Product Description
Winning the Service Game details an explicit set of rules by which organizations can meet customer expectations and needs as well as capitalize on customer competencies as a source of competitive advantage. Drawing on an extensive body of research, the authors reveal the important relationships across three tiers in any service organization--customers, front-line workers, and management--and demonstrate how management can ensure that all three tiers work in harmony to produce an environment where employees flourish and customers experience superior service.

Book Description
Marketing Channels: A Management View, a market leader, is known to provide a management focus and managerial framework to the field of marketing channels. Theory, research, and practice are covered thoroughly and blended into a discussion that stresses decision making implications. This new edition reflects global, socio-cultural, and technological changes that have taken place within the industry.

Amazon.com
Love him or loathe him, Mr. Microsoft is certainly an influential voice in the modern business world and The Road Ahead is definitely an important addition to any business library. Gates' description of the beginnings of the information age, while somewhat over-emphasizing his own contributions and downplaying those of his competitors, is nonetheless as clear and enlightening as any in print today. Likewise, his view of the digital future--from hardware to software and education to entertainment--should be read and studied by all who use technology in their business today or plan to use it on the road ahead.

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Open Sources: Voices from the Open Source Revolution is a fascinating look at the raging debate that is its namesake. Filled with writings from the central players--from Linux creator Linus Torvalds to Perl creator Larry Wall--the book convinces the reader of the overwhelming merits of freeing up the many iterations of software's source code.

The open-source movement has become a cause célèbre in light of the widespread adoption of Linux, Perl, and Apache as well as its corporate support from Netscape, IBM, and Oracle--and strongly felt opposition from Microsoft. Open Sources doesn't address why these Microsoft foes are throwing their weight behind the movement. Instead, it focuses on the history and philosophy of open-source software (previously referred to as freeware) as an argument for shaping the future of programming. Open Sources is much larger than just a fight with any one company. Instead, it is a revolutionary call to release software development from the vested interests that label new directions in software development as threatening.

This is not to say that opening the source code is an entirely egalitarian and communistic endeavor. These are programmers and startup owners; they want to be able to continue to program for a living. To that end, Open Sources contains strong business profiles from entrepreneurs such as Apache's--and now, O'Reilly & Associates'--Brian Behlendorf, who discusses how to give away software in order to lure customers in for specialized versions. In many ways, this is a hands-on guide, displaying an insider's view of the development process and providing specifics on testing details and altering licensing agreements. However, interspersed with tech talk is a reader-friendly guide for those interested in the future of software development. --Jennifer Buckendorff

Book Description
Open Sources 2.0 is a collection of insightful and thought-provoking essays from today's technology leaders that continues painting the evolutionary picture that developed in the 1999 book Open Sources: Voices from the Revolution . These essays explore open source's impact on the software industry and reveal how open source concepts are infiltrating other areas of commerce and society. The essays appeal to a broad audience: the software developer will find thoughtful reflections on practices and methodology from leading open source developers like Jeremy Allison and Ben Laurie, while the business executive will find analyses of business strategies from the likes of Sleepycat co-founder and CEO Michael Olson and Open Source Business Conference founder Matt Asay. The enduring significance of open source goes well beyond high technology, however. At the heart of the new paradigm is network-enabled distributed collaboration: the growing impact of this model on all forms of online collaboration is fundamentally challenging our modern notion of community.

What does the future hold? Veteran open source commentators Tim O'Reilly and Doc Searls offer their perspectives, as do leading open source scholars Steven Weber and Sonali Shah. Andrew Hessel traces the migration of open source ideas from computer technology to biotechnology, and Wikipedia co-founder Larry Sanger and Slashdot co-founder Jeff Bates provide frontline views of functioning, flourishing online collaborative communities. The power of collaboration, enabled by the internet and open source software, is changing the world in ways we can only begin to imagine.Open Sources 2.0 further develops the evolutionary picture that emerged in the original Open Sources and expounds on the transformative open source philosophy.

"This is a wonderful collection of thoughts and examples by great minds from the free software movement, and is a must have for anyone who follows free software development and project histories." --Robin Monks, Free Software Magazine

Book Description
The world's most exciting, fastest-growing new market? It's where you least expect it: at the bottom of the pyramid. Collectively, the world's billions of poor people have immense entrepreneurial capabilities and buying power. You can learn how to serve them and help millions of the world's poorest people escape poverty.

It is being done-profitably. Whether you're a business leader or an anti-poverty activist, business guru Prahalad shows why you can't afford to ignore "Bottom of the Pyramid" (BOP) markets.

In the book and accompanying CD videos, Prahalad presents...

Why what you know about BOP markets is wrong A world of surprises-from spending patterns to distribution and marketing

Unlocking the "poverty penalty"

The most enduring contributions your company can make Delivering dignity, empowerment, and choice-not just products

Corporations and BOP entrepreneurs Profiting together from an inclusive new capitalism

"C. K. Prahalad argues that companies must revolutionize how they dobusiness in developing countries if both sides of that economic equation areto prosper. Drawing on a wealth of case studies, his compelling new bookoffers an intriguing blueprint for how to fight poverty with profitability." Bill Gates, Chairman and Chief Software Architect,Microsoft

"The Bottom of the Pyramid belongs at the top of the reading list forbusiness people, academics, and experts pursuing the elusive goal ofsustainable growth in the developing world. C. K. Prahalad writes withuncommon insight about consumer needs in poor societies andopportunities for the private sector to serve important public purposes whileenhancing its own bottom line. If you are looking for fresh thinking aboutemerging markets, your search is ended. This is the book for you." Madeleine K. Albright, Former U.S. Secretary of State

"Prahalad challenges readers to re-evaluate their pre-conceived notionsabout the commercial opportunities in serving the relatively poor nations ofthe world. The Bottom of the Pyramid highlights the way to commercialsuccess and societal improvement--but only if the developed worldreconceives the way it delivers products and services to the developingworld." Christopher Rodrigues, CEO, Visa International

"An important and insightful work showing persuasively how the privatesector can be put at the center of development, not just as a rhetoricalflourish but as a real engine of jobs and services for the poor." Mark Malloch Brown, Administrator, United Nations Development Programme

The Innovator's Dilemma demonstrates why outstanding companies that had their competitive antennae up, listened astutely to customers, and invested aggressively in new technologies still lost their market dominance. Drawing on patterns of innovation in a variety of industries, the author argues that good business practices can, nevertheless, weaken a great firm. He shows how truly important, breakthrough innovations are often initially rejected by customers that cannot currently use them, leading firms to allow their most important innovations to languish. Many companies now face the innovator's dilemma. Keeping close to customers is critical for current success. But long-term growth and profits depend upon a very different managerial formula. This book will help managers see the changes that may be coming their way and will show them how to respond for success. The Management of Innovation and Change Series.

Book Description
When a disruptive innovation is launched, it changes the entire industry and every firm operating within in

This book argues that it is possible to predict which companies will win and which will lose in a specific situation—and provides a practical framework for doing so.

Most books on innovation—including Christensen’s previous two books—approached innovation from the inside-out, showing firms how they can create innovations inside their own companies. This book is written from an “outside-in” perspective, showing how executives, investors, and analysts can assess the impact of a new innovation on the firms they have a vested interest in.

Book Description
In the worldwide bestseller The Innovator's Dilemma , Clayton M. Christensen exposed a crushing paradox behind the failure of many industry leaders. By doing what good companies were supposed to do-focus on pleasing their most profitable customers-leaders were paving the way for their own demise. How? By ignoring "disruptive technologies"-new, cheaper innovations that initially target small customer segments but evolve to displace the reigning product. Now, Christensen and coauthor Michael E. Raynor cut the Gordian knot of the "innovator's dilemma" with The Innovator's Solution . This groundbreaking book reveals that innovation is not as unpredictable as most managers have come to believe. While the outcomes of past innovations seem random, the process by which innovations are packaged and shaped within companies is very predictable. By understanding and managing the forces that influence this process, companies can shape high-octane business plans that create truly disruptive growth. Drawing on years of in-depth research and using new theories tested in hundreds of companies across many industries, the authors identify the processes that create successful innovations, and show managers how to tailor their strategies to the changing circumstances of a dynamic world. Comprehensive yet practical, The Innovator's Solution is an actionable prescription for innovation-driven, profitable growth. "A good business book makes managers stop and think. A great business book teaches managers how to stop and think. This is a great book. It is hard to imagine an executive team that would not benefit from devoting an entire day to discussing it." -Geoffrey Moore, Chairman and Founder, TCG Advisors, and author, Crossing the Chasm and Living on the Fault Line "In The Innovator's Solution , Christensen and Raynor address the holy grail of all organizations: how to generate growth and sustain it over long periods. Avoiding the temptation to provide simplistic formulas, they guide the reader through carefully constructed frameworks that teach how to think about the issues that limit-and provide-growth to organizations." -Dr. Andrew S. Grove, Chairman of the Board, Intel "Christensen and Raynor have done a superb job of creating a framework for helping to understand the industry dynamics and for planning your own growth alternatives." -Pekka Ala-Pietila, President, Nokia Corporation "Singapore, as a small nation, needs to be innovative and sensitive to disruptive changes more than other countries. Christensen and Raynor have provided an excellent framework to reduce the randomness of the innovation process. This framework will help in our effort to nurture an environment conducive for enterprises to create and capitalize on disruptive innovations." -Teo Ming Kian, Chairman, Singapore Economic Development Board " The Innovator's Solution goes directly to the heart of why large companies have failed to sustain innovation. Christensen and Raynor have a deep insight into the challenges that innovative companies face, and they propose practical, realistic solutions to the dilemmas of innovation. This book will be extremely useful to all managers who are committed to using innovation to sustain their growth." -Bill George, former Chairman and CEO, Medtronic, Inc.

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In Secrets of Software Success, Detlev Hoch, with Cyriac Roeding, Gert Purkert, and Sandro Lindner, look at what's driving the prosperity of the world's best software companies and what's responsible for the failure of others. The authors, who are consultants with McKinsey & Co. in Germany, visited nearly 100 software firms around the globe and conducted 450 in-depth interviews with executives. The result is a book loaded with sharp insights and colorful anecdotes from leaders of companies such as Microsoft Germany, Keane Inc., BroadVision, Andersen Consulting, Oracle, Sun Microsystems, and Navision in Denmark. "The opportunities for success in this industry remain strong," they conclude. "But the price of change brings new challenges and uncertainties. Neglecting these challenges could be a deadly mistake: Falling behind in the software industry, after all, almost certainly means failure."

In separate chapters, the authors examine the importance of leadership, the keys to developing and marketing software, winning the war for software talent, cementing partnerships for growth, and the shape of the future of this rapidly changing industry. Some of their findings are contrary to common belief. For example, software developers' and managers' disdain for rigid procedures is well known, but what the authors find is that morale and creativity actually rise with tighter rules that create better products and cut development time. Other conclusions are reinforcing; for example, the most successful companies team up with four times as many other firms as the less successful ones. Written in a lively, conversational style, Secrets of Software Success should be on the bookshelf of anyone connected to the software business. --Dan Ring

Book Description
The software industry is the most powerful wealth creator in history. It's an industry of extreme success--unrivaled job creation, extraordinary growth, accelerated product cycles--but the failures can be just as spectacular. What can we learn from the winners? In Secrets of Software Success, the authors investigate the software industry's best practices in order to develop a complete picture of what it takes to build a thriving software business.

Drawing on an exclusive worldwide survey of more than 100 global software companies and 450 top executives, Secrets of Software Success presents the first panoramic view of the conditions that influence results for both the product and the service sides of the software industry. In the highly readable and often provocative examples from well-known firms, the authors debunk many widely held-beliefs, and offer instead some surprisingly counterintuitive findings. Ultimately, say the authors, the secret to success lies in the details--the ability to choose from a range of key management decisions in order to balance the right set of actions at the right time to rapidly changing market conditions.

With its universal lessons of competition, commitment, talent, and timing, Secrets of Software Success holds valuable answers to the questions asked by executives in every industry. Covering firms from Australia to Zimbabwe, it is the most in-depth picture to date of the conditions that surround success in the global software business.

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The most in-depth picture to date of the conditions that surround success in the global software business, Secrets of Software Success investigates the software industry's best practices in order to develop a complete picture of what it takes to build a thriving software business. Covering firms from Australia to Zimbabwe, the authors draw on an exclusive worldwide survey of more than 100 global software companies and 450 top executives. Secrets of Software Success presents the first panoramic view of the conditions that influence results for both the product and the service sides of the software industry. In the highly readable and often provocative examples from well-known firms, the authors debunk many widely held beliefs, and offer instead some surprisingly counterintuitive findings. Ultimately, say the authors, the secret to success lies in the details--the ability to choose from a range of key management decisions in order to balance the right set of actions at the right time with rapidly changing market conditions. With its universal lessons of competition, commitment, talent, and timing, Secrets of Software Success holds valuable answers to the questions asked by executives in every industry.

Product Description
Daniel Goleman's international bestseller Emotional Intelligence forever changed our concept of "being smart," showing how emotional intelligence (EI)-how we handle ourselves and our relationships-can determine life success more than IQ. Then, Working with Emotional Intelligence revealed how stellar career performance also depends on EI.

Now, Goleman teams with renowned EI researchers Richard Boyatzis and Annie McKee to explore the role of emotional intelligence in leadership. Unveiling neuroscientific links between organizational success or failure and "primal leadership," the authors argue that a leader's emotions are contagious. If a leader resonates energy and enthusiasm, an organization thrives; if a leader spreads negativity and dissonance, it flounders. This breakthrough concept charges leaders with driving emotions in the right direction to have a positive impact on earnings or strategy.

Drawing from decades of analysis within world-class organizations, the authors show that resonant leaders-whether CEOs or managers, coaches or politicians-excel not just through skill and smarts, but by connecting with others using EI competencies like empathy and self-awareness. And they employ up to six leadership styles-from visionary to coaching to pacesetting-fluidly interchanging them as the situation demands.

The authors identify a proven process through which leaders can learn to:

Book Description
The first edition set a standard of excellence that has eluded all followers, and I have recommended it to my clients for years. The new edition is a gift to the field and should be required reading for all managers. -- Adrian J. Bowles, Ph.D., Vice President, Giga Information Group. One of the most readable introductions you will find. The new edition offers vital insights into the effective use of objects in business. -- Chris Stone, President , Object Management Group. The first edition of Object Technology: A Manager's Guide is widely viewed as the classic introduction to this powerful computing concept. Object technology offers increased agility, significant time-to-market reduction, and the opportunity to exploit the potential of the World Wide Web by deploying globally distributed business systems. At a time when many of the world's largest companies are making the transition to object technology, David Taylor has updated his book to address the important issues facing the growth of object technology and to provide a glimpse into the future of this evolving paradigm. In updating this seminal work, David Taylor has retained the signature conciseness and clarity of discussion that made the first edition a best-seller. Object Technology: A Manager's Guide, Second Edition, covers the key terms, emerging concepts, and useful applications of objects. Managers, salespeople, engineers, software developers -- anyone interested in understanding or implementing object technology -- will find this a lucid introduction to the topic. Highlights of this new edition include: an explanation of how to use objects to create evolutionary software that rapidly adapts to changing business conditions, eliminating the need for most new application development; an introduction to Java, and an explanation of how its use of message interfaces enables a new generation of portable, mix-and-match, Internet-enabled business objects; an update on the state of object databases and extended relational databases, with guidelines for combining the two for optimal information storage; and an introduction to the new generation of object engines and how they combine storage and execution capabilities for maximum software integration.

Product Description
Is there anyone out there who isn't worried about staying far in front of the technological tidal wave that is making products smarter and changing everything about what customers buy, how they buy, and where their loyalty goes?

Don Peppers and Martha Rogers, authors of the international bestseller The One to One Future, go beyond that now classic work on how to sell more products to fewer customers. For the last several years, they have been teaching companies how to stay at the head of the pack by harnessing technology to achieve killer competitive advantages in customer loyalty and unit margin. In this brave new world where microchip technology is making it possible for houses to know their occupants better than the occupants know their own houses--know the owners' temperature preferences, water use, lights, appliances--businesses have a great advantage in building unbreakable customer relationships. Peppers and Rogers explain what kinds of strategies are applicable to what kinds of businesses, and under what circumstances--from cars to credit cards, clothing manufacturers to dry cleaners, long distance phone companies to computer resellers. Suddenly car manufacturers, supermarkets, credit card companies, and fashion houses can compete not on commodity rules and price wars, but on bold new rules.

Readers of Enterprise One to One will learn:

* How to improve customer retention, not just incrementally but dramatically, and increase your share of each customer's business over time, despite the increasingly frantic nature of your competitors' campaigns.

* How to protect and increase your unit margin despite the commoditization that has begun to infect every business in every category.

* How to create entirely new markets of individual customers with diverse needs.

* How to make the transition to the Interactive Age, gaining advantages from new technologies without being threatened by them.

No book on marketing is as firmly planted in the competitive future as Enterprise One to One.

Don Peppers is president and founder of Marketing 1:1, Inc., based in Stamford, Connecticut. Martha Rogers, Ph.D., is a founding partner at Marketing 1:1, Inc., and professor of telecommunications at Bowling Green State University. Together they are the authors of the bestselling book The One to One Future.

Amazon.com
The technological wave is making products smarter and changing what consumers buy, how they buy, and where their loyalty goes. Enterprise One to One can help your business stay in front of the wave. Our current technology makes it easy for businesses to build customer relationships. Businesses can now treat different customers differently; however, it's important to know how each customer wants to be treated. Peppers & Rogers explain how to harness technology to achieve competitive advantages in customer loyalty and unit margin. They show you how you can tell customers apart, remember them individually, and have them give feedback directly to you. They also display how mass customization technology enables businesses to customize products and services as a matter of routine. Enterprise One to One explains what kinds of strategies are applicable to what kinds of businesses and under what circumstances; how to retain customers and increase your share of each customer's business; how to create entirely new markets of individual customers who have diverse needs; how to make the transition to the interactive age, taking advantage of new technologies without being threatened by them.

Product Description
Learn from the pioneers of Customer Relationship Management.

In The One to One Manager, visionary authors Don Peppers and Martha Rogers, Ph.D., go behind the scenes to report on the challenges and solutions discovered by managers leading 1 to 1 efforts at organizations such as Xerox, General Electric, Oracle, First Union, Hewlett-Packard, USAA, Levi Strauss, and British Airways. Filled with in-depth interviews with executives on the front lines of the 1 to 1 revolution, and based on more than two dozen case histories from companies around the world, The One to One Manager examines the actual day-to-day issues involved in setting up and running 1 to 1 initiatives.

The One to One Manager introduces readers to the groundbreakers, the pathfinders, and the explorers of a vast and rapidly expanding new universe of customer-focused business strategies. Among the fascinating pioneers profiled in this book, you will meet:

General Robert McDermott, the visionary leader who transformed USAA from an insurance firm mired in paperwork into an IT-savvy financial institution dedicated to meeting customer needs at warp speed.
Richard Vague, the CEO of First USA, champion of the "trusted agent" model for building lifelong customer relationships.
Nina Smith, a Xerox marketing executive blazing a trail through a forest of competing sales and distribution channels.
Royal Bank of Canada's Anne Lockie, who melds her knowledge of technology with a keen awareness of human nature to create 1 to 1 relationships with nine million customers.
Bruce Varner, a Texas fire chief who trains his fire fighters to treat local citizens as valued customers.

These early adopters, scouts, and risk takers offer managers and executives invaluable lessons in their efforts to map a new business universe in which organizations and enterprises organize around customer needs. It is a universe in which companies compete at extreme velocity, racing to devise strategies that will lock in customer loyalty, raise profits, and avoid the trap of commoditization. A virtual roadmap to the business world of the future, The One to One Manager is the book executives and managers the world over have been waiting for.

Amazon.com
In the fourth installment of their popular One to One series, Don Peppers and Martha Rogers examine a new aspect of the process they've defined and championed: the actual implementation of so-called customer-relationship management principles in pioneering organizations such as American Airlines, 1-800-FLOWERS, General Electric, and even the Carrollton, Texas, Fire Department. "This is not a fad. This is the reality of today's competitive landscape," they write in The One to One Manager. "The 'one-to-one future' is no longer the future. It's happening now." Using some two dozen examples, Peppers and Rogers show how a bank created a concierge-like program to connect with customers, how two clothing companies developed "mass customization" techniques to meet consumer demands cost-effectively, and how a software firm put on a "human face." The aggregate effectively demonstrates how some of today's more innovative enterprises are developing "individual relationships with individual customers," while offering practical advice for others who would like to do the same. --Howard Rothman

Product Description
The One to One Future revolutionized marketing when it was first published. Then considered a radical rethinking of marketing basics, this bestselling book has become today's bible for marketers. Now finally available in paperback, this completely revised and updated edition--with an all-new User's Guide--takes readers step-by-step through the latest strategies needed for any business to compete, and succeed, in the Interactive Age.

Most businesses follow time-honored mass-marketing rules of pitching their products to the greatest number of people. However, selling more goods to fewer people is not only more efficient but far more profitable. The One to One Future is a radically innovative business paradigm focusing on the share of customer--one customer at a time--rather than just the share of market.

Authors Don Peppers and Martha Rogers reveal one to one strategies to:

* Find the 20 percent--or 2 percent--of your own customers and prospects who are the most loyal and who offer the biggest opportunities for future profit;

* Collaborate with each customer, one at a time, just as you now work with individual suppliers or marketing partners;

* Nurture your relationships with each customer by relying on new one to one media vehicles--not just the mail, but the fax machine, the touch-tone phone, voice mail, cell phones, and interactive television.

Leading-edge companies such as MCI, Lexus, Levi Strauss, and Nissan Canada, and thousands of smaller enterprises, have already adopted the one-to-one perspective. The strategies outlined in this book work just as well--often even better--for small companies, from two-person accounting firms to flower shops to furniture stores.

Amazon.com
What will life be like after  mass marketing? Today, technology allows us to sell more goods to fewer people, which is far more efficient than selling fewer goods to more people. Peppers, an advertising executive, and Rogers, a marketing scholar, set out their new marketing paradigm in detail. A one-to-one competitor focuses on "share of customer" rather than the mass-marketer's "share of market." Learn to collaborate with the customer to build loyalty and build your opportunities for future profit. The strategies in this book work as well -- maybe even better -- for small companies as for the blue-chippers.

Amazon.com
It may be foolish to consider Eric Raymond's recent collection of essays, The Cathedral and the Bazaar, the most important computer programming thinking to follow the Internet revolution. But it would be more unfortunate to overlook the implications and long-term benefits of his fastidious description of open-source software development considering the growing dependence businesses and economies have on emerging computer technologies.

The Cathedral and the Bazaar takes its title from an essay Raymond read at the 1997 Linux Kongress. The essay documents Raymond's acquisition, re-creation, and numerous revisions of an e-mail utility known as fetchmail. Raymond engagingly narrates the fetchmail development process while elaborating on the ongoing bazaar development method he uses with the help of volunteer programmers. The essay smartly spares the reader from the technical morass that could easily detract from the text's goal of demonstrating the efficacy of the open-source, or bazaar, method in creating robust, usable software.

Once Raymond has established the components and players necessary for an optimally running open-source model, he sets out to counter the conventional wisdom of private, closed-source software development. Like superbly written code, the author's arguments systematically anticipate their rebuttals. For programmers who "worry that the transition to open source will abolish or devalue their jobs," Raymond adeptly and factually counters that "most developer's salaries don't depend on software sale value." Raymond's uncanny ability to convince is as unrestrained as his capacity for extrapolating upon the promise of open-source development.

In addition to outlining the open-source methodology and its benefits, Raymond also sets out to salvage the hacker moniker from the nefarious connotations typically associated with it in his essay, "A Brief History of Hackerdom" (not surprisingly, he is also the compiler of The New Hacker's Dictionary). Recasting hackerdom in a more positive light may be a heroic undertaking in itself, but considering the Herculean efforts and perfectionist motivations of Raymond and his fellow open-source developers, that light will shine brightly. --Ryan Kuykendall

Book Description
Open source provides the competitive advantage in the Internet Age. According to the August Forrester Report, 56 percent of IT managers interviewed at Global 2,500 companies are already using some type of open source software in their infrastructure and another 6 percent will install it in the next two years. This revolutionary model for collaborative software development is being embraced and studied by many of the biggest players in the high-tech industry, from Sun Microsystems to IBM to Intel. The Cathedral & the Bazaar is a must for anyone who cares about the future of the computer industry or the dynamics of the information economy. Already, billions of dollars have been made and lost based on the ideas in this book. Its conclusions will be studied, debated, and implemented for years to come. According to Bob Young, "This is Eric Raymond's great contribution to the success of the open source revolution, to the adoption of Linux-based operating systems, and to the success of open source users and the companies that supply them." The interest in open source software development has grown enormously in the past year. This revised and expanded paperback edition includes new material on open source developments in 1999 and 2000. Raymond's clear and effective writing style accurately describing the benefits of open source software has been key to its success. With major vendors creating acceptance for open source within companies, independent vendors will become the open source story in 2001.

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Author Geoffrey Moore makes the case that high-tech products require marketing strategies that differ from those in other industries. His chasm theory describes how high-tech products initially sell well, mainly to a technically literate customer base, but then hit a lull as marketing professionals try to cross the chasm to mainstream buyers. This pattern, says Moore, is unique to the high-tech industry.

Moore suggests remedies for the problem that can help businesses meet their long-term goals. He coaches marketing professionals on how to move slowly through the gulf, teaching them to create profiles and target specific segments of the population rather than trying to plow right into the mainstream. He cites examples of successful chasm crossings by such companies as Apple, Tandem, Oracle, and Sun, showing what they all had in common and exposing the different weaknesses in their strategies. Moore also assigns responsibility for success to programmers and developers by suggesting they design a "whole product model." Here, because integration tasks are daunting to the mainstream market, all the components of a technological product must be in one package. Moore also describes strategies for competing with rival companies and assessing the best distribution channels for penetrating the target market.

Written not just for marketing specialists but for all employees whose futures ride on the success of a technical product, Crossing the Chasm delivers crucial information in an engaging, readable tone.

Book Description

Here is the bestselling guide that created a new game plan for marketing in high-tech industries. Crossing the Chasm has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. It's essential reading for anyone with a stake in the world's most exciting marketplace.

Book Description
Bestselling author Geoffrey Moore shows companies how to rise to the challenge of natural selection—and master their own evolution

Geoffrey Moore is one of the most respected and bestselling names in business books. In his widely quoted Crossing the Chasm, he identified and addressed the greatest challenge facing new ventures. Now he's back with a book for established businesses that need to learn how to adapt—or suffer the slow declines into marginalized performance that have characterized so many Fortune 500 icons in recent years.

Deregulation, globalization, and e-commerce are exerting unprecedented pressures on company profits. In this new economic ecosystem, companies must dramatically differentiate from their direct competitors—or risk declining performance and eventual extinction. But how do companies choose the right innovation strategy? Or overcome internal inertia that resists the kind of radical commitments needed to truly set the company's offers apart?

Illustrating his arguments with more than one hundred examples and a full-length case study based on his unprecedented access to Cisco Systems, Moore shows businesses how to meet today's Darwinian challenges, whether they're producing commodity products or customized services. For companies whose competitive differentiation to the marketplace is still effective, he demonstrates how innovations in execution can help boost productivity, whether a company is competing in a growth market, a mature market, or even a declining market. For companies in danger of succumbing to competitive pressures, he shows how to overcome inertia by engaging the entire corporate community in an unceasing commitment to innovate and evolve.

For any business competing in today's eat-or-be-eaten economic jungle, this groundbreaking guide shows not only how to survive, but also thrive.

Amazon.com
This is Moore's second book expounding his high-tech marketing theories, focusing on what to do when you've followed his advice in Crossing the Chasm so well that customers are beating down your door and crawling in the windows, putting your business into a new lifecycle stage: the mass market.

Book Description

In this, the second of Geoff Moore's classic three-part marketing series, Moore provides highly useful guidelines for moving products beyond early adopters and into the lucrative mainstream market.
Updated for the HarperBusiness Essentials series with a new author's note.

Once a product “crosses the chasm” it is faced with the “tornado,” a make or break time period where mainstream customers determine whether the product takes off or falls flat. In Inside the Tornado, Moore details various marketing strategies that will teach marketers how reach these customers and how to take advantage of living inside the tornado in order to reap the benefits of mainstream adoption.

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The bestselling guide to the high-stakes world of high tech--now in paperback! Exploring the new high-tech landscape and its implications for business strategy, Geoffrey Moore provides highly useful guidelines for moving products beyond early adopters and into the lucrative mainstream market. From marketing to overall business strategy, Inside the Tornado is a must-read for anyone in the high-tech business.

Book Description

The fault line -- that dangerous, unstable seam in the economy where powerful innovations and savage competition meet and create market-shattering tremors. Every company lives on it; no manager can control it.

In the original edition of Living on the Fault Line, Geoffrey Moore presented a compelling argument for using shareholder value (or share price) as the key driver in management decisions. Moore now revisits his argument in the post-Internet bubble world, proving that the methods he espouses are more germane than ever and showing companies how to use them to survive and thrive in today's demanding economy.

Extending the themes of Crossing the Chasm and Inside the Tornado, his first two books on the dynamics of the high-tech markets, Moore shows why sensitivity to stock price is the single most important lever for managing in the future, both as a leading indicator of shifts in competitive advantage and as an employee motivator for making necessary changes in organizations heretofore impervious to change.

This revised and updated edition includes:

• A deeper emphasis on core versus context, which has emerged as the key distinction in allocating resources to improve shareholder value
• A new Competitive Advantage Grid that will aid managers in achieving and sustaining competitive advantage, the most important component in managing for shareholder value
• An expanded Value Discipline Model as it relates to the Competitive Advantage Grid
• Analysis of the powerful new trend toward core/context analysis and outsourcing production duties
• Updated models of organizational change for each stage of market development

As disruptive forces continue to buffet the marketplace and rattle the staid practices of the past, Moore offers a brilliant set of navigational tools to help meet today's most compelling management challenges.

Book Description
Now including Data Analysis Plus statistical add-ins for Excel this book emphasizes problem solving and teaches students how to systematically solve business problems. It provides a framework for applying statistical techniques by focusing on the relationship between the type of problem the type of data involved and the appropriate technique. Its comprehensive coverage and integrated computer examples and instructions provides enough material for a two-semester course. Real data are used in the problems and case studies.

Book Description
In his landmark book Open Innovation, Henry Chesbrough demonstrated that because useful knowledge is no longer concentrated in a few large organizations, business leaders must adopt a new, “open” model of innovation. Using this model, companies look outside their boundaries for ideas and intellectual property (IP) they can bring in, as well as license their unutilized home-grown IP to other organizations.

In Open Business Models, Chesbrough takes readers to the next step—explaining how to make money in an open innovation landscape. He provides a diagnostic instrument enabling you to assess your company’s current business model, and explains how to overcome common barriers to creating a more open model. He also offers compelling examples of companies that have developed such models—including Procter & Gamble, IBM, and Air Products.

In addition, Chesbrough introduces a new set of players—“innovation intermediaries”—who facilitate companies’ access to external technologies. He explores the impact of stronger IP protection on intermediate markets for innovation, and profiles firms (such as Intellectual Ventures and Qualcomm) that center their business model on innovation and IP.

This vital resource provides a much-needed road map to connect innovation with IP management, so companies can create and capture value from ideas and technologies—wherever in the world they are found.

Book Description
In today’s information-rich environment, companies can no longer afford to rely entirely on their own ideas to advance their business, nor can they restrict their innovations to a single path to market. As a result, says Harvard Business School professor Henry W. Chesbrough, the traditional model for innovation--which has been largely internally focused, closed off from outside ideas and technologies--is becoming obsolete. Emerging in its place is a new paradigm, “open innovation,” which strategically leverages internal and external sources of ideas and takes them to market through multiple paths.

This path-breaking analysis is based on extensive field research, academic study, and the author’s own longtime experience working in Silicon Valley. Through rich descriptions of the innovation processes of Xerox, IBM, Lucent, Intel, Merck, and Millennium, and the many spin-offs that have emerged from these firms, Open Innovation shows how companies can use their business model to identify a more enlightened role for R&D in a world of abundant information, better manage and access intellectual property, advance their current business, and grow their future business.

Arguing that companies in all industries must transform the way they commercialize knowledge, Chesbrough convincingly shows how open innovation can unlock the latent economic value in a company’s ideas and technologies.

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- Plan for business success - Learn the keys to dynamic service marketing - Position your service business

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Competitive Advantage Through People explores why--despite long-standing evidence that a committed work force is essential for success--firms continue to attach little importance to their workers. The answer, argues Pfeffer, resides in a complex web of factors based on perception, history, legislation, and practice that continues to dominate management thought and action. Yet, some organizations have been able to overcome these obstacles. In fact, the five common stocks with the highest returns between 1972 and 1992--Southwest Airlines, Wal-Mart, Tyson Foods, Circuit City, and Plenum Publishing--were in industries that shared virtually none of the characteristics traditionally associated with strategic success. What each of these firms did share is the ability to produce sustainable competitive advantage through its way of managing people. Pfeffer documents how they--and others--resisted traditional management pitfalls, and offers frameworks for implementing these changes in any industry.

Product Description
What does the world want? According to John Battelle, a company that answers that question -- in all its shades of meaning -- can unlock the most intractable riddles of both business and culture. And for the past few years, that's exactly what Google has been doing.

Jumping into the game long after Yahoo, Alta Vista, Excite, Lycos, and other pioneers, Google offered a radical new approach to search, redefined the idea of viral marketing, survived the dotcom crash, and pulled off the largest and most talked about initial public offering in the history of Silicon Valley.

But The Search offers much more than the inside story of Google's triumph. It's also a big-picture book about the past, present, and future of search technology, and the enormous impact it is starting to have on marketing, media, pop culture, dating, job hunting, international law, civil liberties, and just about every other sphere of human interest.

More than any of its rivals, Google has become the gateway to instant knowledge. Hundreds of millions of people use it to satisfy their wants, needs, fears, and obsessions, creating an enormous artifact that Battelle calls "the Database of Intentions." Somewhere in Google's archives, for instance, you can find the agonized research of a gay man with AIDS, the silent plotting of a would-be bombmaker, and the anxiety of a woman checking out her blind date. Combined with the databases of thousands of other search-driven businesses, large and small, it all adds up to a goldmine of information that powerful organizations (including the government) will want to get their hands on.

No one is better qualified to explain this entire phenomenon than Battelle, who cofounded Wired and founded The Industry Standard. Perhaps more than any other journalist, he has devoted his career to finding the holy grail of technology -- something as transformational as the Macintosh was in the mid- 1980s. And he has finally found it in search.

Battelle draws on more than 350 interviews with major players from Silicon Valley to Seattle to Wall Street, including Google cofounders Larry Page and Sergey Brin and CEO Eric Schmidt, as well as competitors like Louis Monier, who invented AltaVista, and Neil Moncrief, a soft-spoken Georgian whose business Google built, destroyed, and built again.

Battelle lucidly reveals how search technology actually works, explores the amazing power of targeted advertising, and reports on the frenzy of the Google IPO, when the company tried to rewrite the rules of Wall Street and declared "don't be evil" as its corporate motto.

For anyone who wants to understand how Google really succeeded -- and the implications of a world in which every click can be preserved forever -- THE SEARCH is an eye-opening and indispensable read.

"Battelle has written a brilliant business book, but he's also done something more... All searchers should read it."
-Walter Isaacson, CEO of the Aspen Institute

"This book ought to be called 'The Answer.' As usual, John Battelle delivers insightful, thought-provoking, and essential reading."
-Seth Godin, author of All Marketers Are Liars and Purple Cow

"Nobody, and I mean nobody, has thought longer, harder, or smarter about Google and the search business than John Battelle."
-John Heilemann, author of Pride Before the Fall

"A must read for anyone endeavoring to understand one of the most important trends of this generation.'"
-Mary Meeker, Managing Director, Internet Analyst, Morgan Stanley

"Battelle has... figured out why "search" is so damned important to the future of everything digital. Even more impressive, he's actually managed to turn the subject into a compelling analog story.
-John Huey, editorial director, Time inc.

"A terrific book."
--L. Gordon Crovitz, Dow Jones

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If you pick your books by their popularity--how many and which other people are reading them--then know this about The Search: it's probably on Bill Gates' reading list, and that of almost every venture capitalist and startup-hungry entrepreneur in Silicon Valley. In its sweeping survey of the history of Internet search technologies, its gossip about and analysis of Google, and its speculation on the larger cultural implications of a Web-connected world, it will likely receive attention from a variety of businesspeople, technology futurists, journalists, and interested observers of mid-2000s zeitgeist.

This ambitious book comes with a strong pedigree. Author John Battelle was a founder of The Industry Standard and then one of the original editors of Wired, two magazines which helped shape our early perceptions of the wild world of the Internet. Battelle clearly drew from his experience and contacts in writing The Search. In addition to the sure-handed historical perspective and easy familiarity with such dot-com stalwarts as AltaVista, Lycos, and Excite, he speckles his narrative with conversational asides from a cast of fascinating characters, such Google's founders, Larry Page and Sergey Brin; Yahoo's, Jerry Yang and David Filo; key executives at Microsoft and different VC firms on the famed Sandhill road; and numerous other insiders, particularly at the company which currently sits atop the search world, Google.

The Search is not exactly the corporate history of Google. At the book's outset, Battelle specifically indicates his desire to understand what he calls the cultural anthropology of search, and to analyze search engines' current role as the "database of our intentions"--the repository of humanity's curiosity, exploration, and expressed desires. Interesting though that beginning is, though, Battelle's story really picks up speed when he starts dishing inside scoop on the darling business story of the decade, Google. To Battelle's credit, though, he doesn't stop just with historical retrospective: the final part of his book focuses on the potential future directions of Google and its products' development. In what Battelle himself acknowledges might just be a "digital fantasy train", he describes the possibility that Google will become the centralizing platform for our entire lives and quotes one early employee on the weightiness of Google's potential impact: "Sometimes I feel like I am on a bridge, twenty thousand feet up in the air. If I look down I'm afraid I'll fall. I don't feel like I can think about all the implications."

Some will shrug at such words; after all, similar hype has accompanied other technologies and other companies before. Many others, though, will search Battelle's story for meaning--and fast. --Peter Han

Product Description
In Leading Change, John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.

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Now in Paperback--A Business Week Bestseller! Over 100,000 hardcover copies sold!

When technologies, products, and services converge in radical, creative new ways, a killer app can emerge--a new application so powerful that it transforms industries, redefines markets, and annihilates the competition. Companies large and are swiftly attempting to remake themselves into organizations that nurture killer apps and successfully translate their digital strategy into market dominance.

With Unleashing the Killer App, Downes and Mui offer a progressive guide to transforming your company into a place where killer apps are born. Drawing from their experience and research with leading global businesses, the authors:

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Praise for Nortel Networks How Innovations and Vision Created a Network Giant "Nortel rising from Canadian industrial age corporation to a global network powerhouse is a fabulous story of determination and foresight, and new business modal innovation. MacDonald shows why Nortel will remain pre-eminent in the brutally competitive digital economy." -Don Tapscott, Chair, Digital 4Sight, and Author of Paradigm Shift, The Digital Economy, Growing Up Digital, and Digital Capital: Harnessing the Power of Business Webs "Few companies are changing the world today. Nortel is one of them-and has been for generations. This is a human adventure of corporate renewal-about visionary leaders who transform today's success into tomorrow's innovation." - E. F. Peter Newson, Associate Professor, Richard Ivey School of Business, The University of Western Ontario "MacDonald's book fills a critical gap in the history of Canadian telecommunications. His Nortel Networks is a valuable and extremely readable chronicle of the remarkable transformation of a sleepy telephone manufacturer into Canada's most valuable corporation." -Lawrence Surtees, research analyst, IDC Canada Ltd., and former telecommunications reporter.

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Bang, bang: welcome to the culture of speed. Blur the Canadian origins. Ramp up international sales, especially to the U.S. Establish useful corporate alliances. Out go sluggish and dated product lines. Bye bye, redundant employees. Whoosh, grab companies with useful technologies like Bay Networks. Oops, down goes the stock price. Pull back, holding your breath. That's the story of Canada's Nortel Networks in a nutshell. More comprehensive detail about how Nortel established the groundwork for Internet-based corporate networks on wireless communications and fiber-optics connections is offered in Larry MacDonald's Nortel Networks: How Innovation and Vision Created a Network Giant.

Nortel started out in the late 19th century as the telephone-manufacturing arm of Bell Canada, originally building telephones based on the designs of a leading U.S. telecom manufacturer, Western Electric Co. For a time it also produced a host of consumer electrical products like fire alarms and radios, and served as a major supplier for the Canadian military during WW II. But by the late 1960s, Nortel began exploring digital telephone switches, long before other telecommunications companies, including U.S. behemoth AT&T, which became its eventual customer. In 2000, Nortel was spun off as an independent corporation by its parent company.

MacDonald, a technology writer for various newspapers, including the Ottawa Citizen and the Financial Post, and a former Canadian federal government economist, ably documents Nortel's history with a mixture of reportage and analysis. He calls the government's sanctioning of Nortel's monopolistic position as the preferred supplier for Bell Canada "a covert industrial policy"--one that allowed the company to grow into the international player that it is. What's in store for the future? MacDonald speculates that Nortel and its California-based competitor Cisco Systems will join forces. But then who would want to risk a bet on any predictions in the topsy-turvy world of technology? --Paul Weinberg

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"Business demands innovation. There is a constant need to feel around the fringes, to test the edges, but business schools, out of necessity, are condemned to teach the past.'

-- Mark H. McCormack, from "What They Don't Teach You at Harvard Business School" published by Bantam Books.

Mark McCormack is the founder of International Management Group, a multimillion-dollar, worldwide corporation that is a consultant to fifty Fortune 500 companies, a major producer of television programming and credited as the single most important influence in turning sports into big business.

Listen to McCormack as he tells you how to -- read people -- create the right first impression -- take the leading edge -run and attend meetings -- the secrets of successful selling and moving up within the organization.

McCormack shares his experience, technique and wisdom, his street smart insights and skills, in a practical, how-to manner. Business will never be the same!

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Baye is one of the most successful managerial economics textbooks. It is the first textbook to blend tools from intermediate microeconomics, game theory, and industrial organization. Known for its balanced coverage of traditional and modern topics, Baye's third edition continues to offer the diverse managerial economics marketplace a flexible and up-to-date textbook.

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Business doesn't have to be boring! The Executive's Almanac is the Schott's Miscellany of business trivia, chock-full of surprising facts, lists, anecdotes, histories, diagrams, and more. We bet you didn't know that:

• Adidas and Puma are competing companies owned by estranged brothers, both headquartered in the German mill town of Herzogenaurach.
• 314 acres of trees go into every Sunday edition of the New York Times.
• Soichiro Honda quit the company that bears his name because he lost his sexual potency and his ability to consume large amounts of alcohol.

With whimsical illustrations and a unique design inspired by the Wall Street Journal, this lively companion will appeal to every business executive (and aspiring executive) in your life.

Book Description

Revered management thinker Peter F. Drucker is our trusted guide in this thoughtful, day-by-day companion that offers his penetrating and practical wisdom. Amid the multiple pressures of our daily work lives, The Daily Drucker provides the inspiration and advice to meet the many challenges we face. With his trademark clarity, vision, and humanity, Drucker sets out his ideas on a broad swath of key topics, from time management, to innovation, to outsourcing, providing useful insights for each day of the year.

These 366 daily readings have been harvested from Drucker's lifetime of work. At the bottom of each page, the reader will find an action point that spells out exactly how to put Drucker's ideas into practice. It is as if the wisest and most action-oriented management consultant in the world is in the room, offering his timeless gems of advice. The Daily Drucker is for anyone who seeks to understand and put to use Drucker's powerful words and ideas.

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Revered management thinker Peter F. Drucker is our trusted guide in this thoughtful, day-by-day companion that offers his penetrating and practical wisdom. Amid the multiple pressures of our daily work lives, The Daily Drucker provides the inspiration and advice to meet the many challenges we face. With his trademark clarity, vision, and humanity, Drucker sets out his ideas on a broad swath of key topics, from time management, to innovation, to outsourcing, providing useful insights for each day of the year.

These 366 daily readings have been harvested from Drucker's lifetime of work. At the bottom of each page, the reader will find an action point that spells out exactly how to put Drucker's ideas into practice. It is as if the wisest and most action-oriented management consultant in the world is in the room, offering his timeless gems of advice. The Daily Drucker is for anyone who seeks to understand and put to use Drucker's powerful words and ideas.

Book Description
Following in the successful vein of Managing for the Future (1992) and Managing in a Time of Great Change (1995), the incomparable Peter Drucker is back with fresh thoughts, insights, and knowledge about the ever-changing business society around us and the ever-expanding management roles required of us all-chiefs, executives, managers, and knowledge workers alike.Two main themes are explored in many of the chapters in Managing in the Next Society: the rapidly expanding information shock wave that had its Internet Big Bang as recently as 1995; and the changing shape of our society to come-six major trends that are rapidly transforming our world into what Peter Drucker calls The Next Society.AUTHORBIO: From his first book, The End of Economic Man (1939), to this his most recent, Peter F. Drucker has been hailed in the United States and abroad as the seminal thinker, writer, and lecturer of our time on the twentieth-century business organization in all its for-profit and non-profit guises and forms.The recipient of many awards and honorary degrees, Mr. Drucker since 1971 has been Clarke Professor of Social Sciences at Claremont Graduate School in California as well as a frequent editorial page contributer to The Wall Street Journal.Earlier he taught at Bennington, Sarah Lawrence, and New York University.Mr. Drucker and his wife, Doris, live in Claremont, California.

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Leading Minds and Landmark Ideas In An Easily Accessible Format

From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.

The eight articles in Harvard Business Review on Knowledge Management highlight the leading-edge thinking and practical applications that are defining the field of knowledge management. Includes Peter Drucker's prophetic The Coming of the New Organization and Ikujiro Nonaka's Knowledge-Creating Company. A Harvard Business Review Paperback.

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Place to Space, by Peter Weill and Michael Vitale, is an accessible entry point for old-economy senior managers who know e-business is in their future but are not quite sure how to best tackle this brave new world. Weill, director of the Center for Information Systems Research at the MIT Sloan School, and Vitale, dean and director of the Australian Graduate School of Management, identify and examine eight "atomic e-business models" (looking into everything from strategic objectives and IT requirements to how money is made) and propose ways these can be adapted to create individualized e-business initiatives in all types of existing firms. "This book," write Weill and Vitale, "focuses on the key challenges facing leaders of successful, established businesses migrating from their traditional marketplace business models to a combination of place and space"--a tag they've adopted for operations both offline and on. Their purpose is to "provide a structured approach to understanding and implementing e-business models" that mix new Net-based strategies including electronic auctions and virtual communities with traditional approaches like direct-to-customer connections and full-service relationships. Incorporating informative case studies, they present a solid primer on ways business can be conducted electronically and clear direction to help in choosing among the proper solutions to various situations. --Howard Rothman

Book Description
As the second wave of the e-business revolution plays out, traditional firms-not ephemeral dot-coms-will do the hard work of making e-business both viable and profitable. But while established companies no longer question why they must migrate from traditional marketplace businesses to a combination of offline and online presence, most still struggle with how to do so.

An indispensable e-business guidebook for established firms in all industries, Place to Space provides a simple but powerful strategic framework for analyzing, choosing, and implementing successful e-business enterprises. Based on several years of research and a detailed study of fifty online initiatives in a variety of traditional firms, authors Peter Weill and Michael R. Vitale describe eight atomic business models that they argue represent the core building blocks of all e-business ventures.

Using powerful real-world case studies of international companies including Lonely Planet, GE Supply Company, Cisco, Reuters, and others, the authors illustrate each atomic business model-direct-to-customer, full-service provider, whole-of-enterprise/government, intermediary, shared infrastructure, virtual community, value net integrator, and content provider-in practice, and reveal the strategic objectives, sources of revenue, core competencies, critical success factors, and necessary IT infrastructures required for implementation.

The authors also introduce a new diagnostic tool-the e-business model schematic-and show how leaders can create company-specific schematics that empower them to assess their current business models, identify the atomic e-business models that best suit their organizations, and combine those models to create powerful and customized value propositions for customers.

The first book to provide a structured, practical approach for traditional firms migrating to the Web, this hands-on book will give leaders in all industries-from CEOs and senior managers to marketing and IT executives-the insight and confidence they need to operate successfully in both place and space.

Book Description
Over the years, world-renowned marketing guru Philip Kotler has been asked thousands of questions by clients, students, business audiences, and journalists. Now in one quick reference, Kotler provides answers to some of the toughest ones, revealing his philosophies on marketing topics including strategy, product, price, place, promotion, marketing research and planning, direct marketing, small business marketing, and more.

According to Kotler offers his insightful, thought-provoking answers to questions such as:

* What effects are dynamics like globalization, hyper-competition, and the Internet having on marketing?
* What skills do marketing managers need to be successful?
* What marketing strategies make sense during a recession?
* What are holistic marketing and reverse marketing?
* How can a local brand be turned into a global brand?
* What signs might indicate a need for a change in strategy?
* What does the marketing department of the future look like?

Kotler expounds on these and many other questions in this fascinating, landmark book no marketing professional should be without.

Book Description
The clear market leader in the corporate finance course, this text filled a very definite need for a MODERN corporate finance text back in 1983 when the first edition was published. It is known for its intuitive, conversational style and for being able to tie together many of the important ideas in corporate finance. The author's discussions and illustrations are unique due to the depth of detail blended with a distinct sense of humor. This new edition will continue to be authoritative and student friendly but will also carry stronger, modern coverage reflected by current examples and data as well as unique emphasis upon agency issues.

Book Description
ACCOUNTING: Text and Cases, 10/E is a 28 chapter book. Chapters 1-14 cover financial accounting, while Chapters 15-21 cover management accounting, and Chapters 22-28 focus on broader issues of control and corporate strategy. The approximately 120 cases that largely make up the end-of-chapter material are a combination of classic Harvard style cases, as well as extended problems. New to this edition is the inclusion of 2-3 problems per chapter. These problems, while not as involved as the case material, allow the students to exercise the concepts demonstrated in each chapter. The goal of the problem material is to provide a transition to the case material, which is a response to customer requests.

Amazon.com
Let's say you're trying to convince a new employer to sweeten its job offer to you. Or perhaps you're buying or selling a company. Or maybe you're even solving for peace in the Middle East. If any of these scenarios is yours, Roger Fisher, Daniel Shapiro, and their colleagues at the Harvard Negotiation Project have ideas that they would like to share. Fisher's previous book, Getting to Yes, stands today as a seminal work in negotiations theory. Businesspeople in a wide variety of industries have drawn from the book's tips for deal-making and its larger framework for "interest-based negotiation", which focuses on understanding each side's interests and working together to produce proverbial win-win outcomes. In Beyond Reason, Fisher and Shapiro go one step further.

To the authors' credit, they started this new book with a clear understanding of the previous one's chief shortcoming. Though Getting to Yes introduced a powerful paradigm for negotiations, it did not fully address a critical element of most deals: emotions, and the messy human details that can distract from purely rational decision-making. If both negotiators are consistently lucid, fair, and calm, the game has a certain set of rules, but if--as in most situations--the different parties get excited, angry, sad, insulted, and so on, then those rules change. That expanded focus forms the basis for Beyond Reason.

Fisher and Shapiro have structured this latest work around five key emotions which they identify as most critical to productive negotiations. Even though each situation has its own dynamics, they point to appreciation, affiliation, autonomy, status, and role as the most important for making each party comfortable enough to grasp the principles of rationality that maximize the chances for a win-win result.

Critics may deride this book as still too simplistic, too black-and-white, and unappreciative of life's shades of gray. The authors' pragmatic bent comes in the book's final two chapters. One takes readers through the overall process for negotiations--not just the parry-and-thrust of conversations with the other party, but also pre-conversation preparation. It's in this preparatory stage, the authors contend, where a thoughtful consideration of potential emotional dynamics can help prevent later problems. To synthesize many of the lessons they impart, Fisher and Shapiro then close their work by inviting guest commentary from the former President of Ecuador, Jamil Mahuad, who explains how he applied interest-based negotiations theory to highly charged negotiations between his country and Peru, on a border dispute in the late 1990s. It's this kind of real-life application of Fisher and Shapiro's theories that continue to give them relevance. --Peter Han

Book Description
Whether you are negotiating a business contract or curfew with your teenager, emotions can get you in trouble. They also can help you get what you want. This book shows you how.

Telling a negotiator “Don’t get emotional” is nonsense. We all have emotions of some kind—all the time—and these emotions deeply inform both what we want and how we go about getting it. In Getting to Yes, master negotiator Roger Fisher helped readers understand the mechanics of everyday agreements and how to reach them while preserving respect and self-worth. Now, in Beyond Reason, he and psychologist Daniel Shapiro share their expertise in understanding how emotions affect negotiations and, more importantly, how they can be used as a tool.

Beyond Reason sheds light on five core emotional concerns we all feel during any interaction, whether between business partners or spouses. Do you feel unappreciated? Alone? Put down? Trivialized? Your autonomy impinged? Awareness of these “core concerns” gives you power. Fisher and Shapiro show you how to use them to generate positive emotions in others and in yourself, allowing you to set the emotional tone and to get what you each want more easily. You will even know what matters most to people before meeting them. Fresh, insightful, and engaging, Beyond Reason is sure to be viewed as Fisher’s most important work since Getting to Yes.

Product Description
Who Moved My Cheese? is a simple parable that reveals profound truths about change. It is an amusing and enlightening story of four characters who live in a "Maze" and look for "Cheese" to nourish them and make them happy.

Two are mice named Sniff and Scurry. And two are "little people" -- beings the size of mice who look and act a lot like people. Their names are Hem and Haw.

"Cheese" is a metaphor for what you want to have in life -- whether it is a good job, a loving relationship, money, a possession, health, or spiritual peace of mind.

And "The Maze" is where you look for what you want -- the organization you work in, or the family or community you live in.

In the story, the characters are faced with unexpected change. Eventually, one of them deals with it successfully, and writes what he has learned from his experience on the maze walls.

When you come to see "The Handwriting on the Wall," you can discover for yourself how to deal with change, so that you can enjoy less stress and more success (however you define it) in your work and in your life.

Written for all ages, the story takes less than an hour to listen to, but its unique insights can last for a lifetime.

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Change can be a blessing or a curse, depending on your perspective. The message of Who Moved My Cheese? is that all can come to see it as a blessing, if they understand the nature of cheese and the role it plays in their lives. Who Moved My Cheese? is a parable that takes place in a maze. Four beings live in that maze: Sniff and Scurry are mice--nonanalytical and nonjudgmental, they just want cheese and are willing to do whatever it takes to get it. Hem and Haw are "littlepeople," mouse-size humans who have an entirely different relationship with cheese. It's not just sustenance to them; it's their self-image. Their lives and belief systems are built around the cheese they've found. Most of us reading the story will see the cheese as something related to our livelihoods--our jobs, our career paths, the industries we work in--although it can stand for anything, from health to relationships. The point of the story is that we have to be alert to changes in the cheese, and be prepared to go running off in search of new sources of cheese when the cheese we have runs out.

Dr. Johnson, coauthor of The One Minute Manager and many other books, presents this parable to business, church groups, schools, military organizations--anyplace where you find people who may fear or resist change. And although more analytical and skeptical readers may find the tale a little too simplistic, its beauty is that it sums up all natural history in just 94 pages: Things change. They always have changed and always will change. And while there's no single way to deal with change, the consequence of pretending change won't happen is always the same: The cheese runs out. --Lou Schuler

Book Description

Product Description
Operations Management, 7/e surveys the field of operations in both the services and manufacturing sectors. Provides enhanced coverage from the strategies of designing a product or service, through the processes and systems of making and delivering the product, and controlling the operations. All the standard topics are covered with concepts and supporting examples, problems, cases, and appropriate current news clips and readings. Stevenson highlights the very important role Operations plays in today’s business world with concise coverage of concepts such as JIT, TQM, supply chain management with more thorough integration of services and increased use of real world examples. All basic quantitative techniques are presented, many in supplements that can be highlighted or bypassed depending on the course structure, and all are supported with step-by-step examples and solved problems, many including example solutions built into Excel spreadsheets. The text is the most widely adopted of any for the introductory course mainly due to the balanced coverage and clearly explained concepts.