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                                      Finance for Non-Financial Managers
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                                   Challenges to be addressed might include a large competi-
                               tor with a similar product, an aging product that hasn’t kept up
                               with market demands for change, strong demand for quality
                               salespeople that keeps compensation high and candidate quali-
                               ty low, or pricing pressures caused by a bad economy. These
                               challenges might be addressed by simply lowering the revenue
                               forecast, but that indirect approach sidesteps the much more
                               effective method of approaching each obstacle directly and
                               identifying steps that might be taken to mitigate the potential
                               damage.
                               Research & Development/Product Development Plan—
                               Bringing New Ideas to Market
                               Some companies provide services that drive their sales, and
                               continuing sales depend mostly upon delivering reliable levels
                               of service at reasonable prices. Other companies sell products
                               that they buy from others, usually based on the desires of their
                               customers, and they don’t create or manufacture any products.
                               But many other companies sell proprietary products, that is,
                               products they have developed and that they make or over
                               which they at least maintain manufacturing control. Such prod-
                               ucts have typically been developed at some cost in time and
                               money by these companies; that cost must be identified and
                               reflected in their planning, along with the expected fruits of that
                               effort in terms of new research advances, technological break-
                               throughs, new products developed and brought to market, and
                               so on. For these companies, a research and development sec-
                               tion of the operating plan is essential in order to ensure
                               resources are allocated to these activities and to clearly set
                               forth the expected results from use of those resources.
                                   Their plans might identify the new products that they intend
                               to bring to market during the coming year, based on projected
                               outcomes of development efforts. For a drug company, for
                               example, results might simply include a key drug moving from
                               basic testing to first clinical trials. While the company is still
                               years away from marketing a new product, it can still plan for
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