Showing results for "v kothari"
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Executive Greed
Examining Business Failures that Contributed to the Economic Crisis
- Series -
- Business and Management (R0)
2010
EN
By looking at the three most recent economic crises, the S&L crisis, the dot-com bubble, and the recent subprime mortgage disaster, the author explains why and how corporate managers led their organizations toward disasters in the long-run.
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Competitive Strategy
Techniques for Analyzing Industries and Competitors
2008
EN
Now nearing its sixtieth printing in English and translated into nineteen languages, Michael E. Porter's Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicity—like all great breakthroughs—Porter’s analysis of industries captures the complexity of industry competition in five underlying forces. Porter introduces one of the most powerful competitive tools yet developed: his three generic stra...
2007
EN
International expert and consultant David Maister offers a brilliant and accessible guide to every management issue at play in professional firms.Professional firms differ from other business enterprises in two distinct ways: first, they provide highly customized services and thus cannot apply many of the management principles developed for product-based industries. Second, professional services are highly personalized, involving the skills of individuals. Such fir...
3-d Negotiation
Powerful Tools to Change the Game in Your Most Important Deals
2006
EN
When discussing being stuck in a "win-win vs. win-lose" debate, most negotiation books focus on face-to-face tactics. Yet, table tactics are only the "first dimension" of David A. Lax and James K. Sebenius' pathbreaking 3-D Negotiation (TM) approach, developed from their decades of doing deals and analyzing great dealmakers. Moves in their "second dimension"-deal design-systematically unlock economic and noneconomic value by creatively structuring agreements. But what sets the 3-D approach...
2008
EN
For the past two decades, Michael Porter's work has towered over the field of competitive strategy.On Competition, Updated and Expanded Edition brings together more than a dozen of Porter's landmark articles from the Harvard Business Review. Five are new to this edition, including the 2008 update to his classic "The Five Competitive Forces That Shape Strategy," as well as new work on health care, philanthropy, corporate social responsibility, and ...
Know-How
The 8 Skills That Separate People Who Perform from Those Who Don't
2007
EN
The new grand theory of leadership by Ram Charan . . . The breakthrough book that links know-how—the skills of people who know what they are doing— with the personal and psychological traits of the successful leader.How often have you heard someone with a commanding presence deliver a bold vision that turned out to be nothing more than rhetoric and hot air? All too often we mistake the appearance of leadership for the real deal. Without a doubt, intelligence, vision, and the ability to com...
- Book 34 -
- The Portable MBA Series
2010
EN
A totally revised new edition of the bestselling guide to business school basicsThe bestselling book that invented the "MBA in a book" category, The Portable MBA Fifth Edition is a reliable and information-packed guide to the business school curriculum and experience. For years, professionals who need MBA-level information and insight-but don't need the hassle of business school-have turned to the Portable MBA series for the very best, most up-to-date coverage of the busin...
The End of Fundraising
Raise More Money by Selling Your Impact
2011
EN
Why does it cost nonprofits on average $20 to raise $100, while it costs companies only $4?Simply put: Nonprofits have no leverage. No one has to make a donation. And since most donors have no direct stake in the organizations they support, they make donations out of the goodness of their hearts. If donors feel like writing a check, they will. If they don't, they won't.The End of Fundraising turns fundraising on its head, teaching nonprofits how to stop begging for charity ...
MBA in a Book
Mastering Business with Attitude
2011
EN
Practical ideas from the best brains in BusinessA sharp, jargon-free guide to the core curriculum of an MBA program, MBA in a Book shows how to master the big ideas of business and use them in a practical way to build and enhance career success.“In the world of business, ideas matter. . . . Some of the sharpest minds in the business world give perceptive looks into innovation, marketing, finance, strategy, and leadership, providing stimulating, useful perspectives ...
- Series -
- Memo to the CEO
2008
EN
Private equity firms are snapping up brand-name companies and assembling portfolios that make them immense global conglomerates. They're often able to maximize investor value far more successfully than traditional public companies.How do PE firms become such powerhouses? Learn how, in Lessons from Private Equity Any Company Can Use. Bain chairman Orit Gadiesh and partner Hugh MacArthur use the concise, actionable format of a memo to lay out the five disciplines that PE fir...
2011
EN
Persuade others to do what you want--for their own reasons.If you need the best practices and ideas for making deals that work--but don't have time to find them--this book is for you. Here are 10 inspiring and useful perspectives, all in one place.This collection of HBR articles will help you:- Seal or sweeten a bargain by uncovering the other side's motives- Conquer faulty assumptions to make the right deals- Forge deals only when they support your ...
Boards That Deliver
Advancing Corporate Governance From Compliance to Competitive Advantage
- Book 20 -
- Jossey-Bass Leadership Series
2011
EN
Finally, a book that brings the vision of truly good governance down to earth. Ram Charan, expert in corporate governance and best-selling author, packs this book with useful tools and techniques to take boards and their companies to a higher level of performance. Charan puts his finger on a growing problem for boards: the disconnect between directors' efforts and their results. The added time and attention boards invest is not translating into better governanceâ??that is, governance that ...











