When the going get tough : strategic responses to business crises

Half Title
About the Author
Title Page
Copyright
Contents
Preface to the Second Edition
Preface to the First Edition
Acknowledgements
Chapter 1. How is the Health of Your Business?
	1.1  Evaluating Performance: Ladder of Seven Crises
	1.2 Financial Analysis: Strengths and Limitations
	Seven Crises
Chapter 2. Starting Crisis
	2.1 Lack of a Thorough Study of Market Potential for Product
	2.2 Lack of All-round Managerial Ability
	2.3 Inadequate Arrangements for Keeping Accounts
	2.4 Underestimation of Capital Required
	2.5 Ignorance about Tax Liability
	Starting Crisis
Chapter 3. How to Steer Clear of Starting Crisis
	3.1 Listen to All Available Counsel
	3.2 Organise Up-to-Date Business Data
	3.3 Encourage Participation of Investors
	3.4 Meet Your Tax Consultant or Officer Often
	3.5 Estimate the Capital Investment Realistically
	3.6 Selecting Machinery: Do You See the Big Picture?
	Steering Clear of Starting Crisis
Chapter 4. Cash Crisis
	Cash Crisis
Chapter 5. How to Steer Clear of Cash Crisis
	5.1 Short and Long-Term Capital
	5.2 Dos and Don'ts of Cash Management
	Steering Clear of Cash Crisis
	Appendix A
	Appendix B
	Appendix C
Chapter 6.  Third Crisis: Delegation Crisis
	6.1 Attitude Problem
	6.2 Neglect of Organisational Prerequisites
	Delegation Crisis
Chapter 7. How to Cope with the Third Crisis: Parting with Responsibilities
	7.1 Induct a Really Competent and Effective Person
	7.2 Amalgamate with Another Company
	Avoiding Delegation Crisis
Chapter 8. Fourth Crisis: Leadership Crisis
	8.1 Delegating More Powers to Other People
	8.2  Becoming an Effective Leader Instead of a Do-it-Yourself Man
	8.3 Managing through Effective Written Communication
	Leadership Crisis
Chapter 9. How to Overcome Leadership Crisis
	9.1 Be a More Effective Leader
	9.2 Be a Good Communicator
	9.3 Obtain Training in Management
	9.4 Learn to be Flexible
	9.5 Make a Periodic Audit of Your Time Management
	9.6 Develop a Team of Managers
	Facing Leadership Crisis
Chapter 10. Financial Crisis
	10.1 Finance from Promoters
	10.2 From Public Through Shares and Deposits
	10.3 From Financial Institutions
	10.4 From Commercial Banks
	10.5 From Suppliers
	10.6 From Leasing Companies
	Financial Crisis
Chapter 11. How to Avoid Financial Crisis
	11.1 All Authority in Your Hands? No!
	11.2 Exercising Caution in Time
	11.3 How to Obtain Funds
	Preparingfor Financial Crisis
Chapter 12. Prosperity Crisis
	12.1 Complacency
	12.2 The Great Leap Forward
	Prosperity Crisis
Chapter 13. How to Avoid Prosperity Crisis
	13.1 Problem of Complacency
	13.2 The Giant Leap Forward
	Dealing with Prosperity Crisis
Chapter 14. Management-Succession Crisis
	14.1 Three Problems
	14.2 Some Counter Arguments
	14.3 Tax and Legal Issues
	14.4 Problems of Control
	14.5 Problems Relating to Valuation
	14.6 Partnership and Ownership Rights
	Management-Succession Crisis
Chapter 15. How to Avoid Management-Succession Crisis
	15.1 Succession Must be Planned
	15.2 Successor has to be Identified and Groomed
	15.3 Develop a Team
	15.4 Groom a Person Having General Management Skills
	15.5 Always be Ready to Receive Expert Advice
	15.6 Prepare Written Plans for the Company and Succession
	15.7 Take Expert Advice on Transfer of Voting Rights
	Planning for Management-Succession
Chapter 16. Planning for Survival and Growth
	16.1 Good Planning Ensures Success
	16.2 Different Approaches to Business-Planning
	16.3 Nine Processes and Principles for Business Planning
	16.4 Can the Long-Range (or Strategic) Plans of Small Firms Succeed?
	Planning for Survival and Growth
	A Form for Planning in Industry
Index