(4)Do you want to get ahead in life? Climb the ladder to personal success? The secret, master networker Keith Ferrazzi claims, is in reaching out to other people. As Ferrazzi discovered early in life, what distinguishes highly successful people from everyone else is the way they use the power of relationships--so that everyone wins. In "Never Eat Alone," Ferrazzi lays out the specific steps--and inner mindset--he uses to reach out to connect with the thousands of colleagues, friends, and associates on his Rolodex, people he has helped and who have helped him. The son of a small-town steelworker and a cleaning lady, Ferrazzi first used his remarkable ability to connect with others to pave the way to a scholarship at Yale, a Harvard MBA, and several top executive posts. Not yet out of his thirties, he developed a network of relationships that stretched from Washington's corridors of power to Hollywood's A-list, leading to him being named one of Crain's 40 Under 40 and selected as a Global Leader for Tomorrow by the Davos World Economic Forum. Ferrazzi's form of connecting to the world around him is based on generosity, helping friends connect with other friends. Ferrazzi distinguishes genuine relationship-building from the crude, desperate glad-handling usually associated with "networking." He then distills his system of reaching out to people into practical, proven principles. Among them: Don't keep score: It's never simply about getting what you want. It's about getting what you want and making sure that the people who are important to you get what they want, too. "Ping" constantly: The Ins and Outs of reaching out to those in your circle of contacts all the time--not just when you need something. Never eat alone: The dynamics of status are the same whether you're working at a corporation or attending a society event-- "invisibility" is a fate worse than failure. In the course of the book, Ferrazzi outlines the timeless strategies shared by the world's most connected i
An exploration of the issues facing international business managers today. International Management explores the dynamic global environment of business management by exploring the political, legal, technological, competitive, and cultural factors that shape corporations worldwide. The seventh edition contains current research, events, and global developments while exposing readers to the recent trends that are affecting international business managers in today's hypercompetitive global environment.
(3)Getting Everything You Can Out of All You've Got is a revolutionary new strategic business and marketing handbook. The author is Jay Abraham, the young Californian whose meteoric rise to the ranks of the super-rich has led business leaders around the world to wonder, what's his secret? The book is a collection of today's most successful business growth ideas that will enable everyone to identify the hidden assets, overlooked opportunities and untapped resources that will guarantee phenomenal growth for their business. Packed with case histories, examples and groundbreaking ideas, Getting Everything You Can Out of All You've Got will revolutionise your business - whatever its size. Includes today's top strategies for growth; Shows you how to adapt profit-orientated practices to suit your own business; Includes personal and career advice to help you get everything you can out of life; Brings together the most powerful, effective, timely and state of the art ideas; Written by Jay Abraham, the world-famous direct marketing phenomenon.
(6)Here is the bestselling guide that created a new game plan for marketing in high-tech industries. "Crossing the Chasm" has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. It's essential reading for anyone with a stake in the world's most exciting marketplace.
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(1) What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation--new ways of mobilizing talent, allocating resources, and formulating strategies. Through history, management innovation has enabled companies to cross new performance thresholds and build enduring advantages. In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century--centered on control and efficiency--no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management. Hamel explains how to turn your company into a serial management innovator, revealing:
(3)Over the last fifteen years, professional communications have changed drastically. Presentations are the primary way we communicate. There is a proliferation of presentation software in the workplace, but there are no documented best-practices for how to communicate optimally in this ubiquitous medium. There has never been a gold standard collection of best practices for telling the visual story until now. Whether you're a CEO, senior manager or educator, you create presentations that have incredibly high stakes. Stock value, sales revenue, career promotions and behavior changes are all influenced by presentations daily. Those of us who want to get ahead have had a few guides that teach us how to create 'sticky' verbal messages and make a successful delivery. But what about the slides themselves? Are they art or science, or both?If you 're tired of stagnating in your career or getting marginal feedback when you present to pivotal audiences, this book will change your approach, process and expectations for developing visual aides. It will make the difference between a good presentation and a great one. The personality of the book is smart and informative. It would be like the merging of an informative Strunk and White's "Elements of Style" with a spunky Anne Lamott - but it happens to all be in living color. Useful, yet with doses of reality sprinkled in. It will be referenced enough to be kept permanently on a desk as an essential guide yet profound enough to spark viral intrigue. For the first time, we have translated much of the design language into laymen 's terms.
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New, ship fast, delivered in 5 days No PO Box.
(2)One small idea can ignite a revolution just as a single matchstick can start a fire. One such idea - putting employees first and customers second - sparked a revolution at HCL Technologies, the IT services giant. In this candid and personal account, Vineet Nayar - HCLT's celebrated CEO - recounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside down by making management accountable to the employees, and not the other way around. By doing so, Nayar fired the imagination of both employees and customers and set HCLT on a journey of transformation that has made it one of the fastest-growing and profitable global IT services companies and according to "BusinessWeek", one of the twenty most influential companies in the world. Chapter by chapter, Nayar recounts the exciting journey of how he and his team implemented the employee first philosophy by: creating a sense of urgency by enabling the employees to see the truth of the company's current state as well as feel the 'romance' of its possible future state; creating a culture of trust by pushing the envelope of transparency in communication and information sharing; inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone; and unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of 'change' to the employee in the value zone. Refreshingly honest and practical, this book offers valuable insights for managers seeking to realize their aspirations to grow faster and become self-propelled engines of change.
Five new chapters, numerous additions to existing chapters, and an expanded collection of questions and exercises make this Second Edition an essential part of everyone's library. Between defining swaps on its first page and presenting a case study on its last, Neftci's introduction to financial engineering shows readers how to create financial assets in static and dynamic environments. Poised among intuition, actual events, and financial mathematics, this book can be used to solve problems in risk management, taxation, regulation, and above all, pricing. The Second Edition presents 5 new chapters on structured product engineering, credit markets and instruments, and principle protection techniques, among other topics. Additions, clarifications, and illustrations throughout the volume show these instruments at work instead of explaining how they should act. The solutions manual enhances the text by presenting additional cases and solutions to exercises.
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(7)The Challenge "Built to Last, " the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was
