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La Creacion de Valor En La Economia Digital
Don Tapscott
Manufacturer: Ediciones Granica, S.A.
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ASIN: 9506413207 |
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- I want to contact the writer. Pls do me a favor.
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High Performance Branch Banking: A Manager's Guide to Maximizing Branch Profitability
Dwight S. Ritter
Manufacturer: McGraw-Hill
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ASIN: 1557387990 |
Book Description
High Performance Branch Banking is a must-read for any banker with an interest in the retail financial services market. This book gives solutions needed for banks to prosper providing the needed perspective and ideas for branches to overcome obstacles and seize opportunities. High Performance Branch Banking helps managers find the right balance to maximize productivity and performance in an ever-changing market, and offers tips on: managing sales efforts and internal staff; identifying the small business customer; how to ask questions that the customer wants to answer.
Customer Reviews:
I want to contact the writer. Pls do me a favor........1999-06-11
Dear Sirs, I'm a reader from China Merchants Bank. I'm interested with the book very much, as well as the president of my bank. We think it is very usful for our bank to establish the retail sale skills and manage the sales. So we decide to translate the good book into chinese so that more people can benefit from it. We want to talk about the copyright with Mr.Dwight Ritter. But we cannot access to him. Can you help us to contact him? Thank you for your kindness. We're looking forward your reply. Best Regards, Shen Danyi
Book Description
Practical guide to becoming a more effective leader! Learn how to function more effectively under pressure, and cope more effectively with change. Hands-on leadership building exercises are included.
Customer Reviews:
Highly Recommended !.......2005-03-17
Business schools and shareholders focus so relentlessly on hard numbers and cold facts that it's no surprise that data reigns supreme in the corporate world. But executives who downplay the importance of emotion and intuition do so at their own peril, management expert Manfred Kets de Vries convincingly argues. He offers a wealth of useful tips for leaders who are ready to reintroduce the human side, the soft side, to their organizations and their own lives. The author occasionally drops in stories and quotes from his clients, but his argument would have been bolstered by even more examples. We recommend this easy-to-digest volume to leaders who want to improve their interpersonal skills.
Strange Bosses Unmasked.......2003-01-06
Know any managers who act quite strangely? Or even downright dysfunctionally? Do you ever find yourself doing something you wished you had not, and then wondering, "What came over me?"
Humans behave oddly at times, even in the workplace; even at the top of the hierarchy. And no one, it seems, is quite who they seem to be. Did you know that family entertainment mogul Walt Disney made a habit of eating donuts drowned in whiskey-for breakfast!
A veritable smorgasbord of engaging tales and insights are chronicled in this book. Manfred F.R. Kes de Vries knows much about executives' strange behaviors because he's a psychologist who interacts with senior managers the world over. A clinical professor of leadership development, he is program director of a top management program at INSEAD in France. De Vries also taught at McGill University in Canada, the Harvard Business School in the U.S., as well as lecturing and consulting around the world.
De Vries chronicles and explains a wide variety of counter-productive executive maladies such as: excessive narcissism (self-centeredness); unusual-even inappropriate-responses to associates; excessive compulsions; extreme need for control; self-defeating behaviors; and on and on. Flip through the book, land on any page and your sure to recognize a description of someone you know (perhaps even someone who stares back at you from the mirror).
The book provides a fascinating glimpse into the vagaries of human behavior, especially by people who have been conferred with organizational power. De Vries offers up many insightful examples, interesting anecdotes, some wit, and very approachable explanations of psychological concepts in lay terms, along with some self-assessment exercises (of varying usefulness).
The book is not held together by a discernible thesis; it doesn't provide you with many actionable skills. But if you'd like to know more about why you and other otherwise very bright and capable people do odd things, this book provides a delightful peek into the executive skull.
Book Description
What is this mysterious activity we call entrepreneurship? Does success require special traits and skills or just luck? Can large companies follow their example? What role does venture capital play? In a field dominated by anecdote and folklore, this landmark study integrates more than ten years of intensive research and modern theories of business and economics. The result is a comprehensive framework for understanding entrepreneurship that provides new and penetrating insights. Examining hundreds of successful ventures, the author finds that the typical business has humble, improvised origins. Well-planned start-ups, backed by substantial venture capital, are exceptional. Entrepreneurs like Bill Gates and Sam Walton initially pursue small, uncertain opportunities, without much capital, market research, or breakthrough technologies. Coping with ambiguity and surprises, face-to-face selling, and making do with second-tier employees is more important than foresight, deal-making, or recruiting top-notch teams. Transforming improvised start-ups into noteworthy enterprises requires a radical shift, from "opportunistic adaptation" in niche markets to the pursuit of ambitious strategies. This requires traits such as ambition and risk-taking that are initially unimportant. Mature corporations have to pursue entrepreneurial activity in a much more disciplined way. Companies like Intel and Merck focus their resources on large-scale initiatives that scrappy entrepreneurs cannot undertake. Their success requires carefully chosen bets, meticulous planning, and the smooth coordination of many employees rather than the talents of a driven few. This clearly and concisely written book is essential for anyone who wants to start a business, for the entrepreneur or executive who wants to grow a company, and for the scholar who wants to understand this crucial economic activity.
Customer Reviews:
Insightful!.......2001-06-20
The Origin and Evolution of New Businesses When Jann Wenner launched Rolling Stone magazine, he did no market research and considered himself merely an "amateur journalist." When Bill Gates and Paul Allen started Microsoft, they had no business plan, only a brainstorm that they should write a program in the BASIC computer language. Such seat-of-the pants planning is typical among entrepreneurs, says author Amar Bhide. Successful entrepreneurs don't need unique ideas and long resumes, Bhide writes. Rather, they must be able to adapt quickly to changing business conditions, and they must enter industries in a state of upheaval, where established players are lacking. Bhide offers a revealing look at the characteristics that make for successful start-ups. In spite of his often-dense prose, Bhide gives plenty of real-world examples to illustrate his concepts. We [...] recommend this book to entrepreneurs and to those thinking of starting their own companies.
Rigor for the Entrepreneurs and Concepts for Intellectuals.......2001-06-19
This book provides both valuable practical insights for someone considering a new business and concise conceptual frameworks for those with an academic bent on the subject. Bhide makes excellent use of data to support his assertions, and this gives the book its academic flavor. But he also brings the subject alive with real world evidence and anecdotes. For example, he points to data that shows many entrepreneurs lack credentials one might expect to begin a successful business. He then explains a rational basis for the low credential (not to be confused with low skill) level of many entrepreneurs: that their opportunity cost is low because they "don't have the credentials and experience that could secure them highly paid employment." Hence they have less to lose. "[I]ndividuals who face high opportunity costs...usually do not start small, boot-strapped ventures." Entrepreneurs often even avoid the emotional costs of quitting satisfactory jobs. He then provides the entertaining quote of John Mineck who started Practice Management Systems in 1982 while still employed by the Personal Care Division of Gillete, Inc.: "You could do something on the side very easily; they seemed to discourage hard work."
But the book is by no means all humorous anecdote. It has heavy data, with charts and graphs that are not simply conceptual in nature, but quite empirical. Overall an excellent text for both the intellectually curious and the entrepreneurially inspired.
Rich examples, interesting ideas, but inappropriate data.......2001-01-15
Amar Bhide has written a richly illustrated book about new and growing firms, drawing eclectically on many social science disciplines. Although he makes frequent references to economics, he often invokes explanatory factors from cognitive psychology and organization theory. His resulting model thus has a strong ring of behavioral plausibility. Unfortunately, he draws on a database that is simply inappropriate for answering his central question: why do a small fraction of startups turn into promising firms, whereas the great majority do not?
Bhide committed a fundamental methodological error: he selected only successful firms and then tried to infer what differentiated them from the (non-selected) unsuccessful ones. He surveyed 100 founders of companies that appeared on the Inc. 500 list in 1989 and drew upon on several hundred case studies by his students at Harvard, plus cases of successful firms drawn from business periodicals and his own research. Although he shows some awareness of the methodological problem thus created, he nonetheless injudiciously draws strong inferences from empirical regularities among the successful firms.
Why is such selection bias problematic? Consider a hypothetical study, showing that 20 percent of the successful firms in the financial services industry were currently run by Harvard MBAs, compared to only 10 percent by Stanford MBAs. Would we be entitled to conclude Harvard MBAs were twice as successful as those from Stanford? What if we learned that Harvard MBAs started 80 percent of the firms in the financial services industry, compared to only 1 percent for Stanford? And, that most of the firms started by Harvard MBAs had failed? Now we see that Stanford MBAs are highly over-represented among the successful firms, compared to the initial population of startups, and that Harvard MBAs are substantially under-represented. Without information on the initial cohorts of firms starting out in an industry, we are in great danger of engaging in superstitious learning of the kind that Bhide actually reviews in his book (research conducted by Camerer, Kahneman, Tversky, and others).
By relying on information from firms that made it onto the Inc. 500 list or into the cases written up by his students, as well as on case histories of FedEx, Walmart, Microsoft, and other successful firms, Bhide cannot tell us why or how those firms got there. Only a research design that allowed him to follow startups and growing firms over time would give him the dynamic data he needs to answer the questions posed by his extremely interesting model.
What a marvelous piece of work ...........2000-09-18
It is amazing how much information Bhide packed in to a reader friendly book. This book was uncomparably informative in uncovering the vast world of entrepreneurship.
First-Class Work on Entrepreneurship.......2000-08-29
When Bill Gates and Paul Allen started Microsoft, they had no business plan, only a brainstorm that they should write a program in the BASIC computer language. Such seat-of-the pants planning is typical among entrepreneurs, says author Amar Bhide. Successful entrepreneurs don't need unique ideas and long resumes, he writes. Rather, they must be able to adapt quickly to changing business conditions, and they must enter industries in a state of shake, where established players are lacking.
I'd strongly recommend this book to entrepreneurs and to those thinking of starting their own companies. But this is not a "how to get-rich-quick" series book on how to start and grow a new business. This bright analytical work sets a new standard for books about entrepreneurship. Professor Bhide offers a revealing look at the characteristics that make for successful start-ups, and also gives plenty of real world examples to illustrate his concepts.
Book Description
In 1937, Ronald H. Coase published "The Nature of the Firm," a classic paper that raised fundamental questions about the concept of the firm in economic theory. Coase proposed that the comparative costs of organizing transactions through markets rather than within firms are the primary determinants of the size and scope of firms. Coase won the 1991 Nobel Prize in Economics for this work. This volume derives from a conference held in 1987 to commemorate the fiftieth anniversary of the publication of Coase's classic article. The first chapter affords an overview of the volume. It is followed by a republication of the 1937 article, and by the three lectures Coase presented at the conference. These lectures provide a lively and informative history of the origins and development of his thought. Subsequent chapters explore a wide-range of theoretical and empirical issues that have arisen in the transaction cost economic tradition. They illustrate the power of the transaction cost approach to enhance understanding not only of business firms, but of problems of economic organization generally. In addition to Coase's work, contributors include Sherwin Rosen, Paul Joskow, Oliver Hart, Harold Demsetz, Scott Masten, Benjamin Klein, as well as the volume's editors, Oliver E. Williamson, and Sidney G. Winter. The Nature of the Firm includes Coase's acceptance speech for his Nobel Prize in Economics.
Customer Reviews:
Excellent Starting Point.......2003-08-23
This book serves as an excellent introduction to the transaction cost motivated theories of the firm. The whole field started with the 1937 paper by Coase, which one can find here. Three other papers by Coase give a good background on how he came to write that paper and what its implications and influences are. His Nobel lecture is also included. They all make a nice reading and clear up some misunderstandings about Coase's work. Coase is an excellent writer.
The other papers are very good too. I especially liked the one by Harold Demsetz. It points out that there are some important shortcomings to the transactionialist view and outlines a alternative theory of the firm.
Almost all papers can be read without much knowledge about economics and without math, so anyone with an interest in the topic should take a look.
Readings on the "Firm".......2000-07-03
The papers imprinted there include Coase's "The Nature of the Firm" and his Nobel Lecture as well. The works of O. Williamson, O. Hart, S. Rosen, S. Winter, etc on the nature of the firm are also there.
One thing worth to note is that three of the papers are the lectures given by Coase in the 1987 conference (which is due to the 50th anniversery of the publication of his "The Nature of the Firm") are also included. The sub-title of this book speaks for itself.
But I don't know why Cheung's "The Contractual Nature of the Firm" is omitted.
Book Description
Bestselling authors Al and Laura Ries offer unique insights on the process – and art – of brand building. They review successful brand creation and demonstrate how new brands and categories – be they products or services – can be best grown from existing products.
In their trademark witty style, the Rieses draw upon ten years of research. They explore some
of the most powerful brands and products of all time, plus the marketing methods that built and established them. Disasters are analysed, too.
Ries and Ries lay down the rules for brand creation. In a series of chapters, they show how new ideas are developed, the importance of being first, inventing a new category, positioning opposite existing brands, positioning against an 'enemy'. They go into the importance of PR, protecting the brand, and when to give up on an existing brand.
One of the most effective techniques for creating new brands is to branch them off already successful products or services. Powerful automotive brands such as Jeep were built on a new subcategory called 'sport–utility vehicle'; Mercedes–Benz on 'imported luxury car'. And the handheld computer (Palm) expands on the calendar function of the PC.
Customer Reviews:
Which way to go?.......2007-07-19
I believe that this kind of book is for those who want to open their mind to another kind of Marketing thinking.
In this book we can see the other side of the coin, because all the big companies are thinking in convergence, like Apple, and Divergence is a concept that will arise in the following years.
Darwin's Divergence Theory Powerful in Business Marketing.......2007-05-13
Using Charles Darwin's theory of divergence as a foundation, Al and Laura Ries argue that the new trend of convergence (cellphones with cameras, and refrigerators with internet) is the complete wrong direction for brands to move. They present, quite successfully, the view that convergence is a loser. Categories of products diverge and the first to that new category is the winner.
I initially found the this book very interesting, but unpractical. Realistically I had to be able to come up with more examples, than they had, of successful convergence. But I couldn't. As I continued to read and, more importantly, reflect on the real world, I found myself in total agreement. Strong brands succeed because they are great at one thing, not pretty good at a couple.
Al and Laura also make a great point about being first to a category. People still believe it is more important to be the best and fight the good fight. Definetely there are some examples where the firsts to categories have faltered, but for the most part, first equals the winner. They gather all the buzz and establish themselves as the leader in the category.
There are many factors that contribute to a successful brand, but I believe these theories should be among them. Definetely recommended reading for any brand manager or business owner. I find myself viewing companies, big and small, through this lens on a daily basis. What causes their brand to succeed or fail? I've found many times it's how they apply these concepts that lead to the result.
Very Well Done.......2007-03-23
I really enjoyed this book. I will say there were repeated aggressive personal opinions given about the future of certain companies that I did not care for. They lost some of the thunder with me because of the remarks but nevertheless the book was a very good read with a lot of practical suggestions and ideas.
Try the divergence test in your daily career.......2006-11-08
Divergence is definitely not a popular concept; however, it is a concept that rings true in many things in my life and work. After reading this book I gave it the old 'how does it apply in the real world' test and was pleasantly suprised. Clock radio = convergence. Camera phone = convergence. I think these are the rules for convergence that the Ries talk about. Unlike other reviewers I believe that the depth of coverage of the failures of convergence is a good thing. Many times knowing what not to do is more important than knowing what to do. I work in the information security field and filled my whiteboard with the ever diverging and segmenting field. It helped me identify a few areas that I haven't thought of. When washed against the products in the market it is clear than products that diverge end up getting marketshare it is the convergence products that get the glitz and glamour. To me that answers the question of how to get rich rather than famous.
Highly readable but a bit glib.......2006-03-06
The Rieses certainly know how to write a business book. Top secret: They write it in clear English, in short sentences, and without jargon.
They make one point over and over again, using the analogy to Charles Darwin's Origin of Species: Convergence never works, while divergence can work. In other words, a product with its own niche and its own brand can make billions. All you have to do is invent a niche. Starbucks may be the best example: as they say, "In America, Starbucks was the first European-style coffeehouse ... Starbucks in Milan was just another coffee shop."
However, the Rieses never tell the aspiring businessperson how to figure out which niche is the right one to be in, and which is not. And with all their interest in brand names, they never tell us why "Starbucks" was the right brand name for coffee, while "Coffee Connection" (their example) would be "inappropriate" and "mundane." They say it's so, but they don't say why. Plenty of "mundane" sounding names have made it: how about "Office Depot"? Not very different from "Coffee Connection."
And althought their point about convergence seems generally valid -- who wants a device that's a TV, a computer, and a DVD player, all in one? -- it has exceptions. Look at the BlackBerry or Treo (which they hardly mention), which combine a personal organizer, cell phone, e-mail device, Web access device, and so on. Why is there a "niche" for these products?
Book Description
Scholars and popular writers have written a great deal about entrepreneurs and the formation of new companies, but they have not succeeded in predicting when and where large numbers of new organizations will emerge. This volume attempts, from the viewpoint of the interdisciplinary field of organization studies, to answer two major questions about entrepreneurship: First, what are the conditions that prompt the founding of large numbers of new organizations or entirely new industries? Second, what are the real and significant effects of such entrepreneurial activities on existing industries, economies, and societies?
The authors emphasize that new organizations do not emerge full blown from the idiosyncratic minds of individual entrepreneurs. Their ideas for new organizations, their ability to acquire capital and other essential resources, and their likelihood of survival as entrepreneurs derive from the contexts in which they live and work. At the same time, new organizations fundamentally and immediately transform their contexts.
The first part of the book explores the mental models that founders of new companies bring with them from previous experiences, the ways in which their ideas come not only from the companies in which they work but from the surrounding organizational communities, and the importance of local and regional dynamics in nurturing innovative communities. Other papers in this section shift perspective from geographic communities to other contexts—the university, the knowledge industry, and the technology cycle.
The second part of the book explores the role of entrepreneurial activity in the transformation of contexts and the evolution of industries, focusing on the processes and tools that entrepreneurs use to legitimate new organizational populations, and the collateral industries and communities that build up around new organizational populations, aiding in the development of new companies.
Customer Reviews:
A dry set of academic papers........2002-11-20
This set of essays attempts to analyze such questions as "what are the conditions, including economic, cultural, and even personal situations and proclivities, that prompt the founding of new organizations", and "what are the real and important outcomes of entrepreneurial activity?"
The book might be of interest to you if you seek this kind of sociological or organization theory analysis, but of little practical use to someone starting or managing a company.
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Georgia school board requires balance of evolution and bible. (News).: An article from: District Administration
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This digital document is an article from District Administration, published by Professional Media Group LLC on October 1, 2002. The length of the article is 474 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
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Title: Georgia school board requires balance of evolution and bible. (News).
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District Administration (Magazine/Journal)
Date: October 1, 2002
Publisher: Professional Media Group LLC
Volume: 38
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