Getting to Plan B: Breaking Through to a Better Business Model
ISBN-13:
9781422126691
ISBN-10:
1422126692
Edition:
7.2.2009
Author:
John Mullins, Randy Komisar
Publication date:
2009
Publisher:
Harvard Business Review Press
Format:
Hardcover
272 pages
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Clean, solid copy with neat yellow highlighting found on just a couple pages; rest of text appears unmarked. Cover corners are square; bumps to spine ends. Binding is tight and square. Jacket has moderate wear to surface and edges. Good copy for personal use.
Book details
ISBN-13:
9781422126691
ISBN-10:
1422126692
Edition:
7.2.2009
Author:
John Mullins, Randy Komisar
Publication date:
2009
Publisher:
Harvard Business Review Press
Format:
Hardcover
272 pages
Summary
Getting to Plan B: Breaking Through to a Better Business Model (ISBN-13: 9781422126691 and ISBN-10: 1422126692), written by authors
John Mullins, Randy Komisar, was published by Harvard Business Review Press in 2009.
With an overall rating of 3.9 stars, it's a notable title among other
Leadership & Motivation
(Management & Leadership, Systems & Planning, Entrepreneurship, Small Business & Entrepreneurship, New Business Enterprises, Strategic Planning, Processes & Infrastructure) books. You can easily purchase or rent Getting to Plan B: Breaking Through to a Better Business Model (Hardcover) from BooksRun,
along with many other new and used
Leadership & Motivation
books
and textbooks.
And, if you're looking to sell your copy, our current buyback offer is $0.39.
Description
You have a new venture in mind. And you've crafted a business plan so detailed it's a work of art. Don't get too attached to it.
As John Mullins and Randy Komisar explain in Getting to Plan B, new businesses are fraught with uncertainty. To succeed, you must change the plan in real time as the inevitable challenges arise. In fact, studies show that entrepreneurs who stick slavishly to their Plan A stand a greater chance of failing-and that many successful businesses barely resemble their founders' original idea.
The authors provide a rigorous process for stress testing your Plan A and determining how to alter it so your business makes money, solves customers' needs, and endures. You'll discover strategies for:
-Identifying the leap-of-faith assumptions hidden in your plan
-Testing those assumptions and unearthing why the plan might not work
-Reconfiguring the five components of your business model-revenue model, gross margin model, operating model, working capital model, and investment model-to create a sounder Plan B.
Filled with success stories and cautionary tales, this book offers real cases illustrating the authors' unique process. Whether your idea is for a start-up or a new business unit within your organization, Getting to Plan B contains the road map you need to reach success.
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