Business, Finance & Law Books

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Book SynopsisA New York Times bestselling author and a successful life coach provide a proven, step-by-step guide to create a life plan, equipping readers to live with intention, direction, and passion in every area of life.

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Book SynopsisHold anyone accountable. Master performance discussions. Get RESULTS.Broken promises, missed deadlines, poor behavior--they don't just make others' lives miserable; they can sap up to 50 percent of organizational performance and account for the vast majority of divorces. Crucial Accountability offers the tools for improving relationships in the workplace and in life and for resolving all these problems--permanently.PRAISE FOR CRUCIAL ACCOUNTABILITY:"Revolutionary ideas ... opportunities for breakthrough ..." -- Stephen R. Covey, author of The 7 Habits of Highly Effective People"Unleash the true potential of a relationship or organization and move it to the next level." -- Ken Blanchard, coauthor of The One Minute Manager"The most recommended and most effective resource in my library." -- Stacey Allerton Firth, Vice President, Human Resources, Ford of Canada"Brilliant strategies for those diffTable of ContentsForeword Preface Acknowledgments Introduction: What Is Crucial Accountability? And Who Cares? Part One: Work on Me FirstWhat to Do Before an Accountability Confrontation Chapter 1: Choose What and If How to Know What Conversation to Hold and If You Should Hold ItChapter 2: Master My Stories How to Get Your Head Right Before Opening Your Mouth Part Two: Create SafetyWhat to Do During an Accountability Conversation Chapter 3: Describe the GapHow to Start an Accountability Conversation Chapter 4: Make It MotivatingHow to Help Others Want to Take Action Chapter 5: Make It EasyHow to Make Keeping Commitments (Almost) Painless Chapter 6: Stay Focused and FlexibleWhat to Do When Others Get Sidetracked,Scream, or Sulk Part Three: Move to ActionWhat to Do After an Accountability Conversation Chapter 7: Agree on a Plan and Follow UpHow to Gain Commitment and Move to Action Chapter 8: Put It All TogetherHow to Solve Big, Sticky, Complicated Problems Chapter 9: The 12 “Yeah-Buts”How to Deal with the Truly Tough Appendix A: Where Do You Stand?A Self-Assessment for Measuring Your Accountability Conversation Skills Appendix B: Six-Source Diagnostic QuestionsThe Six-Source Model Appendix C: When Things Go Right Appendix D: Discussion Questions for Reading Groups Notes Index

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Book SynopsisIn his highly anticipated follow up to the bestselling Getting to Yes: Negotiation Agreement Without Giving, Harvard University's world renowned negotiation expert William Ury provides the definitive guide to attaining success at work and at home.Drawing upon decades of experience in some of the world's most challenging conflict areas from million-dollar corporate mergers to high profile Middle Eastern struggles Ury highlights a previously unexamined issue which affects us all, personally and professionally: the biggest obstacle to achieving what we want comes from our own self-destructive actions.In his brilliant new book, Ury outlines practical strategies for dealing with the inner conflicts that hinder our successes. From tactics for dealing with an untrustworthy work colleague, to methods for handling a divorce conversation, and coming out on top, Getting to Yes with Yourself outlines universal techniques for success in seven compelling chapters.Fresh and insightful, Getting to Y

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Book SynopsisThe most authoritative, complete, and critical guide to corporate governance. Written by the ''father of corporate governance'', this book provides an authoritative analysis of the laws, reports, and regulations governing corporate organizations around the world. Key features - Expert insight: Provides an authoritative analysis by one of the world''s leading corporate governance scholars.- Global case studies: Numerous international case studies and case vignettes illustrate corporate governance in real-world organizations such as Alibaba Group (China), Volkswagen (Germany), Australian Securities Exchange (Australia), Yukos Oil Company (Russia), and AstraZeneca (United Kingdom / Sweden).- Cultural perspectives: A dedicated chapter on ''Corporate governance around the world'' provides a comparative perspective of governance practices in regions such as North Africa, the Middle East, and Asia, highlighting cultural impacts.- Interactive e-book: Delivers an immersive learning experience and extra learning support through self-assessment activities and multimedia content.- Structured learning: A clear three-part framework logically introduces the theories, policies, and practical applications of the subject.New to this edition- Practitioner insights: Video interviews with practitioners embedded in the e-book provide engaging, real-world perspectives on corporate governance.- Career advice: Career advice videos offer practical tips and insights from industry practitioners to help students think ahead to their future career paths and professional aspirations.- ''Dialogue Scenarios'': Based on the author''s real-life experiences, these scenarios illustrate how directors tackle governance challenges and highlight the importance of human behaviour inside and outside the boardroom, expanding students'' grasp of the subject beyond legal practices and economic theories.- A new definition of corporate governance focuses on its essence rather than simply what is done, subsequently inviting students to undertake a deeper exploration of trust, power, and accountability.Digital formats and resourcesCorporate Governance is available for students and institutions to purchase in a variety of formats (including as part of Business Trove online), and is supported by extensive digital resources.The e-book offers a mobile experience and convenient access, with learning resources embedded and hyperlinked throughout to offer self-assessment activities and extra support: www.oxfordtextbooks.co.uk/ebooksThe student resources, accessible via the e-book, include:- Practitioner videos- Career advice videos- Multiple-choice questions- Flashcard glossary- Answer guidance to self-test questions- Notes on the case studies- Additional resources- Links to corporate governance codes around the world- Introductory note from the author (students)The book''s teaching resources, accessible online for adopting lecturers, include:- PowerPoint Slides- Group exercises- Teaching notes for case studies- Teahing notes for projects and exercises- Introductory note from the author (instructors)

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Book SynopsisWhether you re thinking about starting a new business or growing an existing one, Ready, Fire, Aim has what you need to succeed in your entrepreneurial endeavors.Table of ContentsForeword xi Acknowledgments xiii About the Author xv PART ONE Being All That You Can Be 1 INTRODUCTION The Very Best Job in the World 3 CHAPTER 1 Getting to the Next Level 13 CHAPTER 2 Why Employee Size Matters: A Different Way of Measuring the Four Stages 23 CHAPTER 3 Becoming a Five-Star Business Genius 31 PART TWO Stage One: Infancy 41 CHAPTER 4 The Supremacy of Selling 43 CHAPTER 5 Your Optimum Selling Strategy and the Four Fundamental Secrets of Selling Your First Product 67 CHAPTER 6 Mastering the Copy Side of Selling 91 CHAPTER 7 Secondary—Yet Important—Priorities for Stage One Businesses 109 CHAPTER 8 A Quick Review of the Problems, Challenges, and Opportunities Faced by the Stage One Entrepreneur 121 PART THREE Stage Two: Childhood 129 CHAPTER 9 From $1 Million to $10 Million and Beyond: How to Break through the One-Product-Company Syndrome 131 CHAPTER 10 Innovation—the Key to Second-Stage Growth 147 CHAPTER 11 Speed: Putting Ready, Fire, Aim into Your Business 167 CHAPTER 12 Getting Ready 181 CHAPTER 13 What Are You Waiting For? Start Firing Already! 195 CHAPTER 14 Aiming the Product 205 CHAPTER 15 Aiming the Marketing, Part 1: A Quick Crash Course 219 CHAPTER 16 Aiming the Marketing, Part 2: Understanding the Buying Frenzy 239 CHAPTER 17 Ready, Fire, Aim in Action 259 CHAPTER 18 A Quick Review of the Problems, Challenges, and Opportunities Faced by the Stage Two Entrepreneur 271 PART FOUR Stage Three: Adolescence 279 CHAPTER 19 Making the Stage Three Transformation 281 CHAPTER 20 Changing into a Corporate Leader 295 CHAPTER 21 Filling Your Stage Three Business with Stars and Superstars 307 CHAPTER 22 Bottlenecks, Bureaucracy, and Politics 321 CHAPTER 23 A Quick Review of the Problems, Challenges, and Opportunities Faced by the Stage Three Entrepreneur 333 PART FIVE Stage Four: Adulthood 339 CHAPTER 24 The Last Big Change 341 CHAPTER 25 Acting as Your Company's Main Investor 349 Afterword 357 Notes 361 Index 365

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Book SynopsisThe fall of Enron was much more than a business scandal. Not only did the events of October 2001 have a more damaging effect on the markets than 9/11 but, like Watergate, it was an event that sent shivers throughout the whole world. This is an in-depth investigation of the fall of Enron.Trade Review...the most comprehensive picture yet of how the company went off the rails. The sheer accumulation of detail makes it possible for the first time to understand how Enron got away with its blend of hubris and incompetence for so long. . . This is more than a business story. It is also about what can happen to any institution when weak and complacent leadership allows itself to be swept along by strong vested interests and the mood of the times. * Richartd Lambert, ex editor of Financial Times and member of the Bank of England's Monetary Policy Committee *

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Book SynopsisA timely update to the book on using the Market Profile method to trade Emerging over twenty years ago, Market Profile analysis continues to realize a strong following among active traders.Table of ContentsPreface xiii Acknowledgments xvii Chapter 1 Introduction 1 Chapter 2 Novice 7 Laying the Foundation 9 The Auction 9 Organizing the Day 10 Challenging the Rules 15 The Role of the Marketplace 16 Going with the Crowd 17 Introduction to Day Timeframe Structure 19 Normal Day 19 Dynamics 19 Structural Characteristics 21 Normal Variation of a Normal Day 21 Dynamics 21 Structural Characteristics 23 Trend Day 23 Dynamics 23 Structural Characteristics 23 Double-Distribution Trend Day 25 Dynamics 25 Structural Characteristics 25 Nontrend Day 27 Dynamics 27 Structural Characteristics 27 Neutral Day 27 Dynamics 27 Structural Characteristics 28 Day Type Summary 31 Chapter 3 Advanced Beginner 33 Building the Framework 34 The Big Picture: Market Structure, Trading Logic, and Time 34 A Synthesis: Structure, Time, and Logic 35 Ease of Learning 36 Amount of Information 36 Recognition Speed 37 Trade Location 37 Confidence Level 37 Summary 38 Evaluating Other Timeframe Control 38 Other Timeframe Control on the Extremes 40 Tails (or Extremes) 40 Range Extension 40 Other Timeframe Control in the Body of the Profile 40 TPO 41 Initiative versus Responsive Activity 45 Trending versus Bracketed Markets 49 Key Elements—A Brief Discussion 51 Trending Markets 54 Bracketed Markets 54 The Two Big Questions 56 Chapter 4 Competent 59 Doing the Trade 59 Section I 60 Day Timeframe Trading 60 Day Timeframe Directional Conviction 61 Opening Call 61 The Open 62 The Open as a Gauge of Market Conviction 63 Open-Drive 63 Open-Test-Drive 65 Open-Rejection-Reverse 68 Open-Auction 69 Open-Auction in Range 70 Open-Auction out of Range 71 Summary 73 Opening’s Relationship to Previous Day—Estimating Daily Range Potential 74 Open within Value—Acceptance 75 Rejection (Breakout) 79 Open outside of Value but within Range—Acceptance 80 Rejection (Breakout) 83 Open outside of Range—Acceptance 84 Rejection 85 Summary 85 April 13,1989 86 Crude Oil 87 S&P 500 87 Gold 90 Japanese Yen 92 Soybeans 92 Treasury Bonds 92 Summary 95 Day Timeframe Auction Rotations 96 Two-Timeframe Markets 97 One-Timeframe Markets 97 Using Auction Rotations to Evaluate Other Timeframe Control 97 Structure 99 Half-Hour Auctions 100 Extremes 100 Range Extension 101 Time 101 Identifying Timeframe Transition 102 December Swiss Franc, October 12, 1987 103 Y to E: One-Timeframe Buying 104 E: Time 104 Y to F: Auction Test 104 G: Transition Confirmation 104 E to H: One-Timeframe Selling 105 H: Auction Test 105 I: Transition Confirmation 105 H-J: One-Timeframe Buying 105 Summary 105 Auction Failures 105 Excess 110 Signs of Excess 111 The Rotation Factor 112 Monitoring the POC or Fairest Price 115 9:30 a.m. Figure 4.30 116 10:00 a.m. Figure 4.31 118 10:30 a.m. Figure 4.32 119 Noon Figure 4.33 119 2:00 p.m. Figure 4.34 119 The Close 120 Day Timeframe Visualization and Pattern Recognition 122 Short-Covering Rallies 123 Long-Liquidation Breaks 127 Summary of Short Covering and Long Liquidation 128 Ledges 129 Summary 130 High- and Low-Volume Areas 131 High-Volume Areas 131 Identifying High-Volume Levels 132 High-Volume Examples 134 Low-Volume Areas 138 Low-Volume Examples 140 Summary 144 Summary—Day Timeframe Trading 145 Section II 145 Long-Term Trading 145 Long-Term Directional Conviction 146 Attempted Direction: Which Way is the Market Trying to Go? 146 Auction Rotations 147 Range Extension 147 Long-Term Excess 150 Island Days 152 Long-Term Tails 152 Gaps 155 Summary 155 Buying/Selling Composite Days 155 Summary 157 Directional Performance: is the Market Doing a Good Job in its Attempts to Get There? 157 Volume 158 Evaluating Changes in Volume 158 Volume as a Measure of Directional Performance 158 Value-Area Placement 159 Evaluating Directional Performance through Combined Volume and Value-Area Placement 160 Value-Area Width 169 Summary: Long-Term Activity Record 171 Long-Term Auction Rotations 183 Brackets 183 Trade Location in a Bracketed Market 188 Rule 1: Monitor Market Direction and Location within the Current Bracket 189 Rule 2: Markets Generally Test the Bracket Extreme More Than Once 190 Rule 3: Markets Fluctuate within Bracketed Regions 190 Rule 4: Monitor Activity Near the Bracket Extremes for Acceptance/Rejection 192 Transition: Bracket to Trend 192 Trends 193 Trade Location in a Trending Market 193 Monitoring Trends for Continuation 196 Transition: Trend to Bracket 197 Detailed Analysis of a Developing Market 201 Bracket Reference Points 201 Region A (Figure 4.87) 203 Region B (Figure 4.88) 205 Region C (Figure 4.89) 207 Region D (Figure 4.90) 208 Long-Term Auction Failures 210 Long-Term Short Covering and Long Liquidation 214 Applications 224 Corrective Action 225 The Function of Corrective Action 226 Summary 228 Long-Term Profiles 228 Using Long-Term Profiles 229 The Long-Term Profile in Action 229 Region A (Figures 4.98 and 4.99) 231 Region B (Figures 4.100 and 4.101) 235 Summary 238 Special Situations 238 3 to I Days 239 Neutral-Extreme Days 241 The Value-Area Rule 244 Summary 246 Spikes 247 Acceptance versus Rejection 247 Openings within the Spike 247 Openings outside the Spike 249 Bullish Openings 249 Bearish Openings 252 Spike Reference Points 252 Balance-Area Breakouts 252 Gaps 260 Day Timeframe Significance of Gaps 260 Summary 265 Markets to Stay Out Of 265 Nontrend Days 266 Nonconviction Days 266 Long-Term Nontrend Markets 267 News-Influenced Markets 269 Summary 269 News 269 Summary 274 Beyond the Competent Trader 275 Chapter 5 Proficient 277 Self-Understanding: Becoming a Successful Trader 279 Self-Observation 281 The Whole-Brained Trader 282 The Left Hemisphere 283 The Right Hemisphere 283 Combining the Two Hemispheres 283 Strategy 284 A Business Strategy 285 Capital 285 Location 286 Timing 286 Information 287 Know Your Competition 287 Know Yourself 288 Consistent, Daily Execution 288 Inventory 288 Risk 289 Goals 290 Record Keeping and Performance 290 Dedication 290 Applications 291 Summary 292 Chapter 6 The Expert Trader 295 Chapter 7 Experience 297 Set Aside Your Expectations 297 Mind over Markets in Profile 298 Market-Understanding and Self-Understanding 300 Perfect Practice Makes Perfect 300 Blinded by Price 300 Be Prepared 301 Perspective 302 Overnight Inventory 305 Gaps Can Be Gold 307 Gaining an Edge 308 The Fairest Price Revealed 309 Thinking Statistically 311 The Trader’s Dilemma 311 The Most Important Omission from the First Printing in 1990 312 Emotional Markets 313 A Landscape View of the Market 314 Personal Evolution 315 Hierarchy of Information 316 Timeframe Control—Who is Dominating the Current Session? 317 Markets are Visual 318 Destination Trades 319 The Opening 319 Trends 320 Daily Perspective 322 Cognitive Dissonance 322 Imagination 325 False Certainty 326 Anomalies 326 Market Logic 328 We are All Day Traders 329 Appendix 1 Value-Area Calculation 331 Volume Value-Area Calculation 331 TPO Value-Area Calculation 332 Appendix II TPO versus Volume Profiles 335 Single Price Level Distortions 336 End of Day Total Volume versus Ongoing Volume throughout the Day 337 Anomalies 337 Too Focused on Volume 339 Conclusion 339 Suggested Readings 341 About the Authors 343 Index 345

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Book SynopsisWe are all aware of the extreme hunger and poverty that afflict the world''s poor. We hear the facts, see the images on television, buy the T-shirt and are moved as individuals and governments to dig deep into our pockets. Yet what happens to all this aid? Why after 50 years and $2.3 trillion are there still children dying for lack of twelve cents medicine? Why are there so many people still living on less than $1 a day without clean water, food, sanitation, shelter, education or medicine?In The White Man''s Burden William Easterly, acclaimed author and former economist at the World Bank, addresses these twin tragedies head on. While recognising the energy and compassion behind the campaign to make poverty history he argues urgently and powerfully that grand plans and good intentions are a part of the problem not the solution. Giving aid is not enough, we must ensure that it reaches the people who need it most and the only way to make this happens is through accountability and by learning from past experiences. Without claiming to have all the answers, William Easterly chastises the complacent and patronising attitude of the West that attempts to impose solutions from above. In this book, which is by turns angry, moving, irreverent but always rigorous, he calls on each and everyone of us to take responsibility, whether donors, aid workers or ordinary citizens, so that more aid reaches the people it is supposed to help, the mother who cannot feed her children, the little girl who has to collect firewood rather than go to school, the father who cannot work because he has been crippled by war.Trade ReviewCompelling reading...Easterly's book is an important one, and the arguments he raises cannot and should not be ignored. * London Book Review.com *Table of ContentsWHY PLANNERS CANNOT BRING PROSPERITY; ACTING OUT THE BURDEN; THE WHITE MAN'S ARMY; THE FUTURE

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Book SynopsisJohn Bogle is a revolutionary pioneer of championing better funds at lower costs to investors. This Second Edition is updated to fully reflect structural and regulatory changes in the industry since he published his first edition of Common Sense on Mutual Funds.Trade Review"As founder of the giant mutual fund company, Vanguard Group, Bogle writes what he knows: how to steer one’s way through mutual funds and the numbing variety of investment alternatives available today. His is a clear and readable style, and Bogle helps make still somewhat-arcane terms such as quantitative investing understandable."(SmartMoney.com) "Common Sense on Mutual Funds," by John Bogle, inventor of the retail index fund and founder of the Vanguard Group. It’s the best book ever on fund investing, just updated for new investors. The case for indexing is rock solid, as you’ll see here. It’s the only strategy that works, long term." —Jane’s Book Club, http://janebryantquinn.com "Never before [have] I seen a book that so openly and successfully juxtaposed that which was said against that which actually happened over the period of a decade. . . As a long-time believer in low cost indexing, I didn’t think I’d learn much from this book. I was wrong! Reading this book offers investors a glimpse of the perspective and lessons learned from recent years that were anything but normal. . . This book, of course, is even more valuable to those that aren’t a believer in indexing. It may be a hard read if you’re among those who still believe that 90 percent of investors can all be above average. Consider the effort well worth it because the common sense in this book may save your retirement. Reading this book might also help you realize, as I have, that common sense really is pretty uncommon." —Allan Roth, CBS Moneywatch.com "The definitive book on index fund investing. It explains why index fund investing is the best way — no, the only way — for people to invest their savings. . . [Bogle] does something few in the investing world would dare to do. He stands by what he said 10 years ago. The original text is presented unchanged. New data is added to reveal what happened over the past 10 years." —Scott Burns, The Austin American Statesman A worthwhile addition to one’s library, particularly as a reference publication. . . This . . revision of a book written ten years ago . . . with the original text still present in the book, and an analysis of the predictions that were made ten years ago. . . makes fascinating reading. The analysis of the predictions on their own makes the book worth a read, even if all one does is look at the coloured sections which contain the updated material.” (Australian Investors Association) “More Common Sense from Jack Bogle. Jack’s back and he’s unbowed. . . The tome holds up well after a decade. Bogle hasn’t altered a word of the original text, just added color coded data and text boxes to show where he was on or off the mark. Guess what? Jack doesn’t offer many mea culpas. . . The book is still essential reading for investors. Whether you think indexing is the best way to investor not, it’s filled with simple, powerful advice that can help stack the odds of long-term financial success in your favor. Reading it then helped shape me as an investor and analyst. Here are the most important lessons (besides the obvious one: that indexing works) that I’ve drawn from the pages of both editions, as well as a couple of points where I, and many of my colleagues, dare to differ from St. Jack.” (Morningstar)Table of ContentsForeword for the 10th Anniversary Edition ix Foreword for the Original Edition xiii Preface to the 10th Anniversary Edition xv Preface to the Original Edition xix Acknowledgments for the 10th Anniversary Edition xxvii Acknowledgments for the Original Edition xxix About the Author xxxi Part I: On Investment Strategy 1 Chapter 1 On Long-Term Investing 3 Chance and the Garden Chapter 2 On the Nature of Returns 45 Occam’s Razor Chapter 3 On Asset Allocation 77 The Riddle of Performance Attribution Chapter 4 On Simplicity 109 How to Come Down to Where You Ought to Be Part II: On Investment Choices 143 Chapter 5 On Indexing 145 The Triumph of Experience over Hope Chapter 6 On Equity Styles 191 Tick-Tack-Toe Chapter 7 On Bonds 217 Treadmill to Oblivion? Chapter 8 On Global Investing 251 Acres of Diamonds Chapter 9 On Selecting Superior Funds 277 The Search for the Holy Grail Part III: On Investment Performance 303 Chapter 10 On Reversion to the Mean 305 Sir Isaac Newton’s Revenge on Wall Street Chapter 11 On Investment Relativism 329 Happiness or Misery? Chapter 12 On Asset Size 347 Nothing Fails Like Success Chapter 13 On Taxes 373 The Message of the Parallax Chapter 14 On Time 401 The Fourth Dimension—Magic or Tyranny? Part IV: On Fund Management 423 Chapter 15 On Principles 425 Important Principles Must Be Inflexible Chapter 16 On Marketing 445 The Message Is the Medium Chapter 17 On Technology 465 To What Avail? Chapter 18 On Directors 483 Serving Two Masters Chapter 19 On Structure 503 The Strategic Imperative Part V: On Spirit 533 Chapter 20 On Entrepreneurship 535 The Joy of Creating Chapter 21 On Leadership 549 A Sense of Purpose Chapter 22 On Human Beings 567 Clients and Crew Afterword 585 Appendix I Some Thoughts about the Current Stock Market as 2010 Begins 591 Appendix II Some Thoughts about the Current Stock Market as 1999 Begins 599 Notes 607 Index 613

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Book SynopsisBusiness Development: A Market-Oriented Perspective is designed to help enable market-oriented business developer to conceive, craft, and execute a superior business plan.Table of ContentsPreface Chapter 1. Introduction and Default Positions Module 1. The Business Developer’s Mindset Chapter 2. Business Development Chapter 3. Market Orientation Chapter 4. Innovation, the Entrepreneur, and Entrepreneurial Orientation Chapter 5. Business Models and Business Plans Module 2. The Business Developer’s Toolbox Chapter 6. Strategy and Strategic Management Chapter 7. The Business Environment – value creation I Chapter 8. Resources and Organization Design – value creation II Chapter 9. Value Appropriation and Property rights Module 3. Crafting and Executing the Business Plan Chapter 10. The Marketing Plan – marketing management and market research Chapter 11. The Organization Plan – organizational development and governance Chapter 12. The Finance Plan – financial statements, arrangements, and valuation Chapter 13. Connecting the Dots – executing the business plan Index

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Book Synopsis"Adam Smith continues to dazzle and sparkle! With the passage of time, Supermoney has, if anything, added to its power to inspire, arouse, provoke, motivate, inform, illuminate, entertain, and guide a whole new generation of readers, while marvelously reprising the global money show for earlier fans. " - David M.Table of ContentsForeword ix Preface xxvii I. Supermoney 1 1. Metaphysical Doubts, Very Short 3 2. Liquidity: Mr. Odd-Lot Robert Is Asked How He Feels 4 3. Supermoney, Where It Is: The Supercurrency 15 II. The Day the Music Almost Died 29 1. The Banks June 1970 31 2. The Brokers September 1970 50 III. The Pros 67 1. Nostalgia Time: The Great Buying Panic 69 2. An Unsuccessful Group Therapy Session for Fifteen Hundred Investment Professionals Starring the Avenging Angel 78 3. Cautionary Tales Remember These, O Brother, in Your New Hours of Triumph 95 4. How My Swiss Bank Blew $40 Million and Went Broke 110 5. Somebody Must Have Done Something Right: The Lessons of the Master 171 IV. Is the System Blown? 199 1. The Debased Language of Supercurrency 201 2. Co-opting Some of the Supercurrency 215 3. Beta, Or Speak to Me Softly in Algebra 223 Well, Watchman, What of the Night? Arthur Burns’s angst; Thirteen Ways of Looking at a Blackbird; Prince Valiant and the Protestant Ethic; Work and Its Discontents; Will General Motors Believe in Harmony? Will General Electric Believe in Beauty and Truth? Of the Greening and Blueing, and Cotton Mather and Vince Lombardi and the Growth of Magic; and What Is to Be Done on Monday Morning. 235 Some Notes 287 I. Table I: Sector Statements of Saving and Investment: Households, Personal Trusts, and Nonprofit Organizations 291 II. Table II: Funds Raised, Nonfinancial Sectors 293 III. Table III: The Runoff in Commercial Paper; Summer 1970 294 IV. Portfolio of the University of Rochester 295

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Book SynopsisWant to be an auditor and need to hone your investigating skills? This friendly guide gives you an easy-to-understand explanation of auditing - from gathering financial statements and accounting information to analyzing a client's financial position. It gives you what you need to ace an auditing course and begin a career today.Table of ContentsIntroduction 1 Part I: Getting an Auditing Initiation 7 Chapter 1: Taking Auditing into Account 9 Chapter 2: The Role of Auditing in Public Accounting 21 Chapter 3: Understanding Professional Standards and Ethics 33 Part II: Performing the Initial Auditing Steps 45 Chapter 4: Getting Engaged: Preparing to Conduct an Audit 47 Chapter 5: Assessing Audit Risk 67 Chapter 6: Collecting and Documenting Audit Evidence 91 Chapter 7: Auditing a Client’s Internal Controls 111 Chapter 8: Sampling the Records 133 Part III: Auditing How a Client Conducts Business 153 Chapter 9: The Revenue Process: Auditing How a Business Makes Money 155 Chapter 10: The Purchasing Process: Auditing How a Business Spends Money 181 Chapter 11: The Human Resources Process: Auditing Personnel Practices 201 Chapter 12: Inventory Management: Auditing How a Business Manages Its Products 219 Part IV: Focusing on a Client’s Finances 239 Chapter 13: Auditing Fixed and Intangible Assets 241 Chapter 14: Auditing Long-Term Liabilities and Stockholder Equity 261 Chapter 15: Auditing Cash and Investments 283 Part V: Completing the Audit 297 Chapter 16: Performing Final Due Diligence 299 Chapter 17: Wrapping It Up: Issuing the Report 313 Chapter 18: The Spectrum of Engagement Services 325 Part VI: The Part of Tens 339 Chapter 19: Ten Procedures to Obtain Audit Evidence 341 Chapter 20: Ten Tips to Stay Educated in Audit Procedures 345 Index 349

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Book SynopsisIn today''s world, it''s no longer enough to create great new products; rather companies now must create whole new categories that destroy old ones. Uber created a new personal transportation category and destroyed taxis and limos. Salesforce.com created a new category of cloud-base sales automation, dethroning the old CRM industry. Airbnb, Workday, Tesla and Netflix are all winning by creating entirely new business categories that destabilise old ones.The category is the new strategy.The conclusion: If you want to build a legendary company, you need to design and build a legendary category at the same time, and dominate it over time. Your company needs to be a Category King. And if you don''t design a Category King, you''re creating a failure. Drawing on examples from within and beyond our own practice, PLAY BIGGER shows both entrepreneurs and established enterprises how to define, develop and rule a category over time.Trade ReviewI can't overstate how much these guys are the heaviest lead foot on any gas pedal in Silicon Valley. -- Peggy Burke, branding and design guru to Silicon Valley, founder of 1185 DesignEvery entrepreneur looking to alter the landscape and every CEO looking to reimagine their business can learn from this book. Play Bigger provides inspiration and a framework for building companies that transcend gravity. -- Marc Benioff, Chairman and CEO, SalesforcePlay Bigger is the new how-to guide for entrepreneurs and executives who want to build legendary, enduring companies. -- Jim Goetz, Partner, Sequoia CapitalBusiness leaders of the future need to create movements with passionate employees and fans that change the world's point of view, not just companies with employees that sell products. Play Bigger shows how category design is the roadmap for making this happen. -- Mike Maples, Funding Partner, FloodgateEvery entrepreneur who wants to take their game to the next level needs to read this book. Category design applies to sports governing bodies, event owners, national teams and even athletes. -- John Bertrand, Americas Cup winner, Olympic medalistCategory design is a principle that every successful entrepreneur has intuitively embraced. Now it is outlined here in Play Bigger for all business executives to learn and apply. An absolute must read for every person interested in the secret sauce found in Silicon Valley. -- Ann Miura-Ko, Lecturer, Stanford University and Co-founder Floodgate FundThe news is out, it is not start-ups that count but those that are first to global scale: Category Kings. The authors write intelligently and entertainingly about the scale-up process and how it can be systematised and engineered. This is an easy book to read on a very complex and important topic. The paranoid will be sure to read it first. And only they survive. -- John Taysom, an early investor in 17 public technology companies, co-founder of Privatar and a visiting professor at the University of CambridgeSmart, fast-paced and a thoroughly inspiring read. This book takes a fascinating look at how the most successful companies of today, the past and the future are creating and dominating entirely new categories. Every business leader interested in learning how to make it REALLY big must absolutely read this book. -- Nick Holzherr, CEO of Whisk.comSmart, fast-paced and a thoroughly inspiring read. This book takes a fascinating look at how the most successful companies of today, the past and the future are creating and dominating entirely new categories. Every business leader interested in learning how to make it REALLY big must absolutely read this book. -- Nick Holzherr, CEO of Whisk.com

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Book SynopsisAddresses the central dilemma established firms face: how to continue to harvest past success while driving the organization, its people and its processes, toward future growth and opportunities.Trade Review"A pragmatic framework to help mature enterprises escape the pull of their pasts and embrace the new reality of work." -- John Chen, CEO, Sybase

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Book SynopsisCost Management: A Strategic Emphasis, by Blocher/Juras/Smith is dedicated to answering the question: Why Cost Management? It answers this question by providing cost-management tools and techniques needed to support an organization''s competitiveness, improve its performance, and help the organization accomplish its strategy. The text is written to help students understand the broader role of cost accounting in helping an organization succeed - and not just the measurement of costs. While the text does include coverage of traditional costing topics (e.g., job-order costing, process costing, service-department cost allocations, and accounting for joint and by-products), its primary strength is the linkage of these topics, as well as more contemporary topics, to an organization''s strategy.  

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Book SynopsisManaging employees in todayâs rapidly evolving workplace can sometimes feel like negotiating a minefield. Such recent new trends as flextime, telecommting, 360-degree feedback, the flattening of hierarchies, and the increased use of temps and contract workers present tough new challenges for supervisors in every field. This timely, completely revised and updated edition of Ferdinand Fourniesâs classic management coaching "bible" shows you proven ways to get workers to perform at the highest level while eliminating the self-destructive kinds of behaviors that have become increasingly prevalent in recent years.In this book, youâll be taught specific face-to-face interventions you can use to enhance performance in every kind of workplace situation--from sales to creative brainstorming. There are also interventions uniquely suited to resolving problems ranging from low productivity to absenteeism to conflicts between individuals. Youâll learn precisely what to say and do so that each pTable of ContentsWhy Managers Fail as Coaches. So What Does All This Mean? Motivation--The Theories You Can and Can't Use. An Alternative to Psychoterapy. A Theory You Can Put to Practical Use. Avoiding the Communication Problem. A Practical Approach to Managing People in Business. The Magic of Feedback. Coaching Analysis. Coaching: The Face-to-Face Discussion. But What If It Doesn't Work? Coaching Cases. The Requirements for You to Be Successful in Eliminating Employees' Unsatisfactory Performance. Answers for Critical Questions and Problems.

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Book SynopsisA clear, engaging, evidence-based guide to monetizing data, for everyone from employee to board member.Most organizations view data monetization?converting data into money?too narrowly: as merely selling data sets. But data monetization is a core business activity for both commercial and noncommercial organizations, and, within organizations, it?s critical to have wide-ranging support for this pursuit. In Data Is Everybody?s Business, the authors offer a clear and engaging way for people across the entire organization to understand data monetization and make it happen. The authors identify three viable ways to convert data into money?improving work with data, wrapping products with data, and selling information offerings?and explain when to pursue each and how to succeed.Key features of the book:?Grounded in twenty-eight years of academic research, including nine years of research at the MIT Sloan Center for Information Systems Research (MIT CISR)?Definitions of key terms, self-reflection questions, appealing graphics, and easy-to-use frameworks?Rich with detailed case studies?Supplemented by free MIT CISR website resources (cisr.mit.edu)Ideal for organizations engaged in data literacy training, data-driven transformation, or digital transformation, Data Is Everybody?s Business is the essential guide for helping everybody in the organization?not just the data specialists?understand, get excited about, and participate in data monetization.

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Book SynopsisAdam Morgan follows bestseller 'Eating the Big Fish' with a close up of the kind of person it takes to challenge established brands.Trade Review“… will appeal to anyone who bought Morgan’s last book, Eating the Big Fish, and is a natural follow-up…” (Publishing News, 19th March 2004) “An excellent read” (Marketer, September 2004) “…divides neatly into two sections…many examples and insights…” (Brand Strategy, November 2004) “…uses the analogy of being a pirate to demonstrate how challenger brands can be shaped by the people behind them…” (Campaign, 10th December 2004) "...fascinating book..." (Marketer, June 2006) "... individuals who know a little about marketing would do well to learn how to use Morgan’s branding insights...." (Chicago Tribune, June 2006) Table of ContentsDramatis Personae. The Relationship of This Book to Eating the Big Fish, and the Challenger Project. Introduction: Necessary Pirates. Part I: Behaviours that Stimulate Challenger Brand Cultures. 1. Outlooking: A Different Kind of Insight Seeking. 2. Pushing: A Different Kind of Approval. 3. Projecting: A Different Kind of Consistency. 4. Wrapping: A Different Kind of Communication. Part II: Personal Qualities that Foster an Internal Challenger Culture. 5. Denting: A Different Kind of Respect. 6. Binding: A Different Kind of Contract. 7. Leaning: A Different Kind of Commitment. 8. Refusing: A Different Kind of Passion. 9. Taking it Personally: A Different Kind of Professionalism. 10. Brand-centricity. Part III: How to Be a Pirate in the Navy, Without Getting Hanged. 11. Red Pill, Blue Pill: Learning from Success. 12. Why Brand-centred Subcultures Fail: Learning from Failure. 13. Biting the Other Generals: The Wider Benefits Successful Subcultures Bring. Part IV: Writing the Articles. 14. Writing the Articles in Our Own Organization. 15. That Difficult First Year: Emotional Preparation. Part V: The Future of Piracy. 16. Pirates, Privateers and the Emergence of the BSC. Postscript. Acknowledgements. Notes and Sources. Index.

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Book SynopsisHow to trade the markets by integrating Chaos Theory with market sentiment In the first edition of Trading Chaos, seasoned trader and psychologist Bill Williams detailed the potential of Chaos Theory-which seeks to make the unpredictable understandable-in trading and it revolutionized financial decision-making. The Second Edition of Trading Chaos is a cutting edge book that combines trading psychology and Chaos Theory and its particular effect on the markets. By examining both of these facets in relation to the current market, readers will have the best of all possible worlds when trading. Bill Williams, PhD, CTA (Solana Beach, CA), is President of Profitunity.com, a leader in the field of education for traders and investors. Justine Gregory-Williams (Solana Beach, CA) is President of the Profitunity Trading Group and a full-time trader.Table of ContentsPreface. Acknowledgements. Introduction. CHAPTER 1: The Market Is What You Think It Is. CHAPTER 2: Chaos Theory. CHAPTER 3: Defining Your Underlying Structure—and How That Affects Winning and Losing. CHAPTER 4: Gearing Up for Trading. CHAPTER 5: What Type of Trader Are You? CHAPTER 6: Super-Natural Trade/Vesting. CHAPTER 7: Navigating the Markets. CHAPTER 8: The Mighty Alligator. CHAPTER 9: The First Wise Man. CHAPTER 10: The Second Wise Man. CHAPTER 11: The Third Wise Man. CHAPTER 12: What Happens When the Wise Men Get Together? CHAPTER 13: How to Get Out of a Hole Once You Are In. EPILOGUE. APPENDIX 1: Checklists for Trade/Vesting in the Markets. APPENDIX 2: Frequently Asked Questions. APPENDIX 3: How to Control Your Mind While Trading. APPENDIX 4: Setting Up Investor’s Dream for Profitunity Signals. APPENDIX 5: Setting Up CQG. APPENDIX 6: Setting Up MetaStock Professional 8.0. APPENDIX 7: Setting Up TradeStation 2000i. Bibliography. Index.

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Book SynopsisUnknown to most modern-day investors and traders who cherish Reminiscences of a Stock Operator as one of the most important investment books ever written, the material first appeared in the 1920s as a series of articles and illustrations in the Saturday Evening Post.Table of ContentsForeword v Introduction vii I. The Biggest Plunger Wall Street Ever Saw: June 10, 1922 1 II. The Boy Trader Beats the Bucket Shops: June 17, 1922 23 III. I Was Dead Right—I Lost Every Cent I Had: July 1, 1922 45 IV. The Quarter Million Dollar Hunch: July 15, 1922 67 V. My Day of Days: August 12, 1922 89 VI. No Man Living Can Beat the Stock Market: Sept. 2, 1922 111 VII. Playing Another Man's Game: Sept. 16, 1922 133 VIII. $1 Million in Debt; $1 Million Repaid: Oct. 7, 1922 153 IX. Black Cats and Irresistible Impulses: Oct. 21, 1922 171 X. The Coffee Corner and the Price Fixing Committee: Dec. 16, 1922 193 XI. Why the Public Always Loses: May 19, 1923 217 XII. Kings, Paupers, and the Hazards of the Game: May 26, 1923 235 Publisher’s Postscript 255

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Book SynopsisA timeless classic from a pioneer in the field of leadership studies-the only book you need to read on becoming an effective leader. Warren Bennis (1925-2014) was a pioneer in leadership studies, a scholar who advised presidents and business executives alike on how to become successful leaders. On Becoming a Leader is his seminal work, exemplifying Bennis''s core belief that leaders are not born-they are made. In a world increasingly defined by turbulence and uncertainty, the call to leadership is more urgent than ever. Providing essential and timeless insights for generations of readers, On Becoming a Leader delves into the qualities that define leadership, the people who exemplify it, and the strategies that anyone can apply to achieve it. Dubbed the dean of leadership gurus by Forbes magazine, Bennis remains the final word in modern leadership. This seminal work is a must-read for anyone who aspires to leadership excellence.

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Book SynopsisThe Warren Buffett Way provided the first look into the strategies that the master uses to pick stocks. A New York Times bestseller, it is a valuable and practical primer on the principles behind the remarkable investment run of the famed oracle of Omaha.Table of ContentsFocus Investing. The High Priests of Modern Finance. The Superinvestors of Buffettville. A Better Way to Measure Performance. The Warren Buffett Way Tool Belt. The Mathematics of Investing. The Psychology of Investing. The Market as a Complex Adaptive System. Where Are the .400 Hitters? Appendices. Notes. Acknowledgments. Index.

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Book SynopsisAn all--time bestseller, Dolf de Roos's classic Real Estate Riches shows you how to find great deals and make great profits in the real estate market. You'll learn why real estate is such a reliable moneymaker and how to achieve the biggest return possible on your investment.Table of ContentsForeword vii Alex Rodriguez Praise for Real Estate Riches ix Acknowledgments xiii Preface: I Don’t Have a Job. Shame! xv Part One Why Is Property So Good? 1 Chapter 1 Four Magic Questions 3 Chapter 2 Conspiracy Theory 19 Chapter 3 A Taxing Issue 27 Chapter 4 Beating the Averages Easily 33 Chapter 5 Yes, But 63 Chapter 6 Summary: Why Invest in Real Estate? 69 Part Two Okay! Show Me How to Do It! 71 Chapter 7 The 100:10:3:1 Rule 73 Chapter 8 Finding Properties 81 Chapter 9 Analyzing Deals 101 Chapter 10 Negotiations and Submitting Offers 109 Chapter 11 Getting High on Opium (aka OPM) 119 Chapter 12 Massively Increase the Value of Your Properties (Without Spending Much Money) 129 Chapter 13 Managing Your Properties 137 Part Three Liftoff! 149 Chapter 14 Residential versus Commercial Property 151 Chapter 15 Government Interference 169 Chapter 16 The Eight Golden Rules of Property 173 Chapter 17 The World Is Your Oyster 181 Appendix: Other Books by Dolf de Roos 187 About the Author 189 Index 191

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Book SynopsisEvidence-Based Technical Analysis examines how you can apply the scientific method, and recently developed statistical tests, to determine the true effectiveness of technical trading signals. Throughout the book, expert David Aronson provides you with comprehensive coverage of this new methodology, which is specifically designed for evaluating the performance of rules/signals that are discovered by data mining.Trade Review"…his book is well written and contains a great deal of information that is of value…." (The Technical Analyst, May/June 2007)Table of ContentsAcknowledgments. About the Author. Introduction. PART I Methodological, Psychological, Philosophical, and Statistical Foundations. CHAPTER 1 Objective Rules and Their Evaluation. CHAPTER 2 The Illusory Validity of Subjective Technical Analysis. CHAPTER 3 The Scientific Method and Technical Analysis. CHAPTER 4 Statistical Analysis. CHAPTER 5 Hypothesis Tests and Confidence Intervals. CHAPTER 6 Data-Mining Bias: The Fool’s Gold of Objective TA. CHAPTER 7 Theories of Nonrandom Price Motion. PART II Case Study: Signal Rules for the S&P 500 Index. CHAPTER 8 Case Study of Rule Data Mining for the S&P 500. CHAPTER 9 Case Study Results and the Future of TA. APPENDIX Proof That Detrending Is Equivalent to Benchmarking Based on Position Bias. Notes. Index.

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Book SynopsisThe definitive book on adapting the classic work of Richard Wyckoff to today's markets Price and volume analysis is one of the most effective approaches to market analysis. It was pioneered by Richard Wyckoff, who worked on Wall Street during the golden age of technical analysis.Table of ContentsForeword xi Acknowledgments xiii Introduction 1 Chapter 1 Where to Find Trades 7 An Overview Chapter 2 Drawing Lines 11 Chapter 3 The Story of the Lines 27 Chapter 4 The Logic of Reading Bar Charts 47 Chapter 5 Springs 73 Chapter 6 Upthrusts 95 Chapter 7 Absorption 107 Chapter 8 Chart Studies 117 Chapter 9 Tape Reading Part I 127 Chapter 10 Tape Reading Part II 163 Chapter 11 Point & Figure and Renko 179 About the Author 199 Index 201

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Book SynopsisA practical guide to making more informed investment decisions Investors often buy or sell stocks too quickly. When you base your purchase decisions on isolated facts and don't take the time to thoroughly understand the businesses you are buying, stock-price swings and third-party opinion can lead to costly investment mistakes.Table of ContentsPreface xi Acknowledgments xix Chapter 1 How to Generate Investment Ideas 1 How Investment Opportunities Are Created 1 How to Filter Your Investment Ideas 14 Using a Spreadsheet to Track Potential and Existing Holdings 19 Chapter 2 Understanding the Business—The Basics 21 1. Do I want to spend a lot of time learning about this business? 22 2. How would you evaluate this business if you were to become its CEO? 23 3. Can you describe how the business operates, in your own words? 26 4. How does the business make money? 28 5. How has the business evolved over time? 29 6. In what foreign markets does the business operate, and what are the risks of operating in these countries? 30 Chapter 3 Understanding the Business—from the Customer Perspective 39 7. Who is the core customer of the business? 41 8. Is the customer base concentrated or diversified? 42 9. Is it easy or difficult to convince customers to buy the products or services? 43 10. What is the customer retention rate for the business? 44 11. What are the signs a business is customer oriented? 46 12. What pain does the business alleviate for the customer? 49 13. To What degree is the customer dependent on the products or services from the business? 49 14. If the business disappeared tomorrow, what impact would this have on the customer base? 50 Chapter 4 Evaluating the Strengths and Weaknesses of a Business and Industry 53 15. Does the business have a sustainable competitive advantage and what is its source? 54 16. Does the business possess the ability to raise prices without losing customers? 68 17. Does the business operate in a good or bad industry? 73 18. How has the industry evolved over time? 77 19. What is the competitive landscape, and how intense is the competition? 79 20. What type of relationship does the business have with its suppliers? 89 Chapter 5 Measuring the Operating and Financial Health of the Business 97 21. What are the fundamentals of the business? 98 22. What are the operating metrics of the business that you need to monitor? 100 23. What are the key risks the business faces? 105 24. How does inflation affect the business? 111 25. Is the business’s balance sheet strong or weak? 113 26. What is the return on invested capital for the business? 123 Chapter 6 Evaluating the Distribution of Earnings (Cash Flows) 137 27. Are the accounting standards that management uses conservative or liberal? 138 28. Does the business generate revenues that are recurring or from one-off transactions? 146 29. To what degree is the business cyclical, countercyclical, or recession-resistant? 148 30. To what degree does operating leverage impact the earnings of the business? 152 31. How does working capital impact the cash flows of the business? 162 32. Does the business have high or low capital-expenditure requirements? 167 Chapter 7 Assessing the Quality of Management—Background and Classification: Who Are They? 173 33. What type of manager is leading the company? 176 34. What are the effects on the business of bringing in outside management? 180 35. Is the manager a lion or a hyena? 183 36. How did the manager rise to lead the business? 186 37. How are senior managers compensated, and how did they gain their ownership interest? 192 38. Have the managers been buying or selling the stock? 202 Chapter 8 Assessing the Quality of Management—Competence: How Management Operates the Business 209 39. Does the CEO manage the business to benefit all stakeholders? 210 40. Does the management team improve its operations day-to-day or does it use a strategic plan to conduct its business? 213 41. Do the CEO and CFO issue guidance regarding earnings? 219 42. Is the business managed in a centralized or decentralized way? 222 43. Does management value its employees? 225 44. Does the management team know how to hire well? 239 45. Does the management team focus on cutting unnecessary costs? 247 46. Are the CEO and CFO disciplined in making capital allocation decisions? 248 47. Do the CEO and CFO buy back stock opportunistically? 250 Chapter 9 Assessing the Quality of Management—Positive and Negative Traits 255 48. Does the CEO love the money or the business? 256 49. Can you identify a moment of integrity for the manager? 264 50. Are managers clear and consistent in their communications and actions with stakeholders? 268 51. Does management think independently and remain unswayed by what others in their industry are doing? 275 52. Is the CEO self-promoting? 276 Chapter 10 Evaluating Growth Opportunities 281 53. Does the business grow through mergers and acquisitions, or does it grow organically? 281 54. What is the management team’s motivation to grow the business? 282 55. Has historical growth been profitable and will it continue? 283 56. What are the future growth prospects for the business? 284 57. Is the management team growing the business too quickly or at a steady pace? 296 Chapter 11 Evaluating Mergers & Acquisitions 305 58. How does management make M&A decisions? 305 59. Have past acquisitions been successful? 310 Appendix A Building a Human Intelligence Network 323 Evaluating Information Sources 324 How to Locate Human Sources 324 How to Contact Human Sources—and Get the Information You Want 328 Create a Database of Your Interviews for Future Reference 329 Appendix B How to Interview the Management Team 331 Ask Open-Ended Questions 332 Be Aware of the Danger of Face-to-Face Assessments of Managers 333 Appendix C Your Investment Checklist 335 Notes 339 About the Author 351 Index 353

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Book SynopsisFrom the "Father of Candlesticks"--penetrating new Japanese techniques for forecasting and tracking market prices and improving market timing Steve Nison has done it again.Table of ContentsCANDLES. The Basics. The Patterns. Candles and the Overall Technical Picture. THE DISPARITY INDEX AND NEW PRICE CHARTS. How the Japanese Use Moving Averages. Three-Line Break Charts. Renko Charts. Kagi Charts. Practice Session for the Kagi Chart. Conclusion. Glossary. Bibliography. Index.

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Book SynopsisThe corporation is one of the most important and remarkable institutions in the world. It affects all our lives continuously. It feeds, entertains, houses and, employs us. It generates vast amounts of revenue for those who own it and it invests a substantial proportion of the wealth that we possess. But the corporation is also the cause of immense problems and suffering, a source of poverty and pollution, and its failures are increasing. How is the corporation failing us? Why is it happening? What should we do to restore trust in it? While governments are subject to repeated questioning and scrutiny, the corporation receives relatively little attention. Firm Commitment provides a lucid and insightful account of the role of the corporation in modern society and explains why its problems are growing. It gives a fresh perspective on the crises in financial markets, developing countries, and the environment. Based on decades of analysis and research, it describes a new approach to thinkingTrade Review[A] splendid book. * Martin Wolf Financial Times *A constructive critique of the commercial corporation and ultimately an ambiguous agenda for change. Worthy of wide readership because it is also a carefully weighed historical reflection, and thus unlike the majority of books published in this genre. * Oxford Today Vol. 25 No. 2 *A provocative book ... Mayer's critique of the modern corporation will resonate with millions who sense that something serious has gone amiss. * Bloomberg News *There is no shortage of reflections on the market failure in the West. [But this is] not just another fashionable tome on the topic. Rather, it is a solemn contemplation of the roots of corporations' defects. You can sense the seriousness of his thoughts in every line. * China Daily *A smart new book. * The Atlantic *An important book. It provides an impressive explanation of the state of things and a blueprint for converting the corporation into a 21st century organisation that could perhaps be trusted to promote the interests of economies and societies everywhere. * New Zealand Management *Mayer makes his case clearly and passionately. * Financial Times Summer Books Guide *An outspoken book ... This is not a theoretical debate but one of urgent importance for economies around the world. * GRC-Daily (Governance, Risk Management and Compliance) *The combination of theory and its commercial application comes through in this thoughtful study of the corporation. The analysis is quality. * Neil Hedges, Management Today *Blunt ... thoughtful ... thought-provoking * Eric Krell, Business Finance Magazine *Lays out a plan for a radical rethink of the purpose of the corporation. * CSRwire.com *Lucid analysis * John Lloyd, Financial Times *Corporate governance is manifestly in crisis: in this lucid and truly important book Colin Mayer explains why. Not only should you read this book, so should governments. * Paul Collier, author of 'The Bottom Billion' *An impassioned and important plea for a reorientation of values in the modern corporation, offered by one of the world's leading scholars of corporate finance, ownership, and control. * Henry Hansmann, Oscar M. Ruebhausen Professor of Law, Yale Law School *Companies and wealth generation, as Professor Colin Mayer argues in his important book, are about co-creation, sharing risk and long-term trust relationships. * Will Hutton, The Observer *One lesson of the financial crisis is that the corporation which is a purely financial entity is a financial failure. Colin Mayer makes an important contribution to the rethinking of the nature of modern capitalism. * John Kay, Chairman, Kay Review of Equity Markets and Long Term Decision Making *Modern theory on incentives, ownership and control of large publicly-traded corporations is broken. In Firm Commitment, Colin Mayer makes a huge and thoughtful contribution to fixing the broken theory. I heartily endorse his prescriptions - values, trustees and time-based shares - which are at the same time practical and break-through. Anyone interested in the future of democratic capitalism should read this book. * Roger Martin, Dean of the Rotman School of Management at University of Toronto *Original and provocative, Colin Mayer's ideas on reforming the corporation deserve very serious attention. * John Roberts, Stanford Graduate School of Business and author of 'The Modern Firm' *Table of ContentsPART I: HOW THE CORPORATION IS FAILING US; PART II: WHY IT IS HAPPENING; PART III: WHAT WE SHOULD DO ABOUT IT; APPENDIX: REFERENCES AND FURTHER READINGS

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Book SynopsisThe easy way to get a grip on International Reporting Standards IFRS For Dummies is your complete introduction to IFRS and international accounting and balancing standards. Combining all the facts needed to understand this complex subject with useful examples, this easy-to-read guide will have you on top of IFRS in no time.Trade ReviewThe book is the latest addition to the publisher s For Dummies series, which aims to simplify complicated topics for readers. (Manchester Evening News, 10th May 2012)Table of ContentsIntroduction 1 Part I: Concepts and Basic Standards 7 Chapter 1: Introducing IFRS 9 Chapter 2: Getting to Grips with Some Basic IFRS 27 Chapter 3: Taking the Plunge: Adopting IFRS for the First Time 51 Part II: Looking at the Key Components of Financial Statements 69 Chapter 4: Accounting for Assets 71 Chapter 5: Looking at Assets You Don’t See Every Day 95 Chapter 6: Accounting for Liabilities 117 Chapter 7: Examining Liabilities You Don’t See Every Day 141 Chapter 8: Accounting for Revenue 161 Chapter 9: Accounting for Equity 179 Part III: Consolidating and Investing 201 Chapter 10: Getting Your Head Around the Basics of Consolidation 203 Chapter 11: Getting to Grips with More Complex Consolidation Issues 217 Chapter 12: Tackling Associates 239 Chapter 13: Juggling Joint Ventures 257 Part IV: Disclosing Information in the Financial Statements 269 Chapter 14: Reporting Related Parties 271 Chapter 15: Skilfully Segmenting Information 289 Chapter 16: Easing into Earnings per Share 303 Part V: The Part of Tens 321 Chapter 17: Ten Pitfalls to Avoid 323 Chapter 18: Ten Disclosure Requirements Under IFRS 333 Chapter 19: Ten Future Developments in IFRS 343 Part VI: Appendixes 349 Appendix A: Sources of Guidance 351 Appendix B: IFRS for SMEs 357 Appendix C: Glossary 361 Index 365

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Book SynopsisUse data, technology, and inbound selling to build a remarkable team and accelerate sales The Sales Acceleration Formula provides a scalable, predictable approach to growing revenue and building a winning sales team.Table of ContentsForeword Neil Rackham ix Acknowledgments xiii Introduction xv Part I The Sales Hiring Formula 1 Chapter 1 Uncovering the Characteristics of a Successful Salesperson 3 Chapter 2 Five Traits Great Salespeople Have and How to Interview for Them 11 Coachability 12 Curiosity 16 Prior Success 19 Intelligence 20 Work Ethic 21 Chapter 3 Finding Top-Performing Salespeople 25 Build a Recruiting Agency within Your Company 26 Find Quality Passive Sales Candidates on LinkedIn 28 Find Quality Passive Sales Candidates through Your Team: The “Forced Referral” 33 Understand the Sales Talent Pool in Your Area 33 Chapter 4 The Ideal First Sales Hire 37 Part II The Sales Training Formula 45 Chapter 5 Setting up a Predictable Sales Training Program 47 Defining the Three Elements of the Sales Methodology: The Buyer Journey, Sales Process, and Qualifying Matrix 50 Create a Training Curriculum around the Sales Methodology 53 Adding Predictability to the Sales Training Formula 54 Constant Iteration on the Sales Process 57 Chapter 6 Manufacturing Helpful Salespeople Your Buyers Trust 59 Train Your Salespeople to Experience the Day-to-Day Job of Potential Customers 60 Enable Your Salespeople to Build Their Personal Brand with Potential Customers Using Social Media 62 Part III The Sales Management Formula 67 Chapter 7 Metrics-Driven Sales Coaching 69 Implementing a Coaching Culture throughout the Organization 71 Creating the Coaching Plan Together with the Salesperson 72 Examples of Metrics-Driven Skill Diagnosis and Coaching Plans 74 “Peeling Back the Onion” 79 Measure the Coaching Success 80 Chapter 8 Motivation through Sales Compensation Plans and Contests 83 Criteria to Evaluate a New Commission Plan 88 Involve the Sales Team in Compensation Plan Design 89 Promotion Tiers: Removing the Subjectivity from Promotions and Compensation Adjustments 90 Using Sales Contests to Motivate the Team 93 The Best Contest I Ever Ran 95 Chapter 9 Developing Sales Leaders—Advantages of a “Promote from Within” Culture 97 Prerequisites for Leadership Consideration 102 From the Classroom to the Real World 103 Common Potholes from New Sales Managers 104 Part IV The Demand Generation Formula 109 Chapter 10 Flip the Demand Generation Formula—Get Buyers to Find You 111 How Can Your Business Rank at the Top of Google? 113 This Does Not Happen Overnight 115 Create a Content Production Process 116 Complement Content Production with Social Media Participation 121 Long-Tail Theory 123 Chapter 11 Converting Inbound Interest into Revenue 127 Marketing’s Role in Converting Interest into Revenue 128 Sales’ Role in Converting Interest into Revenue 137 Chapter 12 Aligning Sales and Marketing—The SMarketing SLA 149 The Marketing Service Level Agreement (SLA) 151 The Sales Service Level Agreement (SLA) 154 Part V Technology and Experimentation 161 Chapter 13 Technology to Sell Better, Faster 163 Accelerate Lead Sourcing with Technology 165 Accelerate Sales Prospecting with Technology 167 Accelerate Lead Engagement with Technology 170 Automated Reporting with Technology 171 Chapter 14 Running Successful Sales Experiments 175 Generating Ideas for Experiments 176 Best Practices of Experiment Execution 178 Chapter 15 HubSpot’s Most Successful Sales Experiments 183 The HubSpot Value Added Reseller (VAR) Program 183 GPCT 186 Chapter 16 Conclusion: Where Do We Go from Here? 191 Index 195

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Book SynopsisHow to get past the crisis and make the market work for you again The last decade has left people terrified of even the safest investment opportunities. This fear is not helping would-be investors who could be making money if they had a solid plan.Table of ContentsIntroduction: A Wake-Up Call xiii Foreword xxiiiCole Wilcox Foreword xxxiiiCullen O. Roche Chapter One Stick to Your Knitting 1Gary Davis, Jack Forrest, and Rick Slaughter Chapter Two Someone’s Gotta Lose for You to Win 21David Druz Chapter Three No Guts, No Glory 37Paul Mulvaney Chapter Four In a Land Far, Far Away from Wall Street 53Kevin Bruce Chapter Five Think Like a Poker Player and Play the Odds 65Larry Hite Chapter Six Stand Up, Dust Yourself Off, and Keep Going 83David Harding Chapter Seven Throw Away the Fundamentals and Stick to Your Charts 103Bernard Drury Chapter Eight Study Hard and Get an A+ 117Justin Vandergrift Chapter Nine You Can’t Know Everything 131Eric Crittenden and Cole Wilcox Chapter Ten Make It Work Across All Markets 147Michael Clarke Chapter Eleven Stay in the Moment of Right Now 163Charles Faulkner Chapter Twelve Sing the Whipsaw Song 181Appendix A: Getting Technical: What is Capitalism Distribution? 187 Appendix B: Fund Performance Data 193 Glossary of Key Terms 201 Author Disclaimer 207 Acknowledgments 209

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Book SynopsisGrowing a small business requires more than just sales Business Development For Dummies helps maximise the growth of small- or medium-sized businesses, with a step-by-step model for business development designed specifically for B2B or B2C service firms.Table of ContentsIntroduction 1 About This Book 1 Foolish Assumptions 2 Icons Used in This Book 3 Beyond the Book 4 Where to Go from Here 4 Part I: Getting Started with Business Development 5 Chapter 1: Introducing Business Development for Services Firms 7 Answering the Question: So What Is Business Development Anyway? 7 Recognizing that business is a serious business 8 Understanding how business development differs from selling 9 Breaking business development into bite-sized chunks 11 Placing the Customer Experience Center Stage 12 Deconstructing the customer lifecycle 13 Mapping business development to the customer lifecycle 14 Making Business Development Manageable in a Small Business 14 Dealing with overwhelm 14 Anticipating growth and its impact on your business 15 Taking stock of where you are 16 Chapter 2: Finding Damaging Gaps in Your Business Development 19 Spotting Patchy Business Development 20 Recognizing the tell-tale signs of weak business development 20 Looking for the obvious and the not-so-obvious problems 21 Thinking like your customers 23 Understanding Business Development Challenges for Services Firms 25 Identifying value in a services firm 25 ‘You’re the top!’ The owner-led sale 26 Being proactive rather than reactive 27 Taking Stock of Where You Are 30 What you’re not doing – and being okay with it 30 It’s a numbers game: How’s your firm really doing? 32 Chapter 3: Diving Inside Your Customer’s Head 33 Uncovering Your Customers’ Real Needs 34 Understanding what customers need today and whether they know it 36 Staying current with your customers’ needs 37 Powering Growth Using Your Customer’s Viewpoint 39 Focusing on your customer: Why you should care 39 Mapping your customer’s journey 42 Tailoring your solution to your customer’s need (not vice versa) 46 Using influence to get the outcome you want 48 Chapter 4: Using the Lifecycle to Your Advantage 51 Clarifying Precisely What You’re Selling — and How 52 Being in control 52 Keeping your offer fresh 55 Investing to stay up-to-date 58 Creating the customer experience 59 Considering the Pre-Sales Stage 62 Selling without looking like you’re selling 62 Dating the customer: EDUCATE stage 62 Courting and proposing: PRESENT and PROPOSE stages 65 Confronting reality: CONTRACT stage 66 Handling the After-the-Sale Process 67 Moving from ‘Yes’ to ‘Done’: DELIVER stage 67 Wrapping up delivery: COMPLETE and EVALUATE stages 68 Part II: Planning for Business Development 71 Chapter 5: Getting Ready for Business Development 73 Developing an Offer that Sells 73 Ensuring that you’re giving the market what it needs 75 Making your specialty really valuable 78 Assessing your competition 80 Accepting that the grass isn’t always greener 81 Developing focus – or it’s all over 83 ‘Really? You do that?’ Articulating your offer 83 Presenting Your Offer 84 Finding your customer 84 ‘Tell me what you want, what you really, really want’ 85 Who drives the customer? Engaging effectively 87 Getting to the sale 88 Building your contract process 89 Continuing Your Great Work beyond the Sale 89 Understanding the importance of relationships 89 Completing the work 91 Learning from Your Customers 92 Gathering intelligence: The importance of data 93 Evaluating your offer 94 Chapter 6: Building Your Business Development Plan 97 Planning for Business Development Success 98 Winging business development doesn’t work 98 Knowing where you’re going 99 Creating Your Winning Plan 100 Choosing where to start planning 101 Working on metrics 108 Components of your plan: Creating the blueprint 110 Monitoring progress 113 Chapter 7: Putting Your Plan into Action 115 Checking Your Plan before Lift-off 116 Setting milestones, tactics and metrics 116 Identifying initial tasks 121 Calling on helpers 122 Determining your investment 125 Lift-Off! Launching Your Plan 125 Communicating your plan internally 126 Enrolling ‘friends’ 127 Making use of friendly feedback 128 Getting the team going 130 Considering a few final thoughts as the plan takes off 131 Managing Risk while Implementing Your Plan 132 Thinking the unthinkable: What can possibly go wrong? 132 Dealing with large challenges 133 Part III: Making the Most of Marketing 135 Chapter 8: Appreciating the Benefits of Marketing for Your Business 137 Working Together in Harmony: Marketing and Sales 138 Enjoying the perfect relationship (not!): Marketing and sales 139 Making your marketing sales-oriented 140 Setting Out Your Stall: Marketing for Services Firms 144 Selecting the best marketing techniques for you 145 Energizing your team 146 Using your network 148 Forming partnerships and alliances 149 Understanding technology and the online dimension 150 Finding some quick wins in marketing 152 Deciding whether Your Firm Needs Branding 154 Understanding the importance of brands 154 Identifying yourself with a brand 155 Marketing your brand 155 Chapter 9: Driving Sales Success with Effective Marketing 157 Revving up the Marketing Engine 158 Appreciating the differences between sales and marketing 159 Ensuring that marketing drives results 160 Tuning up the marketing engine 162 Carrying out the hard work of marketing 165 Setting Accountabilities between Sales and Marketing 166 What am I striving for? Establishing the goal 167 ‘How will I know that marketing is achieving its goals?’ Measuring marketing 168 Ensuring that Marketing Generates Interest 170 ‘Hey, we’re over here!’ Getting attention 170 ‘Over to you!’ Timing lead handover correctly 172 Chapter 10: Creating Your Marketing Plan 175 Preparing To Market Your Business 175 Defining your plan 176 Researching marketing opportunities 177 Choosing your channels 179 Brainstorming your tactics 182 Putting Marketing into Practice 186 Creating your marketing programs 186 Creating your marketing calendar 192 Creating and managing collateral and content 194 Making the Most of Your Resources 196 Breaking the plan down to decide on resources 196 Satisfying marketing’s appetite: Who does the marketing? 197 Making marketing accountable 198 Chapter 11: Automating Marketing – More Leads with Less Effort 199 Introducing the Automated Demand Generation Game 200 Understanding the buyer’s journey 201 Providing insights for your prospective customers 202 Attracting an audience 202 Asking whether Demand Generation Is Right for You 203 Deciding when to consider automated demand generation 203 Gathering the required resources 205 Adding Automation to Your Marketing Armory 206 Choosing your infrastructure tools 207 Building your database 210 Designing demand generation programs 212 Testing and evaluating your programs 216 Making the phone ring 218 Chapter 12: Forming a Winning Team: Marketing and Sales Cohesion 221 ‘We Can Work It Out’: Sales and Marketing Join Forces 221 Reassessing roles as your business grows 222 Laying out the connections between marketing and sales 223 Setting common goals and targets 225 ‘Come On, Come On, Let’s Stick Together!’ Marketing and Sales Can Collaborate 227 Clearing up misunderstandings that threaten unified business development 228 Acting to support unified business development 230 Helping marketing and sales to get on 231 Part IV: Seeing What Sales Can Do for You 235 Chapter 13: Becoming the Leader of the (Sales) Pack 237 Appreciating the Importance of Sales Leadership 238 Getting clear what your business sells 238 Establishing a sales process 240 Tooling up for sales 246 Setting goals and metrics 248 Building and Leading Your Sales Dream Team 249 Creating your pack of sales maestros 250 Using people outside the pack 251 Enrolling people to execute your sales strategy 251 Delving Deeper into Leading the Sales Process 253 ‘Put that it your pipe and smoke it!’ Managing a sales pipeline 253 Working your sales process 255 Engaging in collaborative selling 259 Avoiding knee-jerk reactions to problems 259 Taking the right action at the right time 261 Chapter 14: Taking the Lead: Selling Under Control 265 Okay, You’re In! Qualifying Leads into Prospects 266 Getting your interactions right with customers 266 Handling leads, whatever the source 267 Determining who to sell to 269 Gathering the tools to help qualifying 269 Taking the meeting 270 Gating prospects through your sales pipeline 273 Pitching Your Services to Customers 274 What prospects want: Understanding customer mentality 275 Limbering up to pitch 279 Writing good proposals 280 ‘Let’s dance’: Pitching on the day 282 The inquest: Assessing how the pitch went 284 Chapter 15: Closing the Sale to Your Satisfaction 285 ‘Signed, Sealed, Delivered’: Closing the Deal 285 Picking your way through negotiation 286 Getting to the real ‘yes’ without begging 286 Contracting for a win-win 287 ‘This Much I Know’: Managing the Transition from Sales to Delivery 290 Staying on the team 291 Passing on all you know 291 Backing out gracefully 293 Re-engaging with the customer 293 ‘Say Hello, Wave Goodbye’: Finishing Up the Sale 294 Tidying up: Capture everything 294 Learning from experience: Win/loss reviews 295 Recognizing the value of evaluation 295 Part V: Managing Your Customers for Business Success 297 Chapter 16: Generating Success from the Customer Relationship 299 Back Off, He’s Mine! Remembering that the Customer Belongs to Everyone 300 Sharing the customer relationship 300 Collaborating for customer success 302 Creating a lifetime customer 307 Tell Me What I Mean To You: Securing Value from Your Customers 308 Understanding your value through the customer’s eyes 308 Asking for more 311 Turning the customer into an active advocate 313 Chapter 17: Joining Together to Maximize Business and Customer Value 315 You Know It Makes Sense: Seeing How Business Development Benefits All 316 Creating an organization in which everyone sells 316 Being a motivating business 318 Talking about team communication 319 Making the Most of Account Planning 322 Analyzing where your revenue will come from 323 Turning goals into reality 323 Deciding what to include in your account plan 324 Growing, Growing, Gone! Account Managers’ Role in Your Growth Plans 325 Showing account managers how to do business development 326 Thinking about monthly, quarterly and annual reviews 328 Bringing Delivery to the Feedback Party 329 Spreading delivery’s tentacles into the market 330 Gathering new ideas and best practices 330 Ensuring that sales learns from delivery 331 Making delivery feel valued 331 Chapter 18: Standing Tall To Get More Customers: Vertical Industries 333 ‘The Only Way Is Up!’ Understanding Why Verticals Matter 334 Working with verticals makes sense 335 Identifying your verticals: Is going vertical right for you? 336 Listening to what customers say about their vertical 338 Leveraging Your Knowledge for Vertical Success 340 Understanding similarities and differences between verticals 340 Breaking down your services experience from a vertical perspective 341 Finding gold in them there vertical hills 342 Checking whether you’re ready to go vertical 343 Designing and Executing Vertical Campaigns 343 Writing vertically based promotional materials 344 Getting your vertical message out there 344 Part VI: Making Influential Friends: Partnerships 345 Chapter 19: Seeking Partners for Mutual Benefit 347 Considering the Types of Partnership Available 348 Sticking to What You Do Best 349 Keeping to your set path 350 Going deep not wide 350 Traveling Alone or Partnering Up 352 ‘We belong together’: Finding reasons to partner – or not 352 ‘Picture this’: Considering your business with partners 354 ‘Service Firm WLTM Companion for Business Growth’: Finding Good Partners 355 Creating partnership goals 355 Getting your criteria together: Profiling ideal partners 357 Chapter 20: Pursuing Your Plans for a Successful Partnership 361 Locating Partnerships within Business Development 361 Partnering Up Effectively 362 Dating: Getting to know each other 362 Testing the cultural fit: What do you have in common? 364 Setting boundaries to stay realistic 367 Agreeing shared goals 368 Understanding why partnerships don’t work 369 Going to Market Together 370 Appointing a partner manager 370 Creating a unified go-to-market strategy 370 Defining roles and responsibilities 372 Tackling the question of who owns the customer 373 Wondering whether to white label or not 374 Coping with co-branding 374 Sharing the wealth 375 Part VII: The Part of Tens 377 Chapter 21: Ten Regular Actions that Benefit Your Business 379 Making Five Business Phone Calls 379 Calling Customers and Partners 380 Talking to Employees 380 Reading Some Blogs 380 Sending Out Three Value-Added Emails 380 Updating Your CRM/SFA 380 Making Five New Connections on LinkedIn 381 Tweeting Something 381 Reviewing How Your Day Went 381 Planning Tomorrow 381 Chapter 22: Ten Key Metrics to Watch 383 Knowing How Big Your Sales Pipeline Needs to Be 383 Maintaining the Right Number of Opportunities 383 Shortening Your Sales Cycle 384 Planning Projected Revenue 384 Producing the Right Number of New Leads 384 Assessing Planned versus Actual Revenue 384 Checking Profitability by Customer 385 Monitoring Cash Flow: Days Sales Outstanding 385 Keeping the Customer Happy with Satisfaction Scores 385 Minimizing Staff Attrition 385 Chapter 23: Ten Great Resources for Business Development 387 Discovering Online For Dummies Resources for Business Development 387 Signing up for Business Insider 387 Using the Business Training Institute 388 Improving with Influence Ecology 388 Casting a Wider Net with the American Marketing Association 388 Getting Better with the Sales Management Association 388 Blogging for Success: Sales Benchmark Index 388 Being In with the In-Crowd: LinkedIn Groups 389 Leading with Confidence: Vistage 389 Contacting the Author: RainMakers US 389 Index 391

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Book SynopsisThe fast and easy way to grasp cash flow management Cash Flow For Dummies offers small business owners, accountants, prospective entrepreneurs, and others responsible for cash management an informational manual to cash flow basics and proven success strategies.Table of ContentsIntroduction 1 Part I: Fitting Cash Flow into the Big Picture of Running a Business 7 Chapter 1: Getting in Sync with the Rhythm of Cash 9 Chapter 2: Why Accrual Accounting Is Essential 23 Chapter 3: The Big Three Financial Statements 37 Chapter 4: Getting a Grip on the Statement of Cash Flows 59 Part II: Using Financial Statements to Assess Cash Health 81 Chapter 5: Mining the Balance Sheet for Cash 83 Chapter 6: Digging Deeper into Cash Flow 113 Chapter 7: Understanding Liquidity versus Available Cash 131 Part III: Getting Intimate with Your Company's Cash Flow Needs 157 Chapter 8: Creating a Business Plan to Secure Cash 159 Chapter 9: Building Best-in-Class Projection Models to Manage Cash 173 Chapter 10: Identifying and Securing External Sources of Capital 193 Chapter 11: Knowing When to Use Debt to Finance Your Business 213 Part IV: Managing Your Business with Cash Flow in Mind 239 Chapter 12: Covering the Basics of Cash and Cash Activity 241 Chapter 13: Preventing Cash Losses from Embezzlement and Fraud 267 Chapter 14: Managing the Selling Cycle to Improve Cash Flows 281 Chapter 15: Managing the Disbursement Cycle to Improve Cash Flows 311 Part V: The Part of Tens 331 Chapter 16: Ten Keys to Managing Cash Flows in a Small Business 333 Chapter 17: Ten Tales of Cash-Flow Woes 341 Index 351

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Book SynopsisThe #1 New York Times bestseller that examines how people can champion new ideas in their careers and everyday life—and how leaders can fight groupthink, from the author of Think Again and co-author of Option B“Filled with fresh insights on a broad array of topics that are important to our personal and professional lives.”—The New York Times DealBook“Originals is one of the most important and captivating books I have ever read, full of surprising and powerful ideas. It will not only change the way you see the world; it might just change the way you live your life. And it could very well inspire you to change your world.” —Sheryl Sandberg, COO of Facebook and author of Lean InWith Give and Take, Adam Grant not only introduced a landmark new paradigm for success but also established himself as one of his genera

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Book SynopsisCreating a Workforce for Today and TomorrowA business lives, dies, and thrives on its talent. Whether it's W-2 employees, freelancers, gig workers, AI bots, or a mix of all of the above, every business has to get its workforce right if it wants to remain at the top of its industry. Any company with the right people with the right skills in the right place at the right time will have the ultimate edge over its competitors. And that means few areas deserve as much priority as workforce planning and talent management.In Talent Prophecy, Russell Klosk has broken down all the components behind a successful workforce planning model, as well as all the additional considerations behind implementation. Whether it's creating the conditions for the model's success within your company, building stakeholder support, or adjusting the model over time, Klosk has all the insights you need to see your company's predictive workforce powers improve.Using language and examples that everyone in HR, finance, operations, and the C-Suite can follow, Klosk relies on his decades of experience advising industry leaders across the Fortune 500 to bring clarity to the complexities of modeling and talent management.With Klosk's help, business leaders will not only be able to see the gaps in the skill sets of their current workforce but to prophecy their future needs for every strategy they might implement going forward.There's no reason to leave crucial decisions on talent to outdated systems or gut instinct. With Talent Prophecy, you can take your business to the top today and keep it there tomorrowin any industry and through any technological innovation.

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Book SynopsisThe largest, most luxurious ship in the world, wrecked on her maiden voyage after colliding with an iceberg mid-Atlantic, has become the stuff of legends. While everyone knows the new White Star liner was glamorous, full of millionaires when she sank, few appreciate just how luxurious she was. Even in Third Class, the accommodation was better than on First Class on many older ships. For the first time, Bruce Beveridge, Steve Hall, Scott Andrews and Daniel Klistorner look at the construction and exterior of the ship itself, and at her interior design and fittings. From cobalt blue Spode china and Elkington plate silverware in the à la carte restaurant to the design of the boilers and fixtures and fittings on board the world's most luxurious vessel, they tell the story of a liner built at the peak of the race between the British, French and Germans to build bigger and better ships.

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Book SynopsisBen Horowitz, a leading venture capitalist, modern management expert, and New York Times bestselling author combines lessons both from history and modern organisational practice with practical and often surprising advice to help us build cultures that can weather both good and bad times.

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Book SynopsisA study of the political nature and dynamics of Hezbollah in relation to the socio-economic and political context in Lebanon and in the wider regionTrade Review'Most appraisals of Hezbollah from a left-wing perspective have focused, often solely, on its role in the fight against the Israeli occupation of Lebanon, thus serving the party's own mythology. The merit of this iconoclastic book is that it endeavours to analyse Hezbollah from a historical materialist perspective' -- Gilbert Achcar, SOAS, University of London'An insightful and timely analysis of Hezbollah, situating the party within a fascinating account of the wider Lebanese political economy. An important contribution' -- Adam Hanieh, SOAS, University of London'Timely...[a] well-rounded and incisive discussion of the organisation's place in the contemporary global order' -- Muftah'Both an excellent introduction and fine analysis of Hezbollah as a political entity in Lebanon as well as a social movement ... Highly recommended' -- CHOICE'[An] excellent book ... [This] book is a must-read for those seeking to understand Middle Eastern politics. It provides much needed detail and historical context for understanding the rise of one of the most important political parties in the region' -- Marxist Left Review'Essential reading for anyone interested in gaining a more complete understanding of Hezbollah, or present day Lebanese politics' -- Perspectives on TerrorismTable of ContentsList of Tables Acknowledgements Introduction 1. Sectarianism and the Lebanese Political Economy: Hezbollah’s Origins 2. Hezbollah and the Political Economy of Lebanese Neoliberalism 3. Lebanese Class Structure under Neoliberalism 4. Hezbollah and Shi’a Civil Society 5. Hezbollah and the Lebanese Labor Movement 6. Hezbollah’s Military Apparatus 7. Hezbollah and Revolutionary Processes in the Middle East and North Africa Since 2011 Conclusion Appendix: Shi’a Fraction of the Bourgeoisie Notes References Index

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Book SynopsisFrom a renowned pioneer of the anti-globalization movement, a primer on working towards a localized world From disappearing livelihoods to financial instability, from climate chaos to an epidemic of depression, we face crises on a number of seemingly unrelated fronts. This well-referenced book traces the common roots of these problems in a globalized economy that is incompatible with life on a finite planet. But Local is Our Future does more than just describe the problem: it describes the policy shifts and grassroots steps – many of them already underway around the world – that can move us towards the local and, thereby, towards a better world.

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Book SynopsisTrade Review"Adaptive Action offers new ways to think about the limitations in traditional planning: it enables you to name and explore the uncertainty in your systems; it promotes shorter cycles of action and feedback, enabling you to respond to unexpected events and take corrective action more quickly."—Leadership Excellence"Adaptive Action does an excellent job of building on the theories and methods that underlie our current thinking about complexity. Eoyang and Holladay provide an introduction to practical tools that, before now, have not been gathered into one volume. They organize these resources in a way that takes the reader progressively deeper into the application of adaptive action and brings complexity into greater focus. This book demonstrates how a powerful, but simple framework can uncover deeper meanings and influence change."—Maya Townsend, Founder and Principal Consultant, Partnering Resources"Adaptive Action takes a giant leap forward. It moves us closer to understanding how complexity impacts us, our organizations, and society. Then, it reveals how we can be proactive in managing today and influencing tomorrow."—David W. Jamieson, University of St. Thomas and Past President, American Society for Training & Development"Staying a step ahead is very difficult, but Adaptive Action provides the tools and questions that every leader should ask at work and at home. Presenting a simple, flexible, and iterative approach that includes inquiry, discovery, shifts, and action, this book provides a blueprint for everyone looking to increase organizational capacity and creative thinking."—Cindy Elkins, Vice President, IT Americas at Genentech

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Book SynopsisYou have to talk with a colleague about a fraught situation, but you're worried that they'll yell, or blame you, or shut down. You fear your emotions could block you from a resolution. But you can communicate in a way that's constructive--not combative. Difficult Conversations walks you through: Uncovering the root cause of frictionMaintaining a positive mind-setUntangling the problem togetherAgreeing on a way forward Don't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives--from the most trusted source in business. Also available as an ebook.

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Book SynopsisOVER ONE MILLION COPIES SOLD #1 Wall Street Journal Bestseller 'Follow these precepts and you will revolutionize your life.' Steven Pressfield, author of The War of Art 'A book for the bedside of every future - and current - leader in the world.' - Robert Greene, author of The 48 Laws of Power The Obstacle is the Way has become a cult classic, beloved by men and women around the world who apply its wisdom to become more successful at whatever they do. The book's many fans include a former governor and movie star (Arnold Schwarzenegger), a hip hop icon (LL Cool J), an Irish tennis pro (James McGee), the World Number 1 golfer (Rory McIlroy) and the coaches and players of winning teams like English Rugby National Team, the New England Patriots, Seattle Seahawks and Chicago Cubs. The book draws its inspiration from stoicism, the ancient Greek philosophy of enduring pain or adversity with perseverance and resilience. Stoics focus on the things they can control, let go of everything else, and turn every new obstacle into an opportunity to get better, stronger, tougher. As Marcus Aurelius put it nearly 2000 years ago: 'The impediment to action advances action. What stands in the way becomes the way.' Ryan Holiday shows us how some of the most successful people in history-from John D. Rockefeller to Amelia Earhart to Ulysses S. Grant to Steve Jobs-have applied stoicism to overcome difficult or even impossible situations. Their embrace of these principles ultimately mattered more than their natural intelligence, talents, or luck. If you're feeling frustrated, demoralized, or stuck in a rut, this book can help you turn your problems into your biggest advantages. And along the way it will inspire you with dozens of true stories of the greats from every age and era.Trade ReviewFirst came Marcus Aurelius, then Frederick the Great . . . and now there's you. This surprising book shows you how to craft a life of wonder by embracing obstacles and challenges. -- Chris Guillebeau, author of The $100 StartupA book for the bedside of every future - and current - leader in the world. -- Robert Greene, author of The 48 Laws of Power and MasteryAn absolute must-read. A kind of user's manual for life, you will turn to it time and time again and learn to tear through any obstacle and resolve any conflict. -- Jimmy Soni, managing editor of Huffington Post, author of Rome's Last CitizenA very, very good book with lots of examples about people who had to overcome great obstacles to have success. -- Nick Saban, head football coach at the University of AlabamaThe best one I've read. Ryan Holiday is brilliant. If I had read The Obstacle Is the Way sooner, a few things might have been different. -- Rory McIlroy, 2x PGA ChampionFollow these precepts and you will revolutionize your life. Read this book! -- Steven Pressfield, author of The War of Art and Gates of FireMy life has been beset with obstacles. It takes practice (and pain) to surmount them and achieve success. Ryan's book is a how-to guide for just that. -- James Altucher, investor and author of Choose YourselfThe book on stoicism that's taking the NFL by storm. * Sports Illustrated *Ryan Holiday has written a brilliant and engaging book, well beyond his years. . . . It is invaluable. -- Honorable Frederic Block, Judge, U.S. District CourtEven though I was familiar with the basis for this book - the ancient philosophy of stoicism: overcoming obstacles through the practice of wisdom, courage, self-control, and mindfulness - it felt like a revelation when I read it. -- Allison K. Hill * Los Angeles Daily News *Ryan Holiday is part Machiavelli, part Ogilvy ... this whiz kid is the secret weapon you've never heard of. -- Tim Ferriss, author of The 4-Hour Work WeekIn this tight, engaging book, Ryan Holiday shines a bright, powerful light on the path to living and leading well. Read it, learn from it, and get cracking! -- Nancy F. Koehn, historian and leadership expert, Harvard Business SchoolTremendous! Go buy every book that Ryan Holiday has written. -- John Tesh, host of national radio show Intelligence for Your LifeVery powerful and interesting ... it's one I'm going to go over often. There's some great stuff in here. -- Joe Rogan

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Book SynopsisSOON TO BE A MAJOR MOTION PICTURE from director Ridley Scott, starring Lady Gaga and Adam DriverThe sensational true story of murder, madness, glamour, and greed that shook the Gucci dynasty, now fully updated with a new afterwordOn March 27, 1995, Maurizio Gucci, heir to the fabulous fashion dynasty, was slain by an unknown gunman as he approached his Milan office. In 1998, his ex-wife Patrizia Reggiani Martinelli--nicknamed The Black Widow by the press--was sentenced to 29 years in prison, for arranging his murder. Did Patrizia murder her ex-husband because his spending was wildly out of control? Did she do it because her glamorous ex was preparing to marry his mistress, Paola Franchi? Or is there a possibility she didn''t do it at all?The Gucci story is one of glitz, glamour, intrigue, the rise, near fall and subsequent resurgence of a fashion dynasty. Beautifully written, impeccably researched, andTrade Review“This gripping book about the empire and murder of Maurizio Gucci ... reveals the ugly truth behind fashion's most fabulous family.” — Glamour “A business book you will zip through like a novel. ... Forden has whipped up a mixture of family drama and high finance into a tasty and complex narrative.” — The Economist, "A Best Book of the Year" “Racy, fast-paced. … Reads like a movie script. … Hard to put down. ... Forden gets that famous Gucci bar-and-bit between her teeth —and gallops along.” — International Herald Tribune “A penetrating chronicle of the rise and fall of a family business. ... Even by the Borgia-like standards of the fashion industry, the operatic Guccis were special. Not content with the usual familial stew of love, jealousy and greed, they added tax evasion, bigamy and, yes, murder to the mix.” — Wall Street Journal "Riveting reading." — Cosmopolitan “A riveting account of the talent and creative chaos that built one of the world's great luxury-goods empires--and the egotism, bitter family conflict, and incompetence that nearly destroyed it." — Bloomberg "Fashion has never been so dramatic—and dangerous. The saga of three generations of the Gucci family opens with an execution-style murder in Milan and penetrates the world of one of the hottest fashion labels of our time. Fashion insider Sara Forden spins the tale of how a bunch of greedy, bickering Guccis lost control of the empire that made GG synonymous with loafers." — Teri Agins, author of The End of Fashion "Glamour, greed, sex, style, and very, very good leather goods -- what more can you ask for (besides a 30 percent discount)?" — Michael Gross, bestselling author of Model and 740 Park

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Book SynopsisChange is inevitable, and how we handle it determines a great deal of our success in life. Fortunately, 10 Steps to Successful Change Management can help you understand change and take proactive steps toward dealing with it. With this handy go-to resource as your guide, you can understand and evaluate change, and apply practical tools that will help you not only cope with the inevitable, but benefit from it.Do you look forward to change, or do you face it with a sense of impending doom?Change is inevitable, and how we handle it determines a great deal of our success in life. Yet many people dread change, viewing it as a threat to be overcome rather than an opportunity to learn and grow.Fortunately, 10 Steps to Successful Change Management can help you understand change and take proactive steps toward dealing with it—whether it comes from technology, organisational shifts, economic or global trends, or simply the passage of time. With this handy go-to resource as your guide, you can understand and evaluate change, and apply practical tools that will help you not only cope with the inevitable, but benefit from it.This book can serve as a step-by-step program for systematically building your change management strategy, or you can turn directly to whichever chapter will help solve the problem at hand today. Either way, you'll be provided with insights, case studies, tools, and techniques to put you ahead of the change curve. You'll learn how to:develop a change management team and create supportive alliancescommunicate your plans, take your vision from idea to action, and overcome challenges along the waymeasure your success, review lessons learned, and build a culture of constant improvement.With 10 Steps to Successful Change Management at your fingertips, you'll be prepared to understand what's happening, minimise the risk that goes with it, and take advantage of the opportunities that change can bring. Instead of dreading the possibility that changes will occur, you'll be assured of your ability to handle them—and to thrive and grow through the experience.

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