The 30 Day MBA: Your Fast Track Guide to Business Success
Drawing on the twelve core disciplines of business, including business law, economics, marketing and finance, this fourth edition of the hugely successful The 30 Day MBA shows you how to use key business concepts and tools to assess business decisions and implement strategy.
Now with a new concept for each chapter - including crowdfunding, digital marketing, business incubators and the 80/20 principle - The 30 Day MBA also provides coverage of the key optional modules: Mergers and Acquisitions and International Business. New case studies include Chilango, TomTom, Heinz, Hotel Chocolat, Shell, The Card Factory and Addidas among others.
Including a range of free online questions and answers that enable you to self-assess your knowledge, this bestselling classroom-free guide is brimming with models, international case studies and practical applications of key theories, placing MBA skills within reach of all professionals and students.
financial performance when a sector is out of ‘favour’, say, as retailers may be during a recession, they may well sell their holding in any event. The main holders of large shareholdings in businesses now are fund managers and pension funds and arguably these have an even greater imperative to focus their attention on earnings. True, they exert pressure from time to time but that is usually when they see too much control moving into the hands of one director, say when there is an attempt to
will be, so, unsurprisingly, much effort goes into attempting to predict future sales. A sales forecast is not the same as a sales objective. An objective is what you want to achieve and will shape a strategy to do so. A forecast is the most likely future outcome given what has happened in the past and the momentum that provides for the business. The components of any forecast are made up of three components and to get an accurate forecast you need to decompose the historic data to better
average models to find the best fit of a time series. Fortunately, all an MBA needs to know is that these and other statistical forecasting methods exist. The choice of which is the best forecasting technique to use is usually down to trial and error. Various software programs will calculate the best-fitting forecast by applying each technique to the historic data you enter. Then wait and see what actually happens and use the technique that’s forecast as closest to the actual outcome. Professor
working capital and eventually more space or equipment. The safest and surest source of new money for this is internally generated profits, retained in the business: reserves. (A business has three sources of new money: share capital or the owner’s money; loan capital, put up by banks etc; retained profits, generated by the business.) The return must be good enough to attract new investors or lenders. If investors can get a greater return on their money in some other comparable business, then
phrase, the idea of a balanced scorecard originated with General Electric’s work on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau de Bord – literally, a ‘dashboard’ of performance measures) in the early part of the 20th century. FIGURE 4.9 The balanced scorecard Four perspectives are included in the management process, which in effect extends the range of management by objectives and value-based management into areas beyond