The book's opening section snappily reports Gerstner's decisions in his first 18 months on the job-the critical "sprint" that moved IBM away from the brink of destruction. The following sections describe the marathon fight to make IBM once again "a company that mattered. He succeeded mightily. Upon his retirement this year, IBM was undeniably "a company that mattered.
But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute. Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job.
When Jack Welch took the reins of General Electric in , he reformulated GE in his own image -- tough, smart, competitive, and relentless. First published in , Get Better or Get Beaten became a bestseller as managers sought to understand and mimic the success of the man lauded by Fortune as " Look to this fast-paced book for: - Jack Welch's latest views on management and leadership - Examples of how Welch transformed GE into an e-business - Insights into Six Sigma and other successful GE quality initiatives - and More Under his leadership, General Electric reinvented itself several times over by integrating new and innovative practices into its many lines of business.
In Jack: Straight from the Gut, Welch, with the help of Business Week journalist John Byrne, recounts his career and the style of management that helped to make GE one of the most successful companies of the last century. Beginning with Welch's childhood in Salem, Massachusetts, the book quickly progresses from his first job in GE's plastics division to his ambitious rise up the GE corporate ladder, which culminated in What comes across most in this autobiography is Welch's passion for business as well as his remarkable directness and intolerance of what he calls "superficial congeniality"--a dislike that would help earn him the nickname "Neutron Jack.
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In seven chapters, the two consultants for the Gallup Organization debunk some dearly held notions about management, such as "treat people as you like to be treated"; "people are capable of almost anything"; and "a manager's role is diminishing in today's economy. Collins and his team of researchers began their quest by sorting through a list of 1, companies, looking for those that made substantial improvements in their performance over time.
They finally settled on including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner.
Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. Observing consumers overwhelmed by countless choices, he argues that now's the time to build a brand that evokes trust from its customers.
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Bedbury elaborates his belief that "the brand is the sum total of everything a company does" with lively anecdotes from the experiences of Harley-Davidson, Microsoft and others. He calls for advertising and marketing that will inspire rather than merely inform ie: "Just Do It". Now, an outsider takes you inside the incredible Disney service culture and presents simple, powerful concepts in a fun, memorable way that just may change the way you conduct business. Based on hours of interviews and discussions with present and former Disney employees, Inside the Magic Kingdom discloses the secrets behind Disneys success.
This upbeat, easy-to-read book illustrates clear, solid principles with examples that are well-known to Disney insiders but virtually unknown to outsiders until now. Outlines the seven keys to Disney's success. Now the principles that drive the culture and phenomenal success of Disney are disclosed in this fun, easy-to-read book. You will learn many insider secrets that will spell success if implemented in any business. In tough financial times, McDonald's proved that ingenuity, trial and error, and gut instinct were the keys to building a service business the entire world has come to admire.
In the years since McDonald's: Behind The Arches was first published, McDonald's has been a trendsetter in advertising, focusing on different ethnic groups as well as the physically disabled. McDonald's created McJobs, a program that employs both mentally challenged adults and senior citizens.
And because its franchisees have their fingers on the pulse of the marketplace, McDonald's has evolved successfully with the health food revolution, launching dozens of new products and moving toward environmentally-safe packaging and recyclable goods. Inspiring, informative, and filled with behind the scenes stories, this remarkable saga offers an irresistible look inside a great American business success. Through step-by-step chapters, Author Susan Carter advances readers from the high-risk potential of 'owning their own jobs' to the freedom and control of 'owning their own businesses.
Mathews is a futurist specializing in demographics and lifestyle analysis at FirstMatter, another consulting firm. To research purchasing behavior, they surveyed 5, consumers, but the responses they got surprised them and prompted their title's contrary proposition. They developed a new model of "consumer relevancy. They then suggest that for companies to be successful they need to dominate on only one of these five factors.
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On a second of the five they should stand out or differentiate themselves from their competitors; and on the remaining three they need only to be at par with others in their industry. With dozens of examples, Crawford and Mathews demonstrate the validity of their premise.
Raving Fans is a book of stories relating how fictional companies have created an environment of delivering awesome customer service.
A guy that has just been put in a managment position requiring a turnaround goes on a fictional trip with his "angel" to visit businesses that have figured out their vision and their system to deliver customer service extraordinary. Based on three simple principles Decide, Discover, Deliver , each company has created a group of Raving Fans not just customers, but fans who wouldn't consider shopping anywhere else for what one of these companies offers.
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Either you've got a product or service that you can say is different, or you don't have much at all. In today's global marketplace and at its lightning-fast rate of change, there's no point in inventing and presenting a product only to sit back and hope that consumers everywhere will discover its greatness.
It's not simply about what you or your product can do, it's about what you do differently from everyone else. You too can boost organizational performance and quality to new levels by following the practical advice offered in the important book, Extraordinary Guarantees.
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Guarantees were once considered nothing more than a marketing gimmick. But as more and more quality leaders have begun to offer ironclad pledges of total customer satisfaction, the guarantee is now being recognized as an unparalleled tool for gaining a major, often unbeatable, competitive edge-and a host of other benefits. Three qualifiers of value are how much, how soon, and how sure--these are what the customer needs to know.
He found a direct and dramatic correlation. Here, he offers detailed commentary from CEOs, managers and staffers, and analysis of the survey results. Bosses in all kinds of companies will benefit from his solid advice, which should be required reading for executives and upper level managers. Leadership by Rudolph W. But, he argues, he did not suddenly become a great leader on September 11, and "had been doing [my] best to take on challenges my whole career.
While some critics found his style too aggressive, he has an effective counterargument: "Before September 11, there were those who said we were being overly concerned [about security]," he observes. They've discovered that men who take jeans into fitting rooms are more likely to buy than females 65 percent vs. They've learned how the "butt-brush factor" bumped from behind, shoppers become irritated and move elsewhere makes women avoid narrow aisles.
They've quantified the importance of shopping baskets; contact between employees and shoppers; the "transition zone" the area just inside the store's entrance ; and "circulation patterns" how shoppers move throughout a store.
And they've explored the relationship between a customer's amenability and profitability, learning how good stores capitalize on a shopper's unspoken inclinations and desires. Underhill, whose clients include McDonald's, Starbucks, Est? Lauder, and Blockbuster, stocks Why We Buy with a wealth of retail insights, showing how men are beginning to shop like women, and how women have changed the way supermarkets are laid out. He also looks to the future, projecting massive retail opportunities with an aging baby-boom population and predicting how online retailing will affect shopping malls.
This lighthearted look at shopping is highly recommended to anyone who buys or sells. Who Moved My Cheese? The message of Who Moved My Cheese? Previously, a similar program was called Project Kodiak. The Applause site explains what data could be collected by the Facebook Research app emphasis mine :. You are also letting our client collect information about your internet browsing activity including the websites you visit and data that is exchanged between your device and those websites and your use of other online services. There are some instances when our client will collect this information even where the app uses encryption , or from within secure browser sessions.
Instead, the instruction manual reveals that users download the app from r. Apple requires that developers agree to only use this certificate system for distributing internal corporate apps to their own employees. Randomly recruiting testers and paying them a monthly fee appears to violate the spirit of that rule.
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Once installed, users just had to keep the VPN running and sending data to Facebook to get paid. The Applause-administered program requested that users screenshot their Amazon orders page. This data could potentially help Facebook tie browsing habits and usage of other apps with purchase preferences and behavior. That information could be harnessed to pinpoint ad targeting and understand which types of users buy what.
TechCrunch commissioned Strafach to analyze the Facebook Research app and find out where it was sending data. The app can update itself without interacting with the App Store, and is linked to the email address PeopleJourney fb. He also discovered that the Enterprise Certificate first acquired in indicates Facebook renewed it on June 27th, — weeks after Apple announced its new rules that prohibited the similar Onavo Protect app. The most charitable narrative of this situation would be that Facebook did not think too hard about the level of access they were granting to themselves.
They said Facebook first launched its Research app program in They tried to liken the program to a focus group and said Nielsen and comScore run similar programs, yet neither of those ask people to install a VPN or provide root access to the network. The spokesperson confirmed the Facebook Research program does recruit teens but also other age groups from around the world. They claimed that Onavo and Facebook Research are separate programs, but admitted the same team supports both as an explanation for why their code was so similar.
Seven hours after this report was first published, Facebook updated its position and told TechCrunch that it would shut down the iOS Research app. Facebook noted that the Research app was started in and was therefore not a replacement for Onavo Protect. However, they do share similar code and could be seen as twins running in parallel. A Facebook spokesperson also provided this additional statement:. Finally, less than 5 percent of the people who chose to participate in this market research program were teens.
All of them with signed parental consent forms. While users were given clear instructions and warnings, the program never stresses nor mentions the full extent of the data Facebook can collect through the VPN. A small fraction of the users paid may have been teens, but we stand by the newsworthiness of its choice not to exclude minors from this data collection initiative.