the plans will be mere ramblings about what could be done. or should do, but it will never be done… because there will always be reasons not to undertake them.
It can be affirmed that the most important product of planning is not the formal plan, but the new mental configuration of executives and executors that the process allows to achieve… by asking questions… by realizing… by agreeing…
This does not mean that the business plan does not have to be written, but that the written will never reveal all the richness of unanswered questions, closed discussions, agreements in the middle, etc.
A well-prepared business plan - and presented - is an excellent means of information and communication to seek consensus and motivate the human team that will make it possible, transmitting enthusiasm and optimism, even to those who will provide financing - internally or externally: An important by-product of a reliable and consistent business plan is that it serves to obtain and negotiate the required financing… it is also essential to have it, for the purposes of retrospective analysis and management control…
The business plan will be useful to the same extent that it generates trust and commitment… to the same extent that it encourages action, which is what produces results…
APPRECIATION OF THE SITUATION
What should precede any other planning activity should be to clearly express our strategic purpose, this is our highest ambition in terms of the market: not in terms of market share but in terms of what will allow us to ostensibly win the favor of customers and prospects, with a level of satisfaction far above what competitors can achieve in this regard… later.
The first step -in light of what we want to achieve- is to appreciate the situation that exists and the one that could be lived, and its determinants.
This first step - from external scrutiny - begins by identifying both the political, economic, social, technological scenarios, etc. that could arise, such as the Opportunities and Threats associated with them. We continue to identify the relevant actors and their power, determining and comparing their Strengths and Weaknesses with their own (analysis of interactions between competitors, clients, suppliers, substitutes, and national and foreign government entities: evaluation of allies, opponents and indifferent).
The second step consists of a careful internal scrutiny that allows us to detail the Strengths that we have and should have to take advantage of the
Opportunities and / or defeat the Threats displayed in the relevant environment for our purposes. We should also detect and assess our Weaknesses and determine if they allow us to take advantage of Opportunities or make us vulnerable to exogenous Threats.
The greatest strengths are the core competencies or capacities that sustain sustainable competitive advantages compared to competitors: the greatest weakness is the absence of them, the greatest threat is that competitors have them and we do not. What then could be the greatest opportunity?
DESIRED SITUATION
Then -and consequently- we can begin to take a third step: review and enrich (or formulate for the first time) the vision, mission, objectives and goals, in the context of culture and values in which we will act: the customer needs that are to be competitively satisfied versus the segmentation of those customers (market), versus the products / technologies with which they will try to meet - competitively - the customer needs of each predefined segment (business), in each geography (strategic segments and targeting).
STRATEGIES AND TACTICS
The fourth step is the formulation of the macrostrategies to achieve the objectives and goals: Identification of crossings, generators of Strategies, between exogenous Opportunities and Threats versus own Strengths and Weaknesses (SWOT matrices); Interactive and harmonizing cross between Scenarios, Goals, Strategies and Resources (EMER matrices). It is the adjustment of the strategies according to the circumstances and along the way that generates the accommodation tactics.
The review and adaptation of the organization should be part of the strategic, global approach: adjustment of the structure and systems, symbols and values, people and competencies, and allocation of responsibilities and resources.
PLANS, PROGRAMS, BUDGETS
The fifth and final planning step has to do with disaggregating strategies and tactics into macro plans or general plans (what to do?), Macro programs or specific action programs (with what to do it?), And macro budgets for operation, investment and financing (¿ with how much?), in accordance with the organizational adjustments.
From the business macro plans and macro programs - and aligned with them - the operational or functional macro plans should be derived (marketing and sales, production / maintenance, technology, supply and purchasing, human resources and organization, administration, finance, IT, etc.): These functional macro plans are an essential complement to the business plan.
It is from the macro plans - by detailing the decisions and identifying the necessary resources - that the macro programs are born, and especially investment projects. The purpose of these projects is to improve and / or expand the operational infrastructure in a timely manner, to increase productivity and / or the volume of operations, in accordance with commercial, financial and human expectations and possibilities.
Macro-budgets are, in turn, the economic-financial expression of strategies, plans and programs. It is also important to formulate separately - but with an overall view and intertwined with each other - the macro budgets for operations, investment and financing. Detailed budgets are not part of the business plan, but this must induce its timely formulation.
Once all these steps are completed, it is necessary to check the consistency between them and it will probably be necessary to repeat them over and over again, until you are satisfied: it is only then that computational models and decision support systems can be of great help.
The intentional and frequent use of the expression MACRO is intended to emphasize the convenience of not going into insignificant details and thus avoid losing the overview: the idea of the business plan is to put more emphasis on the general fund than on the detailed form.
Therefore, to take advantage of a high degree and not disperse the energy of the entrepreneurial spirits, all formalism that inhibits creativity or innovation, generating new business ideas, products or ways of doing things, must be avoided: it is convenient to soften and do The interface of generating new ideas with the insertion in the plans is as pleasant as possible.
One thing is the entrepreneurial spark that generates new and good businesses, another the managerial success, both are essential. (Gómez / Dezerega)
Two different situations are currently in vogue that encourage the development of a business plan. One is represented by the requirement to present a business plan associated with ISO certifications. The other derives from the preparation of the Kaplan & Norton Balanced ScoreCard, a management tool that, based on the vision / mission, operationalizes the strategy and requires objective by objective - financial, commercial, operational and human - to specify strategic initiatives: this is not possible. do so without previously or in parallel preparing the corresponding business plan.
MARKETING AND SALES
The marketing and sales plan is not just about determining what, how much and how we will sell. It is necessary to previously determine - in different scenarios - the objectives of customer satisfaction, the characterization of the needs to be satisfied versus the customer / product segments, the volume and trend of the market, the fraction of it that we could take, the strategy appropriate to achieve it (products, prices, credits, differentiation, etc.), the resources to carry it out, etc.: all in light of what the competitors are doing or could do and our relationship of strength with them, the customers, providers, substitutes, government entities, etc.
It is essential to determine in a complementary way the competitive advantages and the core competencies or capacities in which they are based or could be based.
PRODUCTION / MAINTENANCE
The production plan is not just about determining how much and how we will produce what is supposed to be sold. It is necessary to determine previously -and in accordance with the levels of quality and demand required by marketing and sales- the strategy to follow, the technology, the facilities and resources that we will need vs. the ones that we will use and / or we will have to develop, the levels of productivity that will allow us to produce at costs as low as prices as possible: the strategy has to do with how to be efficient, but without affecting effectiveness or quality (whatever we compete for cost or for differentiation)… the question is how to be excellent in the processes, to satisfy the shareholders at the same time as the clients.
The comprehensive maintenance plan should be subordinated to the characteristics of the plant and production requirements, in light of a strategy that allows high levels of reliability and maintainability.
SUPPLY AND PURCHASES
Just as the marketing and sales area must plan sales, and the production area must plan production, consumption and inventories of raw materials, process products and spare parts, the supply and purchasing area must plan purchases and sales. storage in accordance with the consumption and inventories provided by the other areas, for a high level of service and at the same time a low cost; This implies the formulation of a supply and purchase strategy and the determination of the necessary resources.
HR AND ORGANIZATION
Also in this case it is necessary to formulate a strategy and determine the necessary resources to satisfy the requirements of recruitment, selection, development, maintenance, remuneration, etc. staff, in line with the needs of the other areas in terms of organization and human resources.
Here the fundamental thing is the training and accumulation of the human and intellectual capital required, consistent with the skills required by the entire company: but this cannot be achieved without appropriate levels of training, motivation and compensation.
Organizational matters are not just about completing and improving the structure, but about ensuring that each person is well prepared to productively assume responsibilities and manage the resources assigned to them: this implies developing competencies and systems, consequently with company culture; this is with the predominant symbols and values and / or those that are intended to predominate.
FINANCE
The financial plan has the special characteristic of having to be initially subordinated to the demands of the other areas, the cost structure and the capital structure. However, once the integration has been carried out and the initial business plan has been drawn up, it is necessary to redo it, in light of the financial goals that are to be achieved: whenever they - at the first round - are not satisfied. This usually leads to the formulation of requirements to which it is suggested that the other areas be subordinated: this generates healthy discussions and negotiations, which only the executive committee can terminate, by submitting the business plan to the approval of the board of directors..
The disaggregation -in tree- of the Net Present Value of the Economic Value Added (EVA) or Free Cash Flow, guided by the BSC, facilitates the visualization of the impact of the non-financial on the generation of financial value.
PLAN SIMULATION
* Víctor Dezerega Cáceres
Master in Business Administration (1980), IESA; Electrical Engineer (1977), UCV; Civil Electrical Engineer (1965), U. Chile.
In this process of discussion and negotiation it is where the computational models and the decision support systems associated with them come to the fore, by allowing instant runs of each person's approaches and seeing the results they lead to. They also allow the model to be run in reverse, since they allow specifying the financial goals to be achieved, and obtaining the values that the inputs should reach (sales levels, prices, productivity, remuneration, indebtedness, etc.), respecting the restrictions that explicitly cannot be surpassed: search for goals. Finally, in the face of uncertainty about the market price ranges, inflation, interest and exchange rates, etc.,allow you to introduce -with great kindness- probabilistic estimates and visualize and appreciate their incidence on the most probable results that you seek to achieve.
THE BUSINESS PLANNER
The role of professional planner, of the connoisseur of the most modern and productive business planning techniques, should only be that of an incentive and facilitator of the process, his role is to transfer technology in a friendly way to plan well: he must collaborate in the process, but never you must make a plan… except yours.
Hence, the most modern, thriving and successful business organizations in the world have expert and technified planning teams, but they are also very small and enjoy the trust of top executives: they are intelligent and timely modelers and monitors of what happens. in the relevant environment, of the indicators that measure both the development of the strategies and plans, as well as the results that they are leading or could lead to.
The highest planning body of a company should be its executive committee: each executive must contribute to adding and disaggregating the business plan, with the collaboration of its people, but under their responsibility, and the eventual advice of experts: the process is initially top down, and in any case prior to the budget process.
EPILOGUE
Epithet said, "Make sure you want to be first, then do what you must do."
References:
Financial Perspective
ABCDE, Angel. Oil companies: how top marketing executives see the market evolving / Angel Abcde (and others) // En: National Petroleum News. - (Jun) 1995. - pp. 32-63.
ALKHATEEB, Deyaa. Enviromental polices: competitiveness and developement / Deyaa Alkhateeb / OPEC Bulletin.– Vienna, 1997.
Opening: strategy for the growth of the oil industry / Caracas, 1996.
ALTMAN, Edward I. Financial handbook / Altman Edward I. - Canada: Jhon Wiley & Sons, Inc., 1981.
ALTMAN, Edward I. Corporate financial distress a complete guide to predictng, avoiding, and dealing with bankruptcy / Altman Edward I. - Canada: John Wiley & Sons, 1983.
BALDWIN, Jorge. How to master the finances of the company / Jorge Baldwin & Carlos Baldwin - Bogotà: Norma, 1990.
BREALY, Richard A. Principles of Corporate Finance / Richard Brealy & Myers Stewarts. - 4th ed. - Madrid: L Mac Graw Hill, 1993.
BREALY, Richard A. Principles of corporate finance / Richard Brealy & Myers Stewart. - New York: Mac Graw Hill, 1984.
BREALY, Richard A. Fundamentals of corporate finance / Richard Brealy & Myers Stewart C. - 3r.ed. - New York: McGraw Hill, 1988.
BREALY, Richard A. Principles of corporate finance / Richard Brealy, Myers Stewart & Alan Marcurs -4th ed. - New York: McGraw Hill, 1991.
BREALY, Richard A. Principles of corporate finance / Richard Brealy & Myers Stewart C. - 3rd ed. - New York: McGraw Hill, 1998.
COOKE, Robert A. McGraw-Hill Course in Finance for Non-Financials / Robert A. Cooke. - Madrid: McGraw Hill, 1994.
DAVIS, Edward W. Finance and the firm and introduction to corporate finance / Edward W. Davis & John Pointon. - 2nd ed. - New York: Oxford University Press, 1994.
DURST, David R. (Study guide accompany Brealey - Myers - Marcus). Fundamentals of corporate finance / David Durst & Thomas Stitzel. - New York: Mac Graw Hill Inc. 1995.
GUTIERREZ M., Luis F. Practical finance for developing countries / Luis Gutierres –Bogotà: Norma, 1992.
HORNGREN, Charles T. Cost accounting a managerial approach / Charles T. Horngren & George Foster, Srikant M. Datan. - 8th ed. - Mexico: Prentice Hall Americana SA, 1996.
INDACOCHEA C., Alejandro. Finance in inflation / Alejandro Indacochea C. - Lima: Grafia editores y impresores, 1990.
IRRAZABAL, Anibal. Financial analysis in business management / Anibal Irrazabal. - 1st ed. - Santiago, Chile: Dolmen, 1994.
LEVI D., Maurice. International finance: the markets and financial management of multinational business / Maurice Levi D. - 2nd ed. - New York: McGraw Hill, 1990.
PALEPU, Krishna G. Business analysis & valuation / Krishnapalepu & Victor Bernard & Paul Healy. - Cincinnati: South Western College Publishing,, 1996.
RAYBURN, Gayle L. Principles of Cost Accouting: Managerial Applications / Gayle Rayburn. - Illinois: Richard D. Irwin, Inc., 1993.
SALAZAR S., Nicolás. Practical guide to accounting for oil production / Nicolas Salazar. - Caracas: Lagoven, 1990.
SHIM, Jae K. Modern cost management & analysis / Jae K. Shim & Joel G. Siegel. - New York: Barron's, 1991.
SUAREZ S., Andrés s. Optimal investment and financing decisions of the company / Andres S. Suarez S. - Madrid: Pirámide, SA, 1985.
VAN H. James C. Fundamentals of Financial Management / James C. Van H. & John Wachowicz. - 8th ed. - Mexico: Prentice Hall, 1994.
Commercial perspective
BERRY, Leonard L. On great service a framework for action / Leonard L Berry - New York: The Free Press, 1995.
BUGGIE, Frederick D. Strategies for New Product Development / Frederick D. Buggie. - Mexico: Inter-American Educational Fund, 1983.
COTLE, David. The Customer-Centered Service / David Cotle.– Madrid: Ediciones Díaz de Santos SA, 1991.
GARY, Hamel. Competing for the future / Hamel Gary & CK Prahalad. - Boston: HBS Press, 1994 - 1997.
GARY, Hamel. Competing for the future / Hamel Gary. - Boston: Harvard Business Scholl Press, 1994.
GRADDY, Duane B. Commercial banking and the financial services industry / Duanee B. Graddy, Austin Spencer & William Brubsen. - Virginia: Reston Publishing Inc. 1985.
HUICI MODENAS, Adrian. Persuasion strategies: myth and political propaganda / Adrian Huici Módenes. - Seville: Ediciones Alfar, 1996.
KAISER ASSOCIATES, INC. How to beat the competition - Madrid: Díaz de Santos, 1995.
PETTERS, Tom. Competition / Tom Petters, Brian Deur Burguer. - New York: Norma, 1996.
PITTS, Robert A. Strategies for competitive success / Robert A. Pitts, Charles C. Snow. - New York: John Wiley & Sons, 1986.
PORTER, Michael E. Cases in competitive strategy / Michael E. Porter.– New York: The Free Press, 1983.
___________________. Competitive advantage: creating sustaining superior performance / Michael Porter.– New York: Free Press, 1985.
. The competitive advantage of nations / Michael E. Porter. - New York: The Free Press, 1990.
. Competitive strategy: techniques for the analysis of industrial sectors and competition / Michael E. Porter.– Mexico: Continental, 1980.
. Competitive Advantage: Creating and Sustaining Superior Performance / Michael E. Porter.– Mexico. Continental, 1987.
. The Competitive Advantage of Nations / Michael Porter.– 1st ed. - Barcelona, Spain: Plaza & Janes, 1991.
ULRICH, Dave. Organize better to compete with advantage / Dave Ulrich, Dale Lake.– Buenos Aires: Vergara, 1992.
Operational perspective
AQUILANO, Nicholas. Production and Operations Management and Administration / Aquilano, Nicholas and Chase Richard. - 6th ed. - Madrid: Timer Mirror de España, SA, Irwin Division, 1995.
MESSNER, William A., Purchasing Management: A Guide to Successful Buying / William A. Messner. - Bogota: Norma, 1986. - Standard Management Development Series.
LESTER, Richard. Interpretative management: what general managers can learn from design / Richard Lester (and others) // In: Harvard Business Review. (apr) 1998.
Human Perspective
BIRKENBIHL, Michael. Training of trainers / Michael Birkenbihl - Madrid: Auditorium, 1990.
BROOKING Annie. Intellectual capital / Annie Brooking - Barcelona: Paidos, 1997.
DAVENPORT Thomas H. Working knowledge / Thomas Davenport & Laurence Prusak. - Boston: HBS Press, 1998.
EDVINSSON Leif. Capital Intellectual / Leif Edvinsson & Michael S. Malone. - Harper, New York: Harper, 1997.
FITZ-ENZ, Jac. How to measure human resources management / Jac Fitz-Enz. - New York: McGraw Hill, 1984.
FITZ-ENZ, Jac. The added value of the human resources department / Jac Fitz-Enz. - Bilbao: Deusto, 1992.
KARL, Erik. The new organizational wealth / Erik Karl. - San Francisco, 1997.
LESTER C., Thurow. Investment in human capital - Thurow Lester Mexico: Trillas, 1978.
MILKOVICH, George T. Compensation / George Milkovich. - Illinois: Bpi / Irwin, 1990.
NONAKA, Ikjiro. The knowledge / Ikjiro Nonaka & Takeuchi Hirotaka. - New York: University Press, 1995.
PHILLIPS, Jack J. Accountability in human resource management / Jack J. Phillips. - Houston: Gulf Publishing, 1996.
SCHUSTER, John. The power of open - book management: releasing the true potential of people´s minds, hearts & hands ”/ John Schuster - New York: Jhon Wiley & Sons, 1996.
STEWART G., Bennett. The quest for value / Bennett Stewart. - New York: Harper Business, 1990.
STEWART, Thomas A. Intellectual Capital / Thomas A. Stewart. - New York: Doubleday, 1997.
SWWENY, Allen. Budgeting Manual / Allen Swweny & Robert Rachlin. - New York: McGraw Hill, 1981.
WAYNE F., Cascio. Costing human resource: the financial impact of behavior in organizations / Cascio Wayne. - 3r.ed. - Boston: PWS-KENT Publishing Company, 1991.
Strategic management
ABELL, Derek F. Defining the business: the starting point of strategic planning / Derek F. Abell. - New Jersey: Prentice-Hall, 1980.
ACKOFF, Rusell L. A guide to controlling your corporation's future / Rusell L. Ackoff, Jamshid Gharajedaghi, Elsa Vergara Finnel. - New York: John Wiley & Sons, 1983.
______________. Redesigning the future / Rusell L. Ackoff. - Mexico: Limusa, 1987.
ALVARADO, Enrique. Strategic control: a conceptual framework for entrepreneurs and administrators / Enrique Alvarado. - 3rd. ed.. - San José, CR Free Book, 1992. - (Economic Series):
AMARO, AGUSTIN. Scenario management technique / Agustín Amaro.– Caracas: Center for the Study of Latin American Reality, (SF).
ANDREWS, Kenneth R. The concept of company strategy / Kenneth R. Andrews. - Pamplona - Editions of the University of Navarra, 1977.
ANSOFF, H. IGOR. Implanting strategic management / H. Igor Ansoff. - New Jersey: Prentice-Hall, 1984.
________________. The new corporate strategy / H. Igor Ansoff. - New York: Wiley, 1988.
________________ The strategic approach: new administration trend / Igor H. Ansoff, RP Declerk, RL Hages. - 1st ed. - Mexico: Trillas, 1993.
ASCHER W. Strategic planning forecasting / W. Ascher, WH Overhoet. - New York: Wiley, 1983.
AUSTIN, James E. Strategic management in developing countries: case studies / James E. Austin with Tomás O. Kohn. - New York: Free Press, 1990.
BACH, Richard. No place is far / Richard Bach. - Buenos Aires: Javier Vergara Editor, 1995.
BAIZ from DEVENPORT, Emy. The scenario method: a reflection on the orientation of the prospective theory / Emy Baiz de Devenport. - Feb. 1983.
BOOT, Richard. Handling the unknown by creating new futures / Richard Boot, Jean Lawrence and John Morris. - Bogotá: McGraw-Hill, 1996.
BOULDING, Kenneth E. The Three Faces of Power / Kenneth E. Boulding. - Barcelona: Ediciones Paidós, 1993.
BRICHARD, Bill. Closing the strategy gap / Bill Birchard, Keeping Score // In: CFO. - (Oct) 1996. - pp 28-30.
GOOD FIELDS, Eduardo. Strategic management of the company: methodology, technique and cases / Eduardo Bueno Campos.– 5th ed. Rev.– Madrid: Pirámide, 1996.
CANALS, Jordi. The internationalization of the company: how to assess penetration in foreign markets / Jordi Canals. - Madrid: McGraw Hill, 1994.
CARABALLO, Luís G. Methodology in scenario techniques: bases for corporate management / Luis Caraballo. - Caracas: Editorial Planeta Venezolana, 1994.
CAROLL. How oil companies must adapt to survive in 2000 and beyond / Carroll // In: Oil and Gas Journal. (Nov) 1997.
CENTENO, René J. Influence of planning and management control on the productivity of a public company / René J Centeno. - 1990. Thesis (Master in Management). - National Experimental University of Guayana, 1990.
CHAKRAVARTHY, Balaji S. Managing the strategy process: a framework for a multibusiness firm / Balaji S. Chakravarthy, Peter Lorange. - New Jersey: Prentice - Hall International, 1991.
CHISTENSEN, C. Making Strategy: learning by doing / C. Christensen // In: Harvard Business Review. - (Nov / Dec) 1997.
CLAUSEWITZ, Karl von. Of war / Karl von Clausewith. - Barcelona: Labor, 1984.
CLEARY THOMAS. The Japanese Art of War: Understanding the Wisdom of Strategy / Thomas Cleary. - Madrid: Edaf, 1996.
COURTNEY, H. Strategy under uncertainty / H. Courtney (and others) // En. Harvard Business Review. - (Nov / Dec) 1997.
COWLEY, Robert. Experience of war: an anthology of articles from MHQ: the quarterly journal of military history / edit and introduced by Robert Cowley. - New York. Laurel Trade Paperback., 1992.
DAVID, Fred R. Strategic management / Fred R. David. - Bogotá: Legis Editores, 1990.
DEZEREGA C., Víctor. PVSA: A case of business strategy / Victor Dezerega C. - Caracas: D&A / 1997.
DEZEREGA C., Víctor. Management conversations and the ability to generate action / Víctor Dezerega Cáceres. - nineteen ninety six.
DEZEREGA C., Víctor. Strategic Management (under review) / Víctor Dezerega Cáceres. - Caracas: Caracas: AVC, 1995.
DEZEREGA C., Víctor. Integrated planning and control system P & CIS / SIPyC / Senior / Víctor Dezerega Cáceres. - 1st ed. - Caracas: AVC, 1995.
DEZEREGA C., Víctor. Strategic management of service companies: utopia or challenge that can be overcome? / Víctor Dezerega Cáceres. - 1998 (under review).
DEZEREGA C., Víctor. The balanced scorecard / Víctor Dezerega Cáceres. - 1998.
DEZEREGA C., Víctor. The economic added value (EVA): the correct measurement of performance / Víctor Dezerega Cáceres. - 1997.
DEZEREGA C., Víctor. Strategic business management: a new paradigm / Víctor Dezerega Cáceres. - nineteen ninety six.
DEZEREGA C., Víctor. Business plan: an imperative / Víctor Dezerega Cáceres. - nineteen ninety five.
DEZEREGA C., Víctor. Víctor R. Instruments of strategic planning and management control / Víctor Dezerega Cáceres. - Caracas: Management Development, IESA 1989.
DIXIT, Avinash K. Thinking strategically: the competitive edge in bussiness politics, and everyday life / Avinash K. Dixit and Barry J. Nalebuff. - New York: W: W Norton & Company, 1991.
DROR, Y. Planning as a mode of policy reasoning / Y. Dror. - Caracas. ILDIS, 1988.
DRUCKER, Peter. Management for the future: the 1990s and beyond / Peter Drucker. - Barcelona: Norma, 1992.
GARDNER, James R. Handbook of strategic planning / James R. Gardner, Robert Rachlin, KW Allen Sweeny. - New York: John Wiley & Sons, 1986.
GODET, Michel. From anticipation to action: prospective and strategy manual / Michel Godet. Mexico: Alfaomega, marcombo, 1995.
GOLDRATT, Eliyahu M. The goal: a process of continuous improvement / Eliyahu M. Goldratt. - Madrid. Díaz de Santos editions, 1984.
HAMEL, Gary. Competing for the future / Gary Hamel, CK Prahalad. - Boston: Harvard Bussines Shool Press, 1994.
HARNECKER, Marta. Tactic and strategy / Marta Harnecker. Caracas: Editorial Pomaire, 1997.
HAX, Arnoldo. Business management: with a strategic vision / Arnoldo Hax, Nicolas Majluf. - Santiago, Chile: Dolmen, 1996.– (Economy and Management Collection).
. The strategy concept & process: a pragmatic approach / Arnoldo Hax, Nicolas Majluf. - New Jersey: Prentice Hall, 1991.
. Strategic management: an integrative perspective / Arnoldo Hax, Nicolas Majluf. - New Jersey: Prentice-Hall International, 1984.
. Strategies for competitive leadership / Arnoldo HAX, Nicolas Majluf. - Santiago, Chile: Dolmen, 1997.
HEMPEL, George H. Bank management / George H. Hempel, Coleman Alan B. & Simons Donald G. - 3rd ed. - New York: John Wiley & Sons, 1990.
HENDERSON, Bruce D. The logic of bussines strategy / Bruce D. Henderson. - Cambridge: Cambridge Publishing Company, 1984.
HOFER, Charles W. Strategic Planning: Analytical Concepts / Charles W. Hofer, Dan Schendel. - Bogotá: Norma, 1985.
. Strategy formulation: analytical concepts / Charles W. Hofer, Dan Schendel. New York: West Publishing Company, 1985.
HREBINIAK, LC Implementing strategy / LC Hrebiniak, WF Joyce. - New York: Macmilian, 1984.
HOWARD MINKIN, Barry. The Future of Business: 100 Trends, Implications, and Predictionsm / Barry Howard Minkin. - Mexico: Prentice-Hall Hispanoamericana, 1996.
IVEPLAN. Instruments and planning techniques, towards an integrated system of scenarios, models and matrices (Draft).– Caracas, 1990.
KARLOF, Ben. Strategy practice / Ben Karlof. - Madrid: Granica, 1993.
JICK, Todd D. Managing change cases and concepts / Todd D. Jick. - Boston: Harvard Business School / Irwin, 1993.
KAPLAN Robert. Using the balanced scorecard as a strategic management system / Robert Kaplan & David Norton // In: Harvard Business Review. - nineteen ninety six.
KAPLAN Robert. Putting the balanced scorecard to work / Robert Kaplan, David Norton // In: Harvard Business Review, 1993.
KAPLAN Robert. Using the balanced scorecard as a strategic management system / Robert s. Kaplan, David P. Norton // In: Harvard Business Review. - (Jan / Feb) 1996. - pp. 75 - 85.
KAPLAN Robert. The balanced scorecard / Robert Kaplan. - Barcelona: Ediciones Gestión 2000, 1997.
KAPLAN Robert. The Balanced scorecard: translating strategy into action / Robert Kaplan. - Boston: Harvard Business School Press, 1996.
KAPLAN, Robert The balanced scorecard: measures that drive performance / Robert S. Kaplan, David P. Norton // In: Harvard Business Review. - (Jan / Feb) 1992. - pp. 71-79.
KAPLAN, Robert. The balanced scorecard: measures that drive performance / Robert Kaplan & David Norton // In: Harvard Business Review, 1992.
KASSLER, P. Two global energy scenarios for the next thirty years and beyond / P. Kassler // In: Proceedings of the 14th World Petroleum Congress, 1994.
KRAUSE, Donald G. The Art of War for Executives: The Classic Sun Tzu Text Adapted to Today's World / Donald G. Krause. - Madrid: Edaf, 1997.
LEWIS, Jordan B. Strategic alliances: how to create, develop and manage them for mutual benefit / Jordan B. Lewis. - Buenos Aires: Javier Vergara Editor, 1993.
LIDDELL HART, Basil Henry Sir. Strategy / Basil H. Liddell Hart.– 2nd rev. ed. - United States: A Meridiam Book, 1991.
LIPTON, Mark. Demystifying the development of an organizational vision / Mark Lipton // In: Sloan Management Review. - (summer) 1996. - pp. 83-92.
LOCHLE, Craig. Thinking strategically: power tools for personal and professional advancement / Craig Lochle. - Cambridge: University of Cambridge, 1996.
LORANGE, Peter. Corporate planning: executive viewpoint / Peter Lorange.– New Jersey: Prentice-Hall, 1980.
LORINO, Philippe. Strategic management control: activity-based management / Philippe Lorino. –Barcelona, Spain: Marcombo, 1993.
MACK, Tom. History is full os, grant that failed to adapt / Tom Mack (and others) // En: Forbes. - (Feb) 1994. - pp. 73-78.
MAKRIDAKIS, Spyros G. Forecasts: strategy and planning for the 21st century / Spyros G. Makridakis - Madrid: Díaz de Santos, 1993.
MAQUIAVELO, Nicolás. The Prince / Nicholas Machiavelli. - Madrid: Edaf Library, 1990
____________________. De principatibus / Nicolás Machiavelli. - Mexico: Trillas, 1993.
MARIN, Nicolás José. Strategy: design and execution / Nicolás José Marin.– San José, CR: Libro Libre, 1993. - (Economic Series)
MARRUS, Stephanie K. Building the strategic plan: find, analyze and present the right information / Stephanie K. Marrus.– New York: John Wiley & Sons, 1984.
MATUS, Carlos. Theoretical analysis guide: government course / Carlos Matus.– Caracas. ILDIS, 1991.
. PES in practice / Carlos Matus.– Caracas: ILDIS, 1991.
. Planning, freedom and conflict / Carlos Matus.– Caracas: Ediciones IVEPLAN, 1985.
. Politics, planning and government / Carlos Matus.– Caracas: OPS-ILDIS, 1987.
. Politics and plan / Carlos Matus.– Caracas: Ediciones IVEPLAN, 1984.
MCNICHOLS, Thomas J. Executive policy and strategic planning / Thomas J. McNichols.– 2nd ed. - New York: McGraw Hill, 1983.
MINTZBERG, Henry. The strategic process: concepts, contexts and cases / Henry Mintzberg. - New Jersey: Prentice Hall International, 1992.
MINTZBERG Henry. The Strategic Process: concepts, contexts and cases. - Barcelona: Prentice Hall International, 1992.
. The strategy process: concepts and contexts / Henry Mintzberg.– New Jersey: Prentice Hall International, 1992.
MORRISEY, George L. Tactical Planning: Producing Short-Term Results / George Morrisey. – Mexico: Prentice-Hall, 1995.
MOYER, Hugo de. Power = powershift / Alvin Toffler. - 1st ed. - Barcelona, Spain, 1995..
¬¬¬¬¬ ________________. Strategic situational planning: basic concepts / Hugo Moyer. - Maracaibo EDILUZ, 1989.
NALEBUFF, Barry J. Coo-petencia / Barry J. Nalebuff, Adam H. Brandenburger. - Barcelona, Spain: Norma, 1996.
NAISBITT, John. Mega trends 2000. ten new directions for the 90s / John Naisbitt, Patricia Aburdene. - Barcelona, Spain: Norma, 1990.
OHMAE, Kenichi. The strategist mind. the triumph of the Japanese in the business world / Kenichi Ohmae. - Mexico: McGraw Hill, 1983.
. The mind of the stategist / Kenichi Ohmae. - New York: Penguin Books, 1983.
. The Power of the Triad: Overview of Global Competition in the Next Decade / Kenichi Ohmae.– Mexico: McGraw Hill, 1990.
O'KEAN, José María. Analysis of the economic environment of business: an introduction to macroeconomics / José María O'Kean.– Madrid: McGraw-Hill, 1994.
PASCALE, Richard. Changing the Way we Change / Richard Pascale, Mark Millemann // In: Harvard Business Review.– (Nov / Dec) 1997. - p. 127 - 139.
QUIGLEY, Joseph V. Vision: How Leaders Develop, Share, and Sustain It / Joseph V. Quigley.
ROBERT, Michel. Strategy pure and simple. How winning CEOS outthink their competition / Michael Robert. - New York: McGraw-Hill, 1993.
ROSALES LINARES, Ramón. Management strategies for small and medium-sized companies / Ramón Rosales Linares.– Caracas: Ediciones IESA, 1996.
SCHELLING, Thomas C. The strategy of conflict / Thomas C. Schelling.– Cambridge: Harvard University, 1995.
SEABURY, Paul. War: ends and means / Paul Seabury and Angelo Codevilla. - New York: Basic Books, Inc., 1989.
SCHOEMAKER, Paul JH, Multiple scenario development: its conceptual and behaviorae foundation / Paul JH Schoemaker // In: Strategic Management Journal. - 14 (1993). - pp. 193-213.
SCHOEMAKER, Paul JH Case study: Integrating scenarios into strategic planning at Royal Dutch - Shell / Paul JH Schoemaker // In: Sloan Management Review. - (winter) 1992. - pp. 7-17.
SCHOEMAKER, Paul JH How to link strategic vision to core capabilities / Paul JH Schoemaker // In: Sloan Management Review. - (fall) 1992. - pp. 67-81.
SCHOEMAKER, Paul JH Scenario planning: a tool for strategic thinking / Paul J..H. // In: Sloan Management Review. - (winter) 1995. - pp. 25-39.
_____________, Scenario planning: a tool for strategic thinking / Paul JH Schoemaker // In: Sloan Management Review, 1995.
_____________, When and how to use scenario planning: a heuristic approach whit ilustration / Paul JH Schoemaker // In: Journal of forecasting. - vol 10 (1991). - pp. 549-564.
SCHWARTZ, Peter. The art of the long view: planning for the future in an uncertain world / Peter Schwartz - 1st ed. - New York: Doubleday, 1991.
SIMONS, Robert. Levers of control / Robert Simons. - Boston: Harvard Business School, 1996.
SMITH, Don. Convenience: new strategies in a changing market / Don Smith // In: National Petroleum News. - (May) 1995. - pp 24-32.
STONICH, Paul J. How to implement the strategy / Paul J. Stonich.– Madrid: Editorial Instituto de Empresa, 1983.
STREIFEL, Shane. Review and outlook for the world oil market / Shane Streifel // In: Oil Report. - (Mar) 1997. - (World Bank discussion papers, 301).
STRAUSS, Barry S. The anatomy of error / Barry S. Strauss and Josiah Ober.– New York: St. Martin's Press, 1992.
SUN BIN. The Art of War II: Thomás Cleary's version and comments continuation of the classic text by Sun Tzu / Bin Sun. - Madrid: Edaf, 1997.
SUN TZU. Master Sun Tzu's Art of War / introduction by F. Arbeláez. - Bogotá: Elektra Editores, 1992.
. The art of strategy: a new translation of Sun Tzu's classic the art of war / RL Wing.– New York. A Dolphin Book, 1988.
SVEIBY, Karl E. The intangible assets monitor / Karl E. Sveiby - Taken from Pag 4/4. WEB.
SVEIBY, Karl E. Skandia AFS business navigator / Karl E. Sveiby - Taken from Pag 2/2. WEB.
SVEIBY, Karl E. Measuring intangible assets / Karl E. Sveiby - Taken from Pag 2/2. WEB.
SVEIBY, Karl E. Market value of intangible assets / Karl E. Sveiby - Taken from Pag 2/2. WEB.
SVEIBY, Karl E. The knowledge organization / Karl E. Sveiby - Taken from Pag 4/4. WEB.
SVEIBY, Karl E. Why should we use non - monetary measures? / Karl E. Sveiby - Taken from Pag 4/4. WEB.
SVEIBY, Karl E. Measuring external structure / Karl E. Sveiby - Taken from Pag 4/4. WEB.
SVEIBY, Karl E. Evaluating customer correctly / Karl E. Sveiby - Taken from Pag 5/5. WEB.
SVEIBY, Karl E. Measuring internal structure / Karl E. Sveiby - Taken from Pag 3/3. WEB.
SVEIBY, Karl E. Measuring competence / Karl E. Sveiby - Taken from Pag 12/12. WEB.
TAYLOR, Bernard. Successful strategic planning / Bernard Taylor, John Harrison.– Bogotá: Legis Edictores 1991.
TOFFLER, Alvin. The Change / Alvin Toffler. - Madrid: Plaza & Janes, 1990.
. The wars of the future. Survival at dawn in the 20th century / Alvin Toffler, Heidi Toffler. - Barcelona, Spain: Plaza & Janes, 1994.
THOMPSON, John L. Strategic management: awareness and change. Lecturers resource mannual / John L. Thompson.– 2 nd ed.– London: Chapman & Hall, 1993.
TREGOE, BB Senior management strategy. its nature and application / BB. Tregoe.– Mexico: Interamericana, 1983.
TUSHMAN, Michael L. Managing strategic innovation and change: a collection of readings / Michael L Tushman, Anderson Philip. - New York: Oxford University Press, 1997.
ULRICH, Hans. Principles of business strategies / Hans Ulrich. - Buenos Aires: El Ateneo Editorial Book Store, 1983.
VILLALBA, Julián. Strategic menu: the art of competitive warfare / Julián Villalba.– Caracas: Ediciones IESA, 1996.
WESTWICK, CA Manual for the application of management ratios / Bilbao: Ediciones Deusto SA, 1980.
WHEELWRIGHT, Steven C. Forecasting methods for management / Steven C. Wheelwright & Spyros Makridakis. - 4th ed. - New York: John Wiley & Sons, 1985.
WILLIAMS, JD The compleat strategyst: being a primer on the theory of strategy / JD Williams.– New York: Dover Publications, 1986.
WING, RL Translation of the art of strategy of Sun Tzu classic the art of war / RL Wing. - New York: Doubleday, 1988.
WRIGHT, Peter. Strategic management: concepts and cases / Peter Wrights, Mark J. Kroll, John Parnell. - 3rd ed. - New Jersey: Prentice-Hall, 1996.
VDC / Sharon / YRBUSINESS PLAN valid corrected with CORRECTED BIBLIOGRAPHY.doc24 / 11/98 16:07
