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The Business Book PDF

354 Pages·2014·39.76 MB·English
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THE BUSINESS BOOK THE BUSINESS BOOK London, new York, MeLbourne, Munich, and deLhi DK jAcKet designer First American edition, 2014 Laura Brim senior editor published in the United states by sam Atkinson jAcKet editor dK publishing Manisha Majithia 375 Hudson street project Art editor new York, new York 10014 jAcKet design Amy child deveLopMent MAnAger 11 12 13 14 15 10 9 8 7 6 5 4 3 2 1 editors sophia tampakopoulos 001 - 192364 - Feb/2014 scarlett o’Hara, Alison sturgeon copyright © 2014 Us editors iLLUstrAtions dorling Kindersley Limited Margaret parrish, jane perlmutter All rights reserved james graham pictUre reseArcHer Without limiting the rights under sumedha chopra copyright reserved above, no part of prodUcer, pre-prodUction this publication may be reproduced, MAnAging editor rebecca Fallowfield stored in or introduced into a retrieval esther ripley system, or transmitted, in any form, prodUcer or by any means (electronic, MAnAging Art editor gemma sharpe mechanical, photocopying, recording, Karen self or otherwise), without the prior written permission of both the copyright owner and the above publisher of this book. original styling by pUBLisHer sarah Larter stuDio8 Design published in great Britain by dorling Kindersley Limited. Art director phil ormerod A catalog record for this book is produced for dK by available from the Library of congress. AssociAte cobalt iD pUBLisHing director isBn: 978-1-4654-1585-1 Liz Wheeler Art editors darren Bland, paul reid printed and bound in china by pUBLisHing director Leo paper products Ltd jonathan Metcalf editors richard gilbert, diana Loxley, discover more at sarah tomley, Marek Walisiewicz www.dk.com 0U0S4_-000045-_0I0m5p_rIinmt.pinridndt. in d4d 4 2268//1111//22001133 1181::2006 contributors ian marcouse, consultant editor denry machin Ian Marcousé lectures in business and economics education at Denry Machin is an associate tutor at Keele University, UK, the Institute of Education in London. He has written a host of and is working at doctoral research on the application of business business text books for A-level and BTEC students, including thinking within education. He also works for Harrow International the popular A–Z Business Studies handbooks, and is the founder Management Services as projects manager, assisting in the and director of A–Z Business Training Ltd. development of Harrow School’s presence in Asia. He is the author of several business books, journals, and magazine articles. PhiliPPa anderson nigel watson Philippa Anderson is a communications consultant and business writer who has authored articles, magazine features, and books on Nigel Watson has taught business and economics for A-Level and numerous aspects of business, from market research to leadership. International Baccalaureate students for 25 years. He has authored She also provides communications consultancy for multinational and co-authored books and magazine articles in both subjects. firms, including 3M, Anglo American, and Coca-Cola. alexandra black Alexandra Black studied business communications before embarking on a writing career that led her to Japan and stints with financial newspaper group Nikkei Inc. and investment bank J. P. Morgan. She later worked for a direct marketing publisher in Sydney, Australia, before moving to Cambridge, UK. She writes on a range of subjects, from business to history and fashion. 0U0S4_-000045-_0I0m5p_rIinmt.pinridndt. in d5d 5 2268//1111//22001133 1181::2006 CONTENTS 10 INTRODUCTION 58 Without continuous growth and progress, success has no meaning START SMALL, The Greiner curve THINK BIG 62 If you believe in something, work nights STARTING AND GROWING 32 Be first or be better and weekends—it won’t THE BUSINESS Gaining an edge feel like work The weightless start-up 40 Put all your eggs in one 20 If you can dream it, basket, and then watch you can do it that basket LIGHTING THE FIRE Beating the odds at Managing risk start-up LEADERSHIP AND HUMAN 42 Luck is a dividend of RESOURCES 22 There’s a gap in the sweat. The more you market, but is there sweat, the luckier you get a market in the gap? Luck (and how to get lucky) Finding a profitable niche 68 Managers do things right, 43 Broaden your vision, and leaders do the right thing 24 You can learn all you maintain stability while Leading well need to know about the advancing forward competition’s operation Take the second step 70 None of us is as smart by looking in his as all of us garbage cans 44 Nothing great is The value of teams Study the competition created suddenly How fast to grow 72 Innovation must be 28 The secret of business is invasive and perpetual: to know something that 46 The role of the CEO is to everyone, everywhere, nobody else knows enable people to excel all of the time Stand out in the market From entrepreneur to leader Creativity and invention 48 Chains of habit are too 74 Dissent adds spice, light to be felt until spirit, and an they are too heavy to invigorating quality be broken Beware the yes-men Keep evolving business practice 76 No great manager or leader ever fell from 52 A corporation is a living heaven organism; it has to Gods of management continue to shed its skin Reinventing and adapting 78 A leader is one who 112 Management is a practice knows the way, goes the where art, science, and way, and shows the way craft meet Effective leadership Mintzberg’s management roles 80 Teamwork is the fuel that allows common 114 A camel is a horse people to attain designed by committee uncommon results Avoid groupthink Organizing teams and talent 132 Make the best quality 115 The art of thinking of goods at the lowest 86 Leaders allow great independently, together cost, paying the highest people to do the work The value of diversity wages possible they were born to do Your workers are your Make the most of your talent customers 88 The way forward may MAKING MONEY 138 Utilize OPM—Other not be to go forward People’s Money Thinking outside the box WORK Who bears the risk? MANAGING FINANCES 90 The more a person 146 Swim upstream. Go the can do, the more you other way. Ignore the can motivate them conventional wisdom Is money the motivator? 120 Do not let yourself be Ignoring the herd involved in a fraudulent 92 Be an enzyme—a catalyst business Play by the rules 150 Debt is the worst poverty for change Leverage and excess risk Changing the game 124 Executive officers must be free from avarice 152 Cash is king 100 The worst disease that Profit before perks Profit versus cash flow afflicts executives is egotism Hubris and nemesis 126 If wealth is placed where 154 Only when the tide goes it bears interest, it comes out do you discover who’s 104 Culture is the way in back to you redoubled been swimming naked which a group of people Investment and dividends Off-balance-sheet risk solves problems Organizational culture 128 Borrow short, lend long 155 Return on equity is a Making money from money financial goal that can 110 Emotional intelligence become an own goal is the intersection of 130 The interests of the Maximize return on equity heart and head shareholders are our own Develop emotional Accountability and 156 As the role of private intelligence governance equity has grown, so have the risks it poses The private equity model 158 Assign costs according to the resources consumed Activity-based costing 186 Synergy and other lies 218 If you don’t know Why takeovers disappoint where you are, a map won’t help 188 The Chinese word “crisis” The capability maturity is composed of two model characters: “danger” and “opportunity” 220 Chaos brings uneasiness, Crisis management but it also allows for creativity and growth 190 You can’t grow long-term Coping with chaos if you can’t eat short-term Balancing long- versus 222 Always do what is right. short-termism It will gratify half of mankind and astonish 192 Market Attractiveness, the other WORKING WITH Business Attractiveness Morality in business The MABA matrix A VISION 223 There is no such thing as 194 Only the paranoid survive a minor lapse in integrity STRATEGY AND Avoiding complacency Collusion OPERATIONS 202 To excel, tap into people’s 224 Make it easier to do capacity to learn the right thing and 164 Turn every disaster into The learning organization much harder to do the an opportunity wrong thing Learning from failure 208 The future of business is Creating an ethical culture selling less of more 166 If I had asked people what The long tail they wanted, they would have said faster horses 210 To be an optimist ... SUCCESSFUL Leading the market have a contingency SELLING plan for when all hell 170 The main thing to breaks loose MARKETING MANAGEMENT remember is, the main Contingency planning thing is the main thing Protect the core business 211 Plans are useless, but planning is indispensable 232 Marketing is far too 172 You don’t need a huge Scenario planning important to leave to the company, just a computer marketing department and a part-time person 212 The strongest The marketing model Small is beautiful competitive forces determine the profitability 234 Know the customer so 178 Don’t get caught in of an industry well that the product fits the middle Porter’s five forces them and sells itself Porter’s generic strategies Understanding the market 216 If you don’t have a 184 The essence of strategy competitive advantage, 242 Attention, Interest, is choosing what not to do don’t compete Desire, Action Good and bad strategy The value chain The AIDA model

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Packed with innovative graphics and simple explanations of business concepts, from managing risk and alternative business models to effective leadership and thinking outside the box, The Business Book covers every facet of business management. Big ideas make great business thinkers and leaders. From
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Most books are stored in the elastic cloud where traffic is expensive. For this reason, we have a limit on daily download.