sailboatdata grampian 26

New Sailboats
Sailboats 21-30ft
Sailboats 31-35ft
Sailboats 36-40ft
Sailboats Over 40ft
Sailboats Under 21feet
used_sailboats
Apps and Computer Programs
Communications
Fishfinders
Handheld Electronics
Plotters MFDS Rradar
Wind, Speed & Depth Instruments
Anchoring Mooring
Running Rigging
Sails Canvas
Standing Rigging
Diesel Engines
Off Grid Energy
Cleaning Waxing
DIY Projects
Repair, Tools & Materials
Spare Parts
Tools & Gadgets
Cabin Comfort
Ventilation
Footwear Apparel
Foul Weather Gear
Mailport & PS Advisor
Inside Practical Sailor Blog
Activate My Web Access
Reset Password
Customer Service

Free Newsletter

Ericson 41 Used Boat Review

Mason 33 Used Boat Review

Beneteau 311, Catalina 310 and Hunter 326 Used Boat Comparison

Maine Cat 41 Used Boat Review

AquaMaps with Bob’s blue tracks and my green tracks at the start of the ICW with bridge arrival times. (Image/ Alex Jasper)

Tips From A First “Sail” on the ICW

Make sure someone is always keeping a lookout on the horizon while the tillerpilot is engaged. If there are a few crew onboard, it helps to rotate who is on watch so everyone else can relax.

Tillerpilot Tips and Safety Cautions

Irwin Vise-Grip Wire Stripper. (Photo/ Adam Morris)

Best Crimpers and Strippers for Fixing Marine Electrical Connectors

600-watt solar panel system on Summer Twins 28 sailing catamaran Caribbean Soul 2. (Photo/ Clifford Burgess)

Thinking Through a Solar Power Installation

Getting the Most Out of Older Sails

How (Not) to Tie Your Boat to a Dock

Stopping Mainsheet Twist

Working with High-Tech Ropes

This is the faulty diesel lift pump, the arrow is pointing to the sluggish primer lever. That is an issue because the fuel lift pump needs to provide the right amount of fuel and fuel pressure to the injector pump. (Photo/ Marc Robic)

Fuel Lift Pump: Easy DIY Diesel Fuel System Diagnostic and Repair

Ensuring Safe Shorepower

Sinking? Check Your Stuffing Box

Instead of dreading a squall, think about it as a way to fill up your water tanks. PS tested ways to make sure the rainwater you catch is clean, tasty and safe to drink.

The Rain Catcher’s Guide

Replacement door latch made from an off-cut aluminum angle. The crafty DIY repair was made in the remote archipelago of Saint Pierre et Miquelon, where no hinges were readily available. (Photo/ Brett Campbell)

Boat Repairs for the Technically Illiterate

This is the original Yanmar 4JH5E 54hp normally aspirated engine supplied by Beneteau. We've done 6,000 hours over the last 13 years. (Photo/ Brett Campbell)

Boat Maintenance for the Technically Illiterate: Part 1

Whats the Best Way to Restore Clear Plastic Windows?

A V-Guide in use on stainless pulpit railing. V-Guides keep your drill bit from walking off either side of the curved surface. They are a helpful tool in this scenario since stainless requires steady, slow, lubricated pressure to drill properly.

Mastering Precision Drilling: How to Use Drill Guides

Giving Bugs the Big Goodbye

Galley Gadgets for the Cruising Sailor

Little things that are hardly necessary but nice to have start in the galley.

Those Extras you Don’t Need But Love to Have

The edges of open shade can read as high as 25 percent of sunlight when surrounded by a white deck. (Photo/ Drew Frye)

UV Clothing: Is It Worth the Hype?

Preparing Yourself for Solo Sailing

How to Select Crew for a Passage or Delivery

Preparing A Boat to Sail Solo

On Watch: This 60-Year-Old Hinckley Pilot 35 is Also a Working…

America's Cup sailboats have progressed from deep-keel monohull J-class Yachts, to regal Twelve Meters, to rambunctious wing-sailed catamarans. The rule now restricts boats to a single hull, but allows retractable, hydraulically actuated foils. Top speeds of 40 knots are common. (Photo/Shutterstock)

On Watch: America’s Cup

On Watch: All Eyes on Europe Sail Racing

Dear Readers

Chafe Protection for Dock Lines

Sailboat Reviews

Grampian 26

A plain jane cruiser from one of canada's oldest builderssports 6-foot headroom at a bargain price..

The first fiberglass auxiliary sailboats were built in the late 1950s; for the record, the first was the 40-foot Philip Rhodes-designed Bounty II (1956), followed by the S&S-designed New Horizons 26 (1958) and the Carl Alberg-designed Pearson Triton (1959). The burgeoning industry reached full bloom in the early 1970s, but the 1960s saw a rapid increase in the number of builders hoping to cash in on the new miracle material of fiberglass. No seams, no rot, no water absorption…or so we thought. Still, the claims were largely accurate, and even though the ad agencies were quick with hyperbole, the public bought it.

By 1961, a handful of European builders were also working with woven glass fibers and polyester resin, laying up hulls in female molds. In Canada, one of the first was Grampian Marine Limited of Oakville, Ontario.

In its first year, the yard produced the 16-foot Jumpahead Catamaran and Triangle 20. In 1963 it added the 27-foot Eagle sloop and Triangle 32, and in 1965 the Classic 31, Walton 37 and U.S. Yachts 41. The Grampian 26 was introduced in 1969 and continued in production until 1987, an astounding 21-year run. (Between about 1977 and 1984, however, the 26 is not included in BUC Research’s Used Boat Price Guide ; during that time the company made the Discovery 7.9, which appears to be based on the 26 hull. And, in our search for listings, we did not find any 1980-era Grampian 26s, so it’s doubtful many were sold). The company went out of business the next year, yet another victim of the industry downturn that has been attributed to the recessionary economy and glut of used boats.

Specifications

Loa ………………………………….. 26′, lwl ……………………………………21’9′.

Beam ………………………………….. 8′ 4″

Draft (keel/cb(up)……………. 4’3″/ 3’0″

Displacement ………………… 5,600 lbs., ballast …………………………. 2,600 lbs., sail area …………………………325 sq. ft..

We don’t know how many 26s were built, but an early brochure claims that 200 were sold the first season; having seen many of these boats over the years, especially in Great Lakes waters, we’re sure this was a successful boat for the company, probably with more than 1,000 built.

The Design and Performance

Alex McGruer, who we understand has passed away, designed most of the Grampian sailboat line, which in the early 1970s included the Albacore, Grampian 17 daysailer, and a line of cruisers-the Grampian 23, 26, 30 and center-cockpit 34. In commenting on the design of these boats, one must consider them in context of their contemporaries; each of the cruisers has a rather homely look, then as now. “High-sided, high-house, Clorox bottle, but very functional.” Was how one owner described the 26.

The hull of the 26 actually has quite nice lines, with a spoon bow, flat counter stern and gentle sheer. It’s the cabin that appears somewhat ungainly in its height, due to the demand for 6-foot standing headroom.

Inboard and outboard models were available, with the latter the more common. A 20-hp. electric start Chrysler outboard was standard for a time, though most owners report using smaller motors, with decreasing performance. The Atomic 4 gas engine and Volvo MD1B diesel were $1,800 and $2,100 options in the early 1970s.

Two keel configurations were offered, a keel/centerboard drawing 3′ 0″ to 6′ 6″, and a fixed keel drawing 4′ 3″. The rudder is a spade and steering is by tiller, though some owners may have installed cable wheel steering, unnecessary in a boat this size.

The moderate displacement/length ratio of 242 would suggest that the boat has a sensible, seakindly hull form. The sail area/displacement length ratio of 16.5 is in line with other conventional cruising boats. The ballast/displacement ratio of 47 percent makes her fairly stiff. A 1970 brochure says, “High speed performance combined with cruising comfort lets you vacation quietly with your family—or boil a wake for your racing rivals to follow!”

Owners responding to our Boat Owner’s Questionnaire paint a less conclusive picture. About half rate the boat’s upwind and offwind performance as average, with comments such as “Definitely not a racing boat,” and “She is no flash.” The other half rate sailing performance as above average to outstanding, adding notes such as, “Besides all-out racers, no boats 26-31 feet seem to stay with us.” Such polarity reveals the subjectivity, hence unreliability, of such ratings. One man’s speed wagon is another man’s milk truck.

A look at the PHRF numbers shows that the fixed keel model has an average rating of 213 and the centerboard models 222. By way of comparison, the 1970s-era Pearson 26 rates 210, the Ranger 26 195, and the Cal 25 about 222. Naturally, the keel model would be faster, but both numbers indicate respectable performance for what is essentially a family cruiser.

Most owners feel the boat balances well with an easy helm, though some said it can be skittish. A number of respondents said early reefing is required. “With full genoa she tends to become overpowered with winds above 15 knots,” said the owner of a 1970 model. “Easily sails itself with tiller lashed, if there is little chop,” said another.

Construction

The Grampian 26, like most low- to mid-priced production racer/cruisers, has a fiberglass pan interior, which forms the foundation of the berths and galley.

The manufacturer called this a “double skin,” which implies extra strength, though this building method seldom imparts more rigidity to the hull than a wooden interior properly tabbed in place.

Many owners rate quality of construction as above average, but those with complaints are nearly equally numerous. A number of owners said that gelcoat crazing was a problem, and that rigging appeared lightweight, though none reported failures. “It is built and rigged too lightly for offshore use.” said the owner of a 1972 model, “but is entirely adequate for coastal/protected waters.”

Other problems mentioned include cracks in the aluminum stemhead and mast step fittings, window leaks, bow and stem pulpits “coming apart,” rusty “keel plates.” loose rudder, and unspecified problems with the keel. One might expect to encounter some of these problems in nearly any older boat, but taken together they should give a potential buyer pause. Our impression is that this was a boat built “just strong enough” for expected use, which as the above owner stated, is for coastal and protected waters.

At the same time, if one approaches an older boat with the attitude that anything can be fixed, even fitting new keel bolts and rudder bearings, a Grampian 26 at the right price could be a good deal.

The Grampian 26 interior features a v-berth quarter berth, settee and small galley.

The standing 6′ headroom was a major element in its appeal. That, plus an inboard engine and a marine toilet, go a long way toward making one feel he’s no longer camping.

With a waterline length of nearly 22′ and an 8′ 4″ beam, there is a fair amount of room in the Grampian 26, at least by the standards of its day. The layout is straightforward, with a V berth forward, enclosed head, convertible dinette, small sideboard galley, and a quarter berth. A couple with one child could be quite comfortable on this boat; with two kids, the dinette must be used for sleeping, and anytime you have to knock down the table, the routine of daily living is disrupted.

“There is no 26-foot sailboat around with same interior space or cockpit that can sail as well as this,” said the owner of an early model. “The galley is cramped,” said another, “but what can you expect?” Berth sizes are noted as “big.” Headroom in the head and forward cabin slips just below 6′.

On deck, one problem is the narrow side decks, which several owners said makes going forward a little tricky. This is the result of the obvious tradeoff with interior space—wide side decks would put the cabin side smack in the cook’s face, and though it doesn’t appear an adult could sit on the inboard side of the dinette as is, a narrow trunk cabin would make it that much tighter.

The Grampian 26 enjoyed a production run spanning two decades, so prices are bound to vary a good deal with age and condition. In 1973, the base price was $7,995, but by the time you added sails, engine, missing elements of the standard electrical system, pulpits and lifelines, genoa gear, toilet, compass and other essentials, you’d have spent another $2,000. That boat today probably is worth about the same…$8,000 to $10,000. Obviously an inboard model will sell for more.

Our recollection of the Grampian 26 is that it had a lot of room for a 26-footer, and the standing headroom in particular was appealing. Clearly these were major reasons for its popularity, and remain so today. For someone wanting basic amenities at a bargain basement price, the Grampian 26 satisfies several requirements. And its sailing qualities are respectable if not scintillating. Fussing with the outboard-and that is how most 26s are equipped-is the penalty for low price.

But, you can take an outboard to the serviceman in the trunk of your car, and easily perform much of the maintenance yourself in the garage or basement, at your off-season leisure. So outboards have much to recommend them, despite inferior motoring performance, and the weight and unsightliness of placement on the transom.

For an economy lake and coastal cruiser, the Grampian 26 is a good introduction to the joys and woes of family cruising…at a price that won’t break the bank. And considering that they’ve probably depreciated all they will for another 10 years or longer, with routine maintenance you should be able to recoup your investment when you’re ready to move up…or out!

As with most any older fiberglass boat, we’d check carefully the following major components before making a firm offer:

• Rigging: Few owners, it seems, are conscious about replacing the standing rigging before failure occurs. Stainless steel wire rope, and specifically the terminal fittings, become suspect after about 15 years, even if there are no outward signs, such as broken strands or cracks. If the standing rigging of a 1970s boat is original, plan on replacing it sooner than later. Check the spar itself for corrosion and cracks.

• Hull and Deck: Retain a surveyor who uses a moisture meter to detect unusually large amounts of moisture in the laminate. Older boats can be expected to have more moisture than new boats, but with so many used boats available, there’s no point in buying one that is saturated, as delamination and/ or blisters may be likely in the future. Have the surveyor check the deck carefully for signs of delamination of the skins from the core. Plan to re-bed deck fittings as time permits as leaky cleats and stanchions are a major cause of wet cores. Inspect the deck, above and below, around the deck-stepped mast for signs of compression-a cavity in the deck, delamination of the bulkhead tabbing, etc.

• Keel: Everyone runs aground sometime, and one would expect to find dents in external ballast keels, or abrasion of the fiberglass covering internal ballast. Determine how well the loads on keel bolts are distributed; transverse floors are the mark of better quality engineering. Saltwater that finds its way down the keel bolts into the ballast can cause serious corrosion; in this regard, freshwater boats are a safer choice. Check the bilge for cracks around the keel bolts. Exposed fiberglass on the bottom of internal ballast can soak up a lot of water; it should be dried and repaired with filled epoxy.

Anything else—except sails and engine—probably can be fixed at reasonable cost.

Latest Videos

What’s the Best Sailboats for Beginners?

Why Does A Sailboat Keel Fall Off?

The Perfect Family Sailboat! Hunter 27-2 – Boat Review

Pettit EZ-Poxy – How to Paint a Boat

Latest sailboat review.

The Ericson 41's solid build and stylish 1960s lines offer an offshore-ready cruiser with class. The slender cockpit means you can brace yourself with a foot on the the leeward side. Which, as it turns out, makes you look classy as well. (Photo/ Bert Vermeer)

Privacy Policy
Do Not Sell My Personal Information
Online Account Activation
Privacy Manager

Forums New posts Unanswered threads Register Top Posts Email
What's new New posts New Posts (legacy) Latest activity New media
Media New media New comments
Boat Info Downloads Weekly Quiz Topic FAQ 10000boatnames.com
Classifieds Sell Your Boat Used Gear for Sale
Parts General Marine Parts Hunter Beneteau Catalina MacGregor Oday
Help Terms of Use Monday Mail Subscribe Monday Mail Unsubscribe

grampian 26 info, looking to buy

Thread starter fred1diver
Start date Dec 8, 2019
Brand-Specific Forums

looking at buying a grampian 26, can anyone tell me if the galley is easily removable to refinish it? how big is the icebox? (going to look at the boat in 2 days) what is behind the stairs? there seems to be a cuby or something there

fred1diver said: what is being the stairs? there seems to be a cube or something there Click to expand

no I used to own an olympic dolphin, moving to a bit bigger, looking at a grampian 26

fred1diver said: how big is the icebox? Click to expand

fred1diver said: can anyone tell me if the galley is easily removable to refinish it? Click to expand

ok, so I went to see the boat today, she definitely needs love, but I'm happy to say that I bought her for 400$ the icebox is cavernous, I think 8cu ft and the cubby behind the stairs house the 2 batteries and the charger I'm going to have to redo all the cushions as the po threw them out as they were the originals from 1975. can't wait to have her near me so I can take measurements for the cushions and start emptying her to clean her her name is Cool Whip

Congratulaions!! Please post pics of your work.

I will as soon as she gets closer to my place, at the moment she's over 3 hours away

This site uses cookies to help personalise content, tailor your experience and to keep you logged in if you register. By continuing to use this site, you are consenting to our use of cookies. Accept Learn more…

Great choice! Your favorites are temporarily saved for this session. Sign in to save them permanently, access them on any device, and receive relevant alerts.

Sailboat Guide

Grampian Marine

Grampian Marine was one of the first manufacturers fiberglass sailboats in Canada. It was founded by Jim Bisiker, owner of a construction company at Oakville, Ontario. Bisiker, along with Dick Kneulman and John Burn began building small fiberglass boats under license from Dyer Yachts of Rhode Island, USA. At the time, Dyer was at the leading edge for this technology and all three men had spent time at the Dyer plant learning as much as they could. The first Grampian plant was built on land owned by Bisikers company. Soon enough this attracted a group from the US wanting Grampian to build boats for them. There was Charles Angel from Rochester, NY, who had designed the TRIANGLE 20 and TRIANGLE 32, and later the US 42 which later became the 46. Marketing was done by US Yachts, whose principals included Bob Larsen and Warren Dellenbaugh. Larsen and Dellenbaugh were also among the founders of O’Day Yachts. As a result, Grampian began building not only the US Yachts line, but also (for the Canadian market only) the O’Day line of day sailors. Grampian also participated in the development of O’Day’s new Hunt designed offshore powerboats though they chose not be involved in the actual production. During the late 1960’s, Grampian continued to build boats for O’Day though declined an offer to be bought out by them. (O’Day did purchase US Yachts and Triangle Marine before going public on the New York Stock Exchange.) Grampian also built the ALBACORE, SNIPES and FLYING TERNS and 420’s (The Canadian government placed an order for fifty) in addition to the CLASSIC 22 and the G 17, a cuddy cabin dinghy. In response to the urging of George Walton Yachts of Annapolis, Md., and other dealers in the US, Grampian began building it’s own line of ailing yachts which included the CLASSIC 31 designed by Peter van Dyne, and the S&S designed CLASSIC 37. Subsequently Grampian took on its own in-house designer Alex McGruer. He began with the GRAMPIAN 26 followed by the GRAMPIAN 30 and later the GRAMPIAN 23. Due to it’s expanding US market, a plant was opened in North Carolina USA and the company became less reliant on it’s original Oakville facility. When the company closed in 1977, the assets were sold to a number of different buyers. (The molds for the HERITAGE 35 had been purchased just before.) The North Carolina plant was taken over by Tanzer Industries.

Associations

Snipe Class International Racing Association
Albacore (International Albacore Assoc.)
Flying Junior Class International Association
Albacore Class - Canada
Flying Tern (Netherlands)
Grampian Owners Marina
Alex McGruer
Bill O'Brian
C&C Design
Charles Angle
E. G. Van de Stadt
Greg Gregory
Ian Proctor
MacLear & Harris
Peter Van Dine
Rolf van der Sleen
R. van der Staad
Sparkman & Stephens
Uus van Essen
William F. Crosby
William H. Tripp Jr.

25 sailboats built by Grampian Marine

International FJ

Grampian 26

Grampian 23

Grampian 30

Grampian 28

Triangle 20

Grampian 2-34

Grampian 34

Grampian walton 37.

Grampian Classic 37

Grampian 46

Grampian classic 22.

Grampian 22

Grampian Discovery 7.9

Flying Tern

Grampian 26 cb.

Grampian 17

Triangle 32

About Sailboat Guide

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

Visit our Popular Forums

Monohull Sailboats
Multihull Sailboats
Powered Boats
General Sailing
Antares Yachts
Fountaine Pajot
Lagoon Catamarans

Cruising Business

Boat Classifieds
General Classifieds
Crew Positions
Commercial Posts
Vendor Spotlight

Life Aboard a Boat

Provisioning: Food & Drink
Families, Kids, & Pets Afloat
Recreation, Entertainment, & Fun
Boat Ownership & Making a Living
Liveaboard's Forum

Seamanship, Navigation & Boat Handling

Seamanship & Boat Handling
Training, Licensing, & Certification
Health, Safety, & Related Gear
Rules of the Road, Regulations, & Red Tape

Engineering & Systems

Const. / Maint. / Refit
Product / Service Reviews
Electronics: Comms / AV
Electrical: Batts / Gen / Solar
Lithium Power Systems
Engines & Propulsion
Propellers & Drive Systems
Plumbing / Fixtures
Deck Hdw: Rigging / Sails
Aux. Equipment & Dinghy
Anchoring & Mooring

Recent Photos

		> > >

28-12-2019, 13:54
Boat: Grampian 26	to . I was recently given a 26 and was wondering if it could be capable of such a trip and if so what modifications it would need? I'm still young and don't need it to be comfortable but I want to be sure it'll make it in one piece. The and rig seem solid. Would the size of the be a problem with waves? The drains would obviously need to be expanded. would the need to be reinforced? What other issues could you see with it? Any ideas would be greatly appreciated

28-12-2019, 15:39
Boat: (Cruiser Living On Dirt)	➥

29-12-2019, 01:12
Boat: Retired from CF	plastic, well capable if sound of being upfitted to take you wherever you want to go was en to check it out the seller texted it was 8-( yes camping no mod cons but that to be expected If anyone knows for sure, I never got a firm number for standing closed up, maybe 5'9"-5'11" ?

29-12-2019, 02:56

Boat: (Cruiser Living On Dirt)

closed up, maybe 5'9"-5'11" ?

29-12-2019, 02:58
Boat: Retired from CF	Thanks much

29-12-2019, 03:29
Boat: Cape George 31	tube and bearings (if any). Spade rudders can be a weak spot, and there's a lot of force on them when sailing downwind in big seas. If you can drop the and check for cracks and intrusion and , especially where the shaft enters the body, it would be time well spent. Make sure the deck-hull joint is not leaking and re-bed as necessary. You can reduce volume by lashing a jerrycan of fresh in there. Drop the daggerboard and replace the hinge pin and pennant, and make sure the pennant gland won't leak as you pull the board up and down. Check the board for water intrusion and delamination--I had one break off at the trunk mid on a similar (Irwin 27). It kinda crimps your style. Make a return plan. Do you want to stay in forever, or will you sell the , or will you sail it back? It can be hard to sell little, older like that. Obviously replace the standing if it's over ten years old, and make sure your and lines are good. Best to check chainplates for and replace as necessary. Phew. Good thing it's a .

29-12-2019, 03:38
Boat: (Cruiser Living On Dirt)	of information on the Owners website: ➥ Including a Manual ➥ and much more ...

29-12-2019, 04:26
Boat: Cabo Rico 34	26..great inshore boat..Id hesitate for off shore .. Very limited in water and capacity. Is this an inboard or version?

29-12-2019, 09:23

Boat: Grampian 26

to Hawaii.
I was recently given a Grampian 26 and was wondering if it could be capable of such a trip and if so what modifications it would need?
I'm still young and don't need it to be comfortable but I want to be sure it'll make it in one piece.

The and rig seem solid.
Would the size of the cockpit be a problem with waves?
The drains would obviously need to be expanded.
would the rigging need to be reinforced?
What other issues could you see with it?

Any ideas would be greatly appreciated

29-12-2019, 09:28
Boat: Cape Dory 31	for a variety of reasons...no seahood over the , flimsy , narrow side decks, cabinhouse windows (not ports) are huge and poorly attached, no bridge in the cockpit, huge cockpit capacity, small cockpit drains, small capacity, bulkheads not glassed to the hull, light rigging, poor sailing performance, small winches, Minimal for , small chainplates, etc.

29-12-2019, 09:44
Boat: Nonsuch 30

29-12-2019, 09:54
Boat: Rafiki 37	. Not fancy or prissy, but solid where it counts. I am aware of Gramp 30s doing long distance (trans oceans, perhaps RTW), and of course Gramp 34s have done much travel. I've also heard about many Gramp 26s doing long distance coastal journeys. But I can't say I've heard about 26s doing trans-ocean journeys. I'm sure it must have happened, but it must be rare. Simply put, there were not designed for this task. The , for example, are too big and too flimsy. Side decks are way too small for functional . I'd look hard at stanchion backing. And I wonder about the suitability of the standing rigging. Other limitations would be tankage and a relatively large cockpit. Personally, I'd not do what you are contemplating with a Gramp 26 -- not without some major upgrades. At that point you can probably by a better option in the 32-foot range. I'm sure you do this given a Gramp 26 that is well set up, and with a fair bit of skill and some good luck. But I would not do it.

29-12-2019, 10:47
	curve, and that before you contemplate a life on the rolling deep, you need to get some further distance up onto the steep part of that curve :-)! The question that needs to be asked is NOT the one you ask, viz is the G26 up to an oceanic crossing, but rather this: Is YOUR G26 up to it, and are YOU? Half a century ago I sailed G26s often, partly for pleasure together with a raucous bunch of lads and lasses - all Vancouverites, but more often as a senior instructor for the that then was pioneering the teaching format still used by sailing schools all around the world today. The "crew" was then four students, all of them lubbers and sailing-wise green as . Gord May has already given you the means to begin to “climb the curve” via the he has put before you, but be cautioned that articles appearing in "the glossies" (e.g. Pacific Yachting) are merely encrypted advertising to fill the spaces among the obvious advertisements, and should not be given more weight than they merit. So let me add some opinions that have been floating around my intellectual for that half century :-) The G26 is a fine little inshore boat – far superior in every respect that matters to me to its contemporary in terms of and target market, the 27. Here are a coupla I recommend you study: From these two references you will see that the G26 has a Sail Area/Displacement Ratio of 17.89 versus the Catalina's S/D of 15.22. You will also see that the G26 has a Displacement/Length Ratio of 216.94 versus the C27's 297.21. From that you may deduce by the very crudest of analyses that the G26 will be a “better sailing” boat than is the C27, as, indeed, in my experience, she is. Within limits that we can discuss at some other time, a HIGH S/D is good, as is a LOW D/L. A LOW S/D is bad, as is a HIGH D/L. Do not be confused by the reference in May's material to the “PHRF Rating”. That number is relevant only to the man, and is of no relevance whatever to the cruising man. But ocean capability consists of a great deal more than these parameters, and a great deal of it is not even expressible in such numbers. Here is a reference you may find useful, although it is not directly applicable to you, as you will not be . It does, nevertheless, direct your attention to things that EVERY (including single-handers) needs to contemplate in preparation for an ocean voyage. [23449].pdf As you will see, it addresses not only the VESSEL's fitness, but also the CREW's fitness. Now, of more direct application to your situation, the RIGGING of G26s was not dimensioned for the stresses of an “oh poop!” situation arising at sea, and you should pay particular attention to the state of your particular boat's rigging. One dark and stormy night on from Keat's Island to Silva Bay while passing over McCall Bank, I sailed the out of a G26, so I know whereof I speak. I think I can say with confidence that the puddles in which the students then sat were not entirely composed of sea water :-)! Do not let the above deter you from pursuing your dream. Do, however, let it be a warning that such dreams are fraught with complexities that you only know about innately if you are among the fortunate few who came out of the womb sculling a skiff! All the best :-) TrentePieds

29-12-2019, 12:53
Boat: Looking for my next boat!	, Canada). They are well built, not fancy. With a little prep, I think the boat could do the trip, but it would be miserable and wet. Limited space would mean the boat would be jam packed with supplies and water. It would likely be too rough to cook most of the time. I would expect all your to be soaked with the first big waves, and stay soaked for the whole trip. There are other small boats which are better suited for the task. Can the G26 make it...yes. Should you do it? NO. IMHO.

29-12-2019, 13:56
Boat: morgan O/I 33' sloop	. Also, unless given a total in the last 10-15 years, I woulld not venture more than a day or two from port.

, , ,

Thread Tools

Rate This Thread
:

Posting Rules
post new threads post replies post attachments edit your posts is are code is are are are

Similar Threads
Thread	Thread Starter	Forum	Replies	Last Post
	twistedtree	Seamanship & Boat Handling	68	03-02-2013 14:39
	Reef_Walker	Monohull Sailboats	10	27-01-2011 07:44
For Sale:	RedBellies	Classifieds Archive	0	12-05-2010 16:18
	perchance	Monohull Sailboats	1	21-12-2008 18:35
	SkiprJohn	Monohull Sailboats	3	10-04-2008 12:58


No Threads to Display.

- - - - - - -

Privacy Guaranteed - your email is never shared with anyone, opt out any time.

Beam: 8' Draft: 3.6'

Beam: 8' Draft: 5.3'

Beam: 8.33' Draft: 4.25'

Beam: 8' 4' Draft: 4' 3'

Beam: 8'4' Draft: 4'

Beam: 8' Draft: 3'

Beam: 8' Draft: 4'

Beam: 8'3' Draft: 3''

Beam: 9' 6' Draft: 4'7'

Beam: 9.5' Draft: 4.67'

Beam: 9.6' Draft: 4'

Beam: 10' Draft: 5'

Beam: 8'24' Draft: 4'3'

Beam: 7' Draft: 4'

Beam: 8.3' Draft: 4.3'

Beam: 7'4"' Draft: 4.5'

Beam: 8'4"' Draft: 4'6"'

Beam: 8.33' Draft: 3'

Beam: 8.4' Draft: 6.6'

Beam: 10' Draft: 4.5'

Beam: 8'6' Draft: 4'5'

Beam: 9.5' Draft: 4.9'

Beam: 8'2' Draft: 4'3'

Beam: 8'4' Draft: 3'6'

Beam: 9'6' Draft: 4'10'

Beam: 8' Draft: 3'

Beam: 8.4' Draft: 4.3'

what is a business plan scholarly articles

How to write a great business plan.

William A. Sahlman

what is a business plan scholarly articles

Every seasoned investor knows that detailed financial projections for a new company are an act of imagination. Nevertheless, most business plans pour far too much ink on the numbers–and far too little on the information that really matters. Why? William Sahlman suggests that a great business plan is one that focuses on a series of questions. These questions relate to the four factors critical to the success of every new venture: the people, the opportunity, the context, and the possibilities for both risk and reward. The questions about people revolve around three issues: What do they know? Whom do they know? and How well are they known? As for opportunity, the plan should focus on two questions: Is the market for the venture’s product or service large or rapidly growing (or preferably both)? and Is the industry structurally attractive? Then, in addition to demonstrating an understanding of the context in which their venture will operate, entrepreneurs should make clear how they will respond when that context inevitably changes. Finally, the plan should look unflinchingly at the risks the new venture faces, giving would-be backers a realistic idea of what magnitude of reward they can expect and when they can expect it. A great business plan is not easy to compose, Sahlman acknowledges, largely because most entrepreneurs are wild-eyed optimists. But one that asks the right questions is a powerful tool. A better deal, not to mention a better shot at success, awaits entrepreneurs who use it.

Which information belongs—and which doesn’t—may surprise you.

Few areas of business attract as much attention as new ventures, and few aspects of new-venture creation attract as much attention as the business plan. Countless books and articles in the popular press dissect the topic. A growing number of annual business-plan contests are springing up across the United States and, increasingly, in other countries. Both graduate and undergraduate schools devote entire courses to the subject. Indeed, judging by all the hoopla surrounding business plans, you would think that the only things standing between a would-be entrepreneur and spectacular success are glossy five-color charts, a bundle of meticulous-looking spreadsheets, and a decade of month-by-month financial projections.

William A. Sahlman is the Dimitri V. D’Arbeloff-MBA Class of 1955 Professor of Business Administration at the Harvard Business School.

Partner Center

An official website of the United States government

The .gov means it’s official. Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you’re on a federal government site.

The site is secure. The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.

Publications
Account settings
My Bibliography
Collections
Citation manager

Save citation to file

Email citation, add to collections.

Create a new collection
Add to an existing collection

Add to My Bibliography

Your saved search, create a file for external citation management software, your rss feed.

Search in PubMed
Search in NLM Catalog
Add to Search

Writing a successful business plan: an overview

Affiliation.

1 Drug Delivery Systems DIvision, #M, Northridge, CA 91324, USA. [email protected]
PMID: 23281606
DOI: 10.1177/216507991306100104

In creating and building a business, the entrepreneur assumes all the responsibilities for development and management, as well as the risks and rewards. Many businesses do not survive because business owners fail to develop an effective plan. The business plan focuses on major areas of concern and their contribution to the success of a new business. The finished plan communicates the product or service to others and provides the basis for the financial proposal.

PubMed Disclaimer

Related information

Linkout - more resources, full text sources, other literature sources.

scite Smart Citations

Citation Manager

NCBI Literature Resources

MeSH PMC Bookshelf Disclaimer

The PubMed wordmark and PubMed logo are registered trademarks of the U.S. Department of Health and Human Services (HHS). Unauthorized use of these marks is strictly prohibited.

The Value of Business Plans for New Ventures: Company and Entrepreneur Outcomes

Richard C. Becherer University of Tennessee at Chatanooga
Marilyn M. Helms Dalton State College

Allred, Anthony T. and Addams, H. Lon (2006). After Receiving Financing, Do Inc. 500 Companies Continue To Utilize Their Business Plan? Journal of Small Business Strategy. 17(1), 17-26.

Armstrong, J.S. and Overton, T.S. (1977). Estimating Nonresponse Bias in Mail Surveys. Journal of Marketing Research, 16(August), 396-492.

Bartlett, Sarah (2002). "Seat of their Pants," Inc. Magazine, October. Accessed May 14, 2009 at http://www.inc.com/magazine/20021015 /24772.html.

Bowers, Brent (2009) "In the Hunt: Investors Pay Business Plans Little Heed, Study Finds," New York Times, May 14, Small Business, p. 1

Delmar, Frederic and Shane, Scott (2003) "Does Business Planning Facilitate the Development of New Ventures?" Strategic Management Journal, 24, 1165-1185.

Fiet, James O. and Patel, Pankaj C. (2006). Evaluating the Wealth-Creating Potential of Business Plans. The Journal of Private Equity. 10(1), 18-32.

Fletcher, Margaret and Harris, Simon. (2002). Sever Aspects of Strategy Formation," International Small Business Journal, 20(3), 297-314.

Goldfarb, Kirsch, and Gera (2009) "Form or Substance? The Role of Business Plans in

Venture Capital Decision Making," Strategic Management Journal, May. Hand, H. W.; Sineath, P. and Howle, W. E. (1987) "Small Business Concepts and their Relationship to Performance: A Field Study of Retail Service Stations," Journal of Small Business Management, 25(2), 55-63.

Hannon, P. D. and Atherton, A. (1998) "Small Firm Success and the Art of Orienteering: The Value of Plans, Planning, and Strategic Awareness in the Competitive Small firm," Journal of Small Business and Enterprise, 5(2), 102-119.

Heriot, Kirk C.; Campbell, Noel D.; and Finney, R. Zachary (2004). "Omitted Variable Biases in the Link Between Planning and Performance," New England Journal of Entrepreneurship, 7(2), 27-31.

Hormozi, Amir M.; Sutton, Gail S.; McMinn, Robert D.; and Lucio, Wendy (2002). "Business Plans for New or Small Businesses: Paving the Path to Success," Management Decision, 40(7/8), 755-763.

Karlsson, Tomas and Honig, Benson. (2009). Judging A Business By Its Cover: An Institutional Perspective On New Ventures And The Business Plan. Journal Of Business Venturing. 24(1), 27-47.

Koh, Inkon; Kim, Dae Ho; and Lee, Sang Suk. (2008). A Study On The Relationship Between Business Plan Components And Corporate Performance. International Journal Of Entrepreneurship And Innovation Management. 8(4), 359-379.

Liao, Jianwen (Jon), and Gartner, William B. (2008). The Influence of Pre- Venture Planning on New Venture Creation. Journal Of Small Business Strategy. Fall/Winter, 18(2), 1-21.

Parks, Bill; Olson, Philip D. and Bokor, Donald W. (1991). "Don't Mistake Business Plans for Planning (It May Be Dangerous to Your Financial Health)," Journal of Small Business Strategy, 1(2), 15-24.

Perry, Stephan C. (2001). The Relationship between Written Business Plans and the Failure of Small Businesses in the U.S., Journal of Small Business Management, 39(3), 201-208.

Peters, T.J., and Waterman, R.H. (1982). In Search of Excellence: Lessons From America's Best Run Companies, New York, NY: Harper and Row.

Sharma, S., Netemeyer, R. G., and Mahajan, V. (1990). In Search of Excellence Revisited: an Empirical Evaluation of Peters and Waterman's Attributes of Excellence. In W. O. B. a. A. Parasuraman (Ed.), Enhancing Knowledge Development in Marketing (Vol. 1, pp. 322-328).

Rue, L. W. and Ibrahim, N. A. (1998) The Relationship Between Planning Sophistication and Performance in Small Businesses, Journal of Small Business Management, 36(4), 24-33.

Sahlman, W. A. (1997) "How to Write a Great Business Plan." Harvard Business Review 75(4), 99-110.

Shane, S. and Delmar, F. (2004) "Planning for the Market: Business Planning Before Marketing and the Continuation of Organizing Efforts," Journal of Business Venturing, 19, 767- 785.

Singhvi, S. S. (2000). Business Planning Practices In Small Size Companies: Survey Results. The Journal Of Business Forecasting Methods & Systems. 19(2), 3- 8.

Struebing, L. (1997). Recipe For Success: Prepare A Business Plan. Quality Progress. 30(8), 20.

Upton, N.; Teal, E. J.; and Felan, J. T. (2001). Strategic And Business Planning Practices Of Fast Growth Family Firms. Journal of Small Business Management, 29(1), 60-72.

How to Cite

Endnote/Zotero/Mendeley (RIS)

Information

For Readers
For Authors
For Librarians

Developed By

Submissions.

JSBS is now accepting submissions through our new site. Please click the following button to be directed to the new submission site.

Digital Scholarship Initaitives , Walker Library , Middle Tennessee State University

More information about the publishing system, Platform and Workflow by OJS/PKP.

Strategic Planning and Business Plan Preparation

206 Pages Posted: 8 Aug 2023

Alan S. Gutterman

Professional Website

Date Written: July 30, 2023

This book covers the key steps in designing, implementing and administering a formal strategic planning process and provides practical guidance on the elements of a business plan and the steps that should be taken to create a business plan that can be used for execution of strategy and presentations to investors and other external stakeholders. This book also explores a variety of topics of interest to researchers and managers focusing on comparative aspects of strategic planning activities and techniques including measurement of strategic planning effectiveness, strategic planning and culture. This book also includes material on strategic planning in specific national contexts such as strategic planning in developed European countries and in developing countries.

Keywords: strategic planning, business plans, strategy

Suggested Citation: Suggested Citation

Alan Gutterman (Contact Author)

Professional website ( email ).

HOME PAGE: http://www.alangutterman.com

Do you have a job opening that you would like to promote on SSRN?

Paper statistics, related ejournals, entrepreneurship & management ejournal.

Subscribe to this fee journal for more curated articles on this topic

Entrepreneurship & Finance eJournal

Social entrepreneurship ejournal, sustainability at work ejournal, management of innovation ejournal, strategy & organizational behavior ejournal, public sector strategy & organizational behavior ejournal.

Business Information Guide

Articles and News
Books/eBooks
Business Case Studies
Career Research This link opens in a new window
Company Research
Data and Demographics
Evaluate and Cite Your Sources
Industry Research
Market Research

Introduction

I. the company, concept, and product(s) or service(s), ii. the industry analysis, iii. market research & analysis, iv. economics of the business, v. the marketing plan, vi. design & development plan, vii. operations plan, viii. management team, ix. overall schedule, x. critical risks, problems and assumptions, xi. financial plan, xii. proposed company offering.

Organizational Behavior
Patents This link opens in a new window
Research Methods
Venture Capital Firms and Investors This link opens in a new window

The recommendations and resources on this page complement the Whitman School of Management's Nuts and Bolts of Great Business Plans , which was written by Department of Entrepreneurship and Emerging Enterprises . The sections on this page correspond to the Nuts and Bolts of Great Business Plan sections.

Nearly every part of your business plan will require some type of research. Since gathering and analyzing the amount of information and data this assignment requires can be time consuming, be sure to plan your time accordingly. These recommendations and resources are just starting points. Be prepared to gather information and data from many different sources as you research and put together your business plan.

The following video tutorials were developed to provide a refresher on general research and business research strategies. The four business research video tutorials, in particular, were developed by Business, Management and Entrepreneurship Librarian Stephanie JH McReynolds to support EEE 457 students in the development of Capstone business plans.

Video Tutorials for General and Business Research General Research Video Tutorials Include: "Research Starting Points," "Using Libraries Search," "Finding Journal Articles." Business Research Video Tutorials Include: "Industry Research Part 1: Identifying Industry Codes," "Industry Research Part 2: Discovering Industry Research Reports and Data," "Company Research," "Market Research Resources."

First outline the nature of the entity you plan to create and where you are in that process, then capture the essence of your business concept and explain that concept, then detail the products and services you anticipate selling, and then talk about your entry approach and your vision for growth over the next five years.

As you draft your idea, use the resources on the Article and News page of the Business Information Guide to explore trends and relevant company, industry, and product news and analysis. Refer to the resources on the Company Research page of the Business Information Guide to become familiar with other companies offering similar products or services.

The "industry" refers to the larger landscape, as in the "computer hardware wholesale trade industry" or the "card and gift industry" or the "architectural services industry." The focus here is on what is happening in the industry and on the relative attractiveness of the industry as a whole.

Refer to the Industry Research page of the Business Information Guide for recommendations and guidance.

This section should convince the reader or investor that you truly know your customers. It should convince the reader that your product or service a) solves a customer need that customers want solved; b) will have a substantial market in a growing industry; and c) can achieve sales in the face of competition. For example, the predicted sales levels directly influence such factors as the size of the manufacturing operation, the marketing plan, and the amount of debt and equity capital you will require. Yet most entrepreneurs seem to have great difficulty preparing and presenting market research and analyses that show that their ventures' sales estimates are sound and attainable. Consult industry publications, articles in trade magazines and trade associations to understand how the industry defines, identifies and segments its customers. Then apply yourself creatively by integrating the information in a unique way.

Explore resources on the Business Information Guide for Market Research , Data & Demographics , and Articles and News .

The economics of the business is the section addressing the basic logic of how profits are earned in your business as well as the sales level required to breakeven. Two companies in the same industry might make profit in very different ways. Will this be a high margin, low volume business with low fixed costs? Will it be a low margin, high volume business where the cost structure is predominantly variable? The story begins by identifying your sources of revenue and how much margin you make on each of them.

Explore Company Research resources on the Business Information Guide to find revenue and expenses of similar companies. Find industry ratios (such as profit/loss ratio by sales class) in Industry Research resources, such as Bizminer.

The Marketing Plan describes how your projected sales will actually be attained. How will you make sales actually happen? A great idea is meaningless if you cannot find customers. Thus, this section builds on the Market Section, where you defined your market and outlined your targeted segments and their buyer behavior. The marketing plan needs to provide detail on the overall marketing strategy that will exploit the opportunity and your competitive advantages. Include a discussion of sales and service policies, pricing, distribution, promotion and advertising strategies, and sales projections. The marketing plan needs to describe what is to be done, how it will be done, when it will be done, and who will do it.

Articles and News Search Tips:

Pay close attention to the words and terms in this section from The Nuts and Bolts of Great Business Plans. These words can be useful search terms. For example, sales and service policies, pricing, distribution, promotion, advertising strategies, and sales projections. As you review your search results, pay particular attention to the words and phrases in the keywords and subject terms of the article records, as these can yield additional search terms.

A basic search for marketing and strategy and (your product or concept term) can also yield relevant results. The databases will also suggest additional terms to use in your search, such as market research AND strategy, advertising agencies, advertising campaigns, marketing management, market research, marketing agreements for you to explore.

This is a very important section for those teams developing a non-existent product, doing research and development, having technical obstacles to overcome, or seeking patent or copyright protection. However, if you are in a business where research and development is not a major issue (e.g., retailing, many consumer services), then you can leave this section out and just address and technologies you plan to employ in the OPERATIONS section.

The nature and extent of any design and development work, and the time and money required before the product or service is marketable, need to be considered in detail. (Note that design and development costs are often underestimated.) Design and development might be the engineering work necessary to convert a laboratory prototype to a finished product; the design of special tooling; the work of an industrial designer to make a product more attractive and saleable; or the identification and organization of employees, equipment, and special techniques, such as the equipment, new computer software, and skills required for computerized credit checking, to implement a service business.

Refer to the Patents & Intellectual Property guide for resources and research tips.

The operations section outlines how you will run your business and deliver value to your customers. Operations is defined as the processes that deliver your products/services to a customer or user and can include the production process for delivering your service to a given customer, manufacturing process if you are a manufacturer, transportation, logistics, travel, printing, consulting, and after-sales service. It also includes such factors as plant location, the type of facilities needed, space requirements, internal processes, capital equipment requirements, and labor force (both full- and part-time) requirements.

Explore resources on the Business Information Guide for Market Research , Data & Demographics , and Articles and News . For the geographic subsection, the mapping features of some Company Research databases (such as Data Axle Reference Solutions) and the mapping feature, or geographic limiters, available in certain Market Research resources (such as SimplyAnalytics) may be especially useful. To help identify suppliers, explore Thomasnet.com .

This section of the business plan includes a description of the functions that will need to be filled, a description of the key management personnel and their primary duties, an outline of the organizational structure for the venture, a description of the board of directors and key advisors, a description of the ownership position of any other investors, and so forth. You need to present indications of commitment, such as the willingness of team members to initially accept modest salaries, and of the existence of the proper balance of technical, managerial, and business skills and experience in doing what is proposed.

Find articles on building your management team and board of directors with databases on the Articles and News page of the Business Information Guide. Explore the Career Research Guide for relevant information, such as salary research resources.

A graphical schedule that shows the timing and interrelationship of the major events necessary to launch the venture and realize its objectives is an essential part of a business plan. The underlying cash conversion and operating cycle of the business will provide key inputs for the schedule. In addition to being a planning aid by showing deadlines critical to a venture's success, a well-presented schedule can be extremely valuable in convincing potential investors that the management team is able to plan for venture growth in a way that recognizes obstacles and minimizes investor risk. Since the time necessary to do things tends to be underestimated in most business plans, it is important to demonstrate that you have correctly estimated these amounts in determining the schedule.

Gantt Charts as Planning Tools Part of Project Management Tools tutorial from Boston University.
How to Use a PERT Chart for Project Planning Project planning overview from the Motley Fool.

The development of a business has risks and problems, and the business plan invariably contains some implicit assumptions about these issues. You need to include a description of the risks and the consequences of adverse outcomes relating to your industry, your company and its personnel, your product's market appeal, and the timing and financing of your startup. Be sure to discuss assumptions concerning sales projections, customer orders, and so forth. If the venture has anything that could be considered a fatal flaw, discuss why you do not see it as a problem or how you intend to overcome it. The discovery of any unstated negative factors by potential investors can undermine the credibility of the venture and endanger its financing. Be aware that most investors will read the section describing the management team first and then this section.

To inform this section, explore resources on the Business Information Guide for Market Research , Data & Demographics , Company Research , Industry Research ,and Articles and News .

This section lays out a picture of the financial performance of the firm as it is started, stabilizes and grows. The financial plan is basic to the evaluation of an investment opportunity and needs to represent your best estimates of financial requirements. The purpose of the financial plan is to indicate the venture’s potential and to present a timetable for financial viability. It also can serve as an operating plan for financial management using financial benchmarks. In preparing the financial plan, look creatively at the venture and think about bootstrapping techniques, especially in the early days.

Explore Company Research resources (such as PrivCo, which includes venture capital financial data, and Mergent Online, which includes 10-K reports) on the Business Information Guide to find revenue and expenses of similar companies. Find industry ratios (such as profit/loss ratio by sales class) in Industry Research resources, such as Bizminer.

Beginners' Guide to Financial Statements Guide to financial statements from the SEC.
Business Startup Financing Startup financing guidance from BizFilings, part of Wolters Kluwer.
Financial Statement Analysis: The Basics for Non-Accountants Guide to financial statement analysis from Harvard Business School.
Preparing Financial Business Statements Guide to preparing financial statements from BizFilings, part of Wolters Kluwer.

The purpose of this section of the plan is to indicate the amount of any money that is being sought, the nature and amount of the securities offered to the investor, a brief description of the uses that will be made of the capital revised, and a summary of how the investor is expected to achieve its targeted rate of return. It is important to realize the terms for financing your company that you propose here are only the first step in the negotiation process with those interested in investing, and it is very possible that your financing will involve different kinds of securities than originally proposed.

Discover relevant articles with the resources on the Article and News page of the Business Information Guide.

A Beginner’s Guide to Startup Valuation Overview of startup valuation
Business Calculators Business Calculators recommended by the Motley Fool.
How Much Is Your Slice of That Unicorn Really Worth? Stanford Business article on how to determine startup shares value. Includes link to free online calculator to help estimate the worth of startup shares.
How to Value Private Companies Overview from Investopedia on how private companies are valued.
“Valuing the Business” Chapter from eBook Creating Services and Products Overview of business valuation methods for entrepreneurs.
<< Previous: Market Research
Next: Organizational Behavior >>
Last Updated: Aug 2, 2024 9:34 AM
URL: https://researchguides.library.syr.edu/business
Print This Page

Preview improvements coming to the PMC website in October 2024. Learn More or Try it out now .

Advanced Search
Journal List
J Grad Med Educ
v.6(1); 2014 Mar

Perspectives on Learning and Business Plans—More in Common Than Meets the Eye

In 2010, Palo Alto Software performed a survey of 2877 people and found that those who completed business plans were nearly twice as likely to successfully grow their businesses or obtain capital as those who did not write a plan. 1 Thus, a business plan increases individuals' likelihood of success. 2 , 3 Along the same vein, why would you embark on developing a skill or competency or better some aspect of your learning without developing a learning plan?

The self-regulated learner would argue that you would not, and although a learning plan does not guarantee success, it can increase the likelihood of achieving your learning goals. 4 , –6 This article explores the components of structured learning plans, illustrating that they have more in common with business plans than first meets the eye. Whether you are in a mentor role, helping learners think through a plan, or a learner role, trying to change or redirect your own learning, a plan can provide an organized way of approaching the task.

The motivations behind the development of a business plan are myriad but often revolve around issues of starting or redirecting a venture and addressing an issue of limited resources or expenditure of capital in the form of equipment, material costs, and development of a new technology or renovation. In all instances, the underlying theme is the management of change.

Learning plans also focus on change. They frequently revolve around such areas as development of a new skill, mastery of a new subject, or addressing a targeted area for improvement. In other words, learning plans often focus on self-regulated learning, “renovating” oneself in a targeted learning area and trying to address the issue of one's personal limitations.

The advantages to both types of plans lie in the formal analysis of one's current situation, determining pros and cons of initiating change, assessing requisite resources, creating action, and monitoring progress throughout implementation. The goal is to create a situation that affords one the best chance to succeed.

Cohn and Schwartz 7 outline typical components of a business plan in their review on the subject for a physician leadership audience. The table compares the components of a learning plan to a business plan and provides an example of how the process might play out. Although the components are presented in a numerical order, many of these may be completed simultaneously and at times in different order.

Typical Components of a Business Plan a Versus Learning Plan

An external file that holds a picture, illustration, etc.
Object name is i1949-8357-6-1-15-t01.jpg

Component 1 (Reflection) 8 – 10

The learning plan is a reflective exercise, not just an instrument. The learner must buy into the need for a plan and be willing to commit to and assume responsibility for the plan. This process requires reflection on the current situation and review of the evidence or feedback (both internally and externally generated) that supports the notion that a plan is needed. The learner should give thought to what the goal of such a plan might be. The clearer and more defined the goal, the better one's chance is at constructing a plan to specifically address. Defining the issue or problem also entails thinking about the current situation. What is going well and what is not going well or needs to be changed? Reflecting on why the change is needed is important for the learner. How will the change be beneficial (ie, what is the learner hoping to gain by making a change)? How will the change impact other aspects of one's learning or the learning of others? Mentoring is important in helping the learner develop a habit of self-reflection by providing ongoing support, guidance, accountability, and an opportunity to externally validate and assess the process of plan formation and execution. 11

Component 2 (Analysis of Resources and Barriers) 12

The contextual analysis of a learning plan explores the environment within which the learner is functioning. What is the quality and type (eg, narrative, grades) of feedback? What is valued by that environment (eg, participation, grades) and what opportunities and resources (eg, technology, people, texts) reside within the environment? How do one's current actions impact future functioning in the environment? What are changes likely to accomplish in the environment? Such reflection may point out the need to seek alternate learning venues. Reflection on personal strengths and weaknesses and how these will impact the design and implementation of the plan is important. What are the pros and cons to addressing the issue that is the target of the learning plan? Is change feasible given the context or working environment?

Component 3 (Strategic Thinking) 13

Logistics planning asks the learner to consider self-efficacy. What factors will help the learner persist in carrying out the plan or what obstacles might impede one's motivation? How does the learner feel about his or her likelihood of being able to implement the proposed plan? What is the learner's actual commitment to change? Is the plan able to be reasonably accomplished within the time frame set and are the outcomes measurable? The more concrete and doable the plan is, the more likely the learner can bring all resources to bear and successfully implement it. A commitment to and prioritization of the plan is important in order to realize potential benefits. The learner also needs to think about what can be done if the initial plan of action is unsuccessful (contingency planning). The plan should not compromise currently successful learning strategies. What foreseeable factors will impact success or failure of the plan? How can one link the plan to prior and potential future learning?

Component 4 (The “Actual” Plan)

A concise summary of the learning plan represents a clear articulation of learning objectives and specific strategies for implementation and monitoring. In a formal educational setting, this may be the written product that represents the plan. Utilization of a template may be helpful for the novice in facilitating consideration of the important aspects of plan development and implementation. 14

Component 5 (Implementation and Monitoring) 15 – 18

Implementation of the actual learning plan should be guided by feasibility, clarity of purpose, and a timetable. Measurable outcomes need to be anticipated and time allotted for periodic reassessment of how the plan is proceeding. During and after the implementation of the plan, the learner needs to consider how he or she will assess the “service value” of whether the plan is working or not (ie, self-monitoring strategy). This involves thinking about types of feedback to obtain to evaluate one's progress and determine the plan's effectiveness in directing learning. Information-rich feedback in the setting of well-established performance standards will allow judgments to be made regarding learning needs. This involves being aware of the environment in which one is functioning, using possible feedback opportunities that exist within that context, and initiating potentially new feedback opportunities that currently do not exist. The learner is challenged to consider specifically the learning plan's goals to ensure the monitoring and evaluation strategies are appropriate to judge progress or the lack thereof.

There are several potential pitfalls to developing and implementing both business and learning plans. A lack of clarity and focus can derail the best of intentions in both arenas. Both plans should not be viewed as static documents; instead, they should be open to periodic reevaluation and modification if necessary. It is sometimes the journey and not the destination that can be important. There may be difficulty in selling a business plan or protocol to an investor. Similarly, there may be difficulty at times for learners to be truly convinced that a plan is needed or that they are capable of carrying out the plan. The learner ideally should be the main investor in the plan.

The best business plans, according to Sahlman, 19 are like movies that highlight the people, opportunity, context of regulations, demographic and economic trends, and the risks and rewards from multiple angles. To paraphrase, the best learning plans are like movies that highlight the learner, an opportunity to change or become better, a context or environment, and an assessment of risks and benefits from multiple angles. Both represent calls to action that require some careful upfront reflection, analysis, buy-in, and change. And in the words of social psychologist Kurt Lewin, “If you want to truly understand something, try to change it.”

All authors are at the Cleveland Clinic Lerner College of Medicine, Case Western Reserve University. Richard A. Prayson, MD, is Professor of Pathology and Director of Student Affairs; S. Beth Bierer, PhD, is Director of Evaluation and Assistant Professor of Medicine; and Elaine F. Dannefer, PhD, is Director of Assessment and Professor of Medicine.

Eugene McDermott Library
Business Plans and Proposals
Electronic Resources

Finding Journal Articles

Scholarly vs popular journals.

Inside America's Economic Machine
Useful Websites
Getting Help

To find articles on topics in Business Plans, use a resource from the Business Management page. It is possible to begin with a database such as Business Source Complete. In the first search box type "business plan" and in the second search box type sample. Notice that there are quotes around business plan. Some of the search results will show examples of business plans.

To broaden your search, select a resource from the complete list .

, , etc.)	, , etc.)
Intended for a general audience.	Intended for an audience with knowledge in the field.
Articles written by journalists who may or may not have special training in what they are writing about.	Articles are written by scholars, whose names are listed along with credentials.
Articles do not have footnotes.	Articles are footnoted and list sources used.
For Profit	Usually not for profit
Not Peer-reviewed	Peer-reviewed

How do I find peer-reviewed articles and journals?

Use a scholarly database rather than a general database (MEDLINE vs. Newspaper Abstracts).

When available, limit to scholarly/peer-reviewed journals when you search your database.

Check in Ulrichsweb (library database) to see if the journal you want is peer-reviewed.

Ulrichsweb.com Ulrichsweb.com is an online directory of journals, magazines, and other periodicals. Ulrichsweb.com also indicates if a journal or magazine is refereed or peer reviewed.
<< Previous: Electronic Resources
Next: Multimedia >>
Last Updated: Jun 27, 2024 2:53 PM
URL: https://libguides.utdallas.edu/business-plans-and-proposals

The business plan should clearly and concisely define the mission, val-ues, strategy, measurable objectives, and key results the owner expects. It is important to set aside enough time to formulate the plan. Experts recommend starting the planning pro-cess at least 6 months before initiating a new business.

Typically, business planning has been analyzed as the single act of writing a business plan (e.g. Honig and Karlsson, 2004).However, business planning is made up of a variety of activities (Gruber, 2007), which entrepreneurs may utilize as a whole, or simply choose parts of the business planning process.It is worth noting that these specific activities are not mutually exclusive with lean ...

Abstract. In creating and building a business, the entrepreneur assumes all the responsibilities for development and management, as well as the risks and rewards. Many businesses do not survive because business owners fail to develop an effective plan. The business plan focuses on major areas of concern and their contribution to the success of ...

A study by Francis J. Greene and Christian Hopp shows that entrepreneurs who write formal plans are 16% more likely to achieve viability than non-planners. The article explains the context and factors of entrepreneurial planning and provides a summary of the research.

The article is devoted to the study of theoretical and methodological foundations of business planning of entrepreneurial projects. The purpose of the article is to deepen and generalize the ...

management and its main functions, with the aim of contextualizing the use of business plans. One of the most common definitions of management is the following: Management is the process of ...

A business plan is an effective tool used by businesses to organize these goals and objectives into a coherent format. It can be defined as operating a company on paper. No matter the size or stage of development, companies use business plans to improve internal operations and to describe and market the business to potential outside financiers ...

startup and business planning represents a false dichotomy. Practical implications - These findings suggest that entrepreneurs should engage in some lean startup activities and still write a business plan. Originality/value - This article offers the first quantitative, empirical comparison of lean startup activities and business planning.

A great business plan is not easy to compose, Sahlman acknowledges, largely because most entrepreneurs are wild-eyed optimists. But one that asks the right questions is a powerful tool. A better ...

Writing business plans is often the first step for entrepreneurs in developing new venture ideas. Trade press publications support their value and include templates or even software for crafting the business plan. However, the academic literature supporting the value of a business plan is limited, particularly on how the plan directly affects entrepreneurs and their standard of living.

Similarly, entrepreneur no. 1 highlighted that investors who ask for a business plan should be considered with caution: "An investor who requires a business plan is not a sophisticated investor - he does not understand the dynamics of a technology start-up. The best investors I know did never require a business plan".

Abstract. This book covers the key steps in designing, implementing and administering a formal strategic planning process and provides practical guidance on the elements of a business plan and the steps that should be taken to create a business plan that can be used for execution of strategy and presentations to investors and other external ...

The recommendations and resources on this page complement the Whitman School of Management's Nuts and Bolts of Great Business Plans, which was written by Department of Entrepreneurship and Emerging Enterprises.The sections on this page correspond to the Nuts and Bolts of Great Business Plan sections.. Nearly every part of your business plan will require some type of research.

The article proceeds as follows. The "Literature Review" section provides a synthesized overview of the available literature, focusing on the emergence and popularity of the business model concept in academic literature as well as on business model definition. The "Method" section describes the methodology of research.

Business strategies are important for directing a company's goals to achieve virtuoso performance [11]. Business strategies focuses on improving the competitive position of a company's products and services in a particular industry or market segment served by the company [49]. Through a competitive position, the company's products can ...

ABSTRACT. The business plan is the product of a strategic thinking or planning process. The strategic direction developed in that process can then be communicated in the form of a business plan to lenders, potential investors and associates within your company. The development of a strategic direction is a critical step for your company.

First, we discuss what makes public-sector strategic planning strategic. Our goal in this section is to reduce confusion in the literature about what strategic planning is and is not. Next, we introduce in more detail the articles in the special issue. Third, we provide a broad assessment of the current state of strategic planning research in ...

The business plan is the product of a strategic thinking or planning process. The strategic direction developed in that process can then be communicated in the form of a business plan to lenders, potential investors and associates within your company. The development of a strategic direction is a critical step for your company. It allows your business to leverage the knowledge and competence ...

Provide projections for two to four years in the future, including: 1. Forecasted income (monthly for first two years, then by quarter or year thereafter), 2. Forecasted cash flows by month (monthly for first two years, then by quarter or year thereafter), 3. Forecasted balance sheet for all years (year-end), and. 4.

Second, this article, with its meta-regression, makes a further contribution by addressing the long-standing debate on the difference between public and private organizations to assess whether it is a relevant management approach across government and business (O'Toole and Meier 2015; Pollitt 2013). It also examines whether geographic context ...

IMAGES

GRAMPIAN 26 CB
GRAMPIAN 26
GRAMPIAN 26
GRAMPIAN 26
Grampian 26
GRAMPIAN 26 PHOTO GALLERY

VIDEO

Grampian TV adverts 1984 (1)
Free sailboat restore episode/clip 5 grampian 26
Clip 1, intro to the boat and myself. Grampian 26 restore. Prepping for a sail south
Rest and be thankful
Sailing StorTriss MK2
Tutak II, Fisher 25, Humber

COMMENTS

GRAMPIAN 26
Grampians most popular model and one the most successful boats of this size built in Canada. A keel/cb version was also produced in small numbers. Rarer still is a raised deck version, called the DISCOVERY 7.9, introduced in 1979. Grampian offered a Palmer (gas) inboard as an option. Displacement and ballast shown here are as stated for keel ...
Grampian Marine
Grampian Marine was one of the first manufacturers fiberglass sailboats in Canada. It was founded by Jim Bisiker, owner of a construction company at Oakville, Ontario. Bisiker, along with Dick Kneulman and John Burn began building small fiberglass boats under license from Dyer Yachts of Rhode Island, USA. At the time, Dyer was at the leading edge for this technology and all three men had spent ...
Grampian 26 CB
Grampian 26 CB is a 25′ 11″ / 7.9 m monohull sailboat designed by Alex McGruer and built by Grampian Marine between 1967 and 1977. Great choice! Your favorites are temporarily saved for this session. ... Source: sailboatdata.com / CC BY. Embed Embed. View Demo. Embed this page on your own website by copying and pasting this code.
Grampian 26
The Grampian 26 is a 26.0ft masthead sloop designed by Alex McGruer and built in fiberglass by Grampian Marine between 1967 and 1977. ... The data on this page has been derived from different sources but a significant part is attributed to sailboatdata.com. We thank them for their encouragements and friendly collaboration.
Grampian 26
Grampian 26. The Grampian 26 is a small recreational keelboat, built predominantly of fiberglass, with wood trim.It has a masthead sloop rig, a raked stem, a vertical transom, an internally-mounted spade-type rudder and a fixed fin keel or centreboard. [1]The boat was optionally factory-equipped with a Palmer gasoline engine or can be equipped with a small outboard motor for docking and ...
Grampian 26 cb
The Grampian 26 cb is a 26.0ft masthead sloop designed by Alex McGruer and built in fiberglass between 1967 and 1977. ... The data on this page has been derived from different sources but a significant part is attributed to sailboatdata.com. We thank them for their encouragements and friendly collaboration.
Grampian 26
Grampian 26 is a 25′ 11″ / 7.9 m monohull sailboat designed by Alex McGruer and built by Grampian Marine between 1967 and 1977. Great choice! Your favorites are temporarily saved for this session. ... sailboatdata.com / CC BY. Embed Embed. View Demo.
Grampian 26
The Grampian 26 was the most successful of the Grampian. sailboats with about 1,000 being built between 1967 and 1977, all in Oakville , Ontario. Visit the links on this page to learn all about this sturdy, seaworthy but fast sailing boat that has won many club. championships.
Grampian 26
In Canada, one of the first was Grampian Marine Limited of Oakville, Ontario. In its first year, the yard produced the 16-foot Jumpahead Catamaran and Triangle 20. In 1963 it added the 27-foot Eagle sloop and Triangle 32, and in 1965 the Classic 31, Walton 37 and U.S. Yachts 41. The Grampian 26 was introduced in 1969 and continued in production ...
grampian 26 info, looking to buy
looking at buying a grampian 26, can anyone tell me if the galley is easily removable to refinish it? how big is the icebox? (going to look at the boat in 2 days) what is behind the stairs? there seems to be a cuby or something there
Grampian 26 sailboats for sale by owner.
Grampian 26 preowned sailboats for sale by owner. Grampian 26 used sailboats for sale by owner.
grampian 26 Archives
The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network.
Grampian 26 cb
The Grampian 26 cb is a 26.0ft masthead sloop designed by Alex McGruer and built in fiberglass between 1967 and 1977. The Grampian 26 cb is a moderate weight sailboat which is a reasonably good performer. It is very stable / stiff and has a good righting capability if capsized. It is best suited as a coastal cruiser.
Grampian Marine
He began with the GRAMPIAN 26 followed by the GRAMPIAN 30 and later the GRAMPIAN 23. Due to it's expanding US market, a plant was opened in North Carolina USA and the company became less reliant on it's original Oakville facility. When the company closed in 1977, the assets were sold to a number of different buyers. ... Source: sailboatdata ...
Grampian 26 for offshore passage
Check the rudder tube and bearings (if any). Spade rudders can be a weak spot, and there's a lot of force on them when sailing downwind in big seas. If you can drop the rudder and check for cracks and water intrusion and corrosion, especially where the shaft enters the fiberglass body, it would be time well spent. Make sure the deck-hull joint is not leaking and re-bed as necessary.
Grampian sailboats for sale by owner.
31' Mariner Ketch - Major Restoration & Repower - New Rigging & Sails Tenants Harbor Maine, Maine Asking $45,000
Map of Moscow with street names and house numbers
Detailed online map of Moscow with streets and building numbers on the website and in the Yandex Maps mobile app. Places of interest and businesses with ratings, reviews, and photos on the map of Moscow. Get driving and public transport directions with real-time traffic and see satellite maps and panoramas of city streets with Yandex Maps.
Gorod Sochi (Zolotoj grammofon 2008-12-26 Moscow)
Sergej Trofimov at Zolotoj grammofon 2008 in Moscow with the unofficial Olympia hymn 'Gorod Sochi'.
GRAMPIAN 26 CB
LENGTH: Traditionally, LOA (length over all) equaled hull length. Today, many builders use LOA to include rail overhangs, bowsprits, etc. and LOD (length on deck) for hull length. That said, LOA may still mean LOD if the builder is being honest and using accepted industry standards developed by groups like the ABYC (American Boat and Yacht Council).
Grampian Owners Marina
46.00 ft / 14.02 m. 1969. GRAMPIAN CLASSIC 31. 30.92 ft / 9.42 m. 1964. GRAMPIAN CLASSIC 37. 37.26 ft / 11.36 m.
jeanneau sunshine 36 sailboatdata
LENGTH: Traditionally, LOA (length over all) equaled hull length. Today, many builders use LOA to include rail overhangs, bowsprits, etc. and LOD (length on deck) for hull length.
GRAMPIAN 46
Notes. With the exception of the unique feature of tandem centerboards, (offered as an option) the GRAMPIAN 46 seems to be nearly the same design as the US 46. Both of these yachts are probably from the same tooling used to build the earlier US 41.
Jonathan Saavedra & Clarisa Aragon, 1-5, Moscow Tango Holidays 24-26
Jonathan Saavedra & Clarisa Aragon, 1-5, Moscow Tango Holidays 24-26 May 2019, Prischepov TV - Tango Channel, Tango in the world, http://prisсhepov.ru, archi...

sailboatdata grampian 26

what is a business plan scholarly articles

Partner Center

Save citation to file

Add to My Bibliography

Writing a successful business plan: an overview

Similar articles

Related information

The Value of Business Plans for New Ventures: Company and Entrepreneur Outcomes

How to Cite

Most read articles by the same author(s)

Information

Developed By

Strategic Planning and Business Plan Preparation

Alan S. Gutterman

Alan Gutterman (Contact Author)

Do you have a job opening that you would like to promote on SSRN?

Entrepreneurship & Finance eJournal

Business Information Guide

Introduction

Perspectives on Learning and Business Plans—More in Common Than Meets the Eye

Component 1 (Reflection) 8 – 10

Component 2 (Analysis of Resources and Barriers) 12

Component 3 (Strategic Thinking) 13

Component 4 (The “Actual” Plan)

Component 5 (Implementation and Monitoring) 15 – 18

Finding Journal Articles

IMAGES

VIDEO

COMMENTS

Ericson 41 Used Boat Review

Mason 33 Used Boat Review

Beneteau 311, Catalina 310 and Hunter 326 Used Boat Comparison

Maine Cat 41 Used Boat Review

Tips From A First “Sail” on the ICW

Tillerpilot Tips and Safety Cautions

Best Crimpers and Strippers for Fixing Marine Electrical Connectors

Thinking Through a Solar Power Installation

Getting the Most Out of Older Sails

How (Not) to Tie Your Boat to a Dock

Stopping Mainsheet Twist

Working with High-Tech Ropes

Fuel Lift Pump: Easy DIY Diesel Fuel System Diagnostic and Repair

Ensuring Safe Shorepower

Sinking? Check Your Stuffing Box

The Rain Catcher’s Guide

Boat Repairs for the Technically Illiterate

Boat Maintenance for the Technically Illiterate: Part 1

Whats the Best Way to Restore Clear Plastic Windows?

Mastering Precision Drilling: How to Use Drill Guides

Giving Bugs the Big Goodbye

Galley Gadgets for the Cruising Sailor

Those Extras you Don’t Need But Love to Have

UV Clothing: Is It Worth the Hype?

Preparing Yourself for Solo Sailing

How to Select Crew for a Passage or Delivery

Preparing A Boat to Sail Solo

On Watch: This 60-Year-Old Hinckley Pilot 35 is Also a Working…

On Watch: America’s Cup

On Watch: All Eyes on Europe Sail Racing

Dear Readers

Chafe Protection for Dock Lines

Grampian 26

Specifications

Draft (keel/cb(up)……………. 4’3″/ 3’0″

RELATED ARTICLES MORE FROM AUTHOR

LEAVE A REPLY Cancel reply

Latest Videos

What’s the Best Sailboats for Beginners?

Why Does A Sailboat Keel Fall Off?

The Perfect Family Sailboat! Hunter 27-2 – Boat Review

Pettit EZ-Poxy – How to Paint a Boat

grampian 26 info, looking to buy

Grampian Marine

Associations

25 sailboats built by Grampian Marine

International FJ

Grampian 26

Grampian 23

Grampian 30

Grampian 28

Triangle 20

Grampian 2-34

Grampian 34

Grampian Classic 37

Grampian 46

Grampian 22

Grampian Discovery 7.9

Flying Tern

Grampian 17

Triangle 32

Visit our Popular Forums

Cruising Business

Life Aboard a Boat

Seamanship, Navigation & Boat Handling

Engineering & Systems

Photo Categories

Recent Photos

Listing Categories

what is a business plan scholarly articles

Partner Center

Save citation to file

Add to My Bibliography

Writing a successful business plan: an overview

Similar articles

Related information

The Value of Business Plans for New Ventures: Company and Entrepreneur Outcomes

How to Cite

Most read articles by the same author(s)

Information