DK Publishing. The Business Book 2014

The Business Book: Big Ideas Simply Explained
The Business Book


    1. If you can dream it, you can do it
      Beating the odds at start-up
    2. There’s a gap in the market, but is there a market in the gap?
      Finding a profitable niche
    3. You can learn all you need to know about the competition’s operation by looking in his garbage cans
      Study the competition
    4. The secret of business is to know something that nobody else knows
      Stand out in the market
    5. Be first or be better
      Gaining an edge
    6. Put all your eggs in one basket, and then watch that basket
      Managing risk
    7. Luck is a dividend of sweat. The more you sweat, the luckier you get
      Luck (and how to get lucky)
    8. Broaden your vision, and maintain stability while advancing forward
      Take the second step
    9. Nothing great is created suddenly
      How fast to grow
    10. The role of the CEO is to enable people to excel
      From entrepreneur to leader
    11. Chains of habit are too light to be felt until they are too heavy to be broken
      Keep evolving business practice
    12. A corporation is a living organism; it has to continue to shed its skin
      Reinventing and adapting
    13. Without continuous growth and progress, success has no meaning
      The Greiner curve
    14. If you believe in something, work nights and weekends—it won’t feel like work
      The weightless start-up
    15. Managers do things right, leaders do the right thing
      Leading well
    16. None of us is as smart as all of us
      The value of teams
    17. Innovation must be invasive and perpetual: everyone, everywhere, all of the time
      Creativity and invention
    18. Dissent adds spice, spirit, and an invigorating quality
      Beware the yes-men
    19. No great manager or leader ever fell from heaven
      Gods of management
    20. A leader is one who knows the way, goes the way, and shows the way
      Effective leadership
    21. Teamwork is the fuel that allows common people to attain uncommon results
      Organizing teams and talent
    22. Leaders allow great people to do the work they were born to do
      Make the most of your talent
    23. The way forward may not be to go forward
      Thinking outside the box
    24. The more a person can do, the more you can motivate them
      Is money the motivator?
    25. Be an enzyme—a catalyst for change
      Changing the game
    26. The worst disease that afflicts executives is egotism
      Hubris and nemesis
    27. Culture is the way in which a group of people solves problems
      Organizational culture
    28. Emotional intelligence is the intersection of heart and head
      Develop emotional intelligence
    29. Management is a practice where art, science, and craft meet
      Mintzberg’s management roles
    30. A camel is a horse designed by committee
      Avoid group think
    31. The art of thinking independently, together
      The value of diversity
    1. Do not let yourself be involved in a fraudulent business
      Play by the rules
    2. Executive officers must be free from avarice
      Profit before perks
    3. If wealth is placed where it bears interest, it comes back to you redoubled
      Investment and dividends
    4. Borrow short, lend long
      Making money from money
    5. The interests of the shareholders are our own
      Accountability and governance
    6. Make the best quality of goods at the lowest cost, paying the highest wages possible
      Your workers are your customers
    7. Utilize OPM—Other People’s Money
      Who bears the risk?
    8. Swim upstream. Go the other way. Ignore the conventional wisdom
      Ignoring the herd
    9. Debt is the worst poverty
      Leverage and excess risk
    10. Cash is king
      Profit versus cash flow
    11. Only when the tide goes out do you discover who’s been swimming naked
      Off-balance-sheet risk
    12. Return on equity is a financial goal that can become an own goal
      Maximize return on equity
    13. As the role of private equity has grown, so have the risks it poses
      The private equity model
    14. Assign costs according to the resources consumed
      Activity-based costing
    1. Turn every disaster into an opportunity
      Learning from failure
    2. If I had asked people what they wanted, they would have said faster horses
      Leading the market
    3. The main thing to remember is, the main thing is the main thing
      Protect the core business
    4. You don’t need a huge company, just a computer and a part-time person
      Small is beautiful
    5. Don’t get caught in the middle
      Porter’s generic strategies
    6. The essence of strategy is choosing what not to do
      Good and bad strategy
    7. Synergy and other lies
      Why takeovers disappoint
    8. The Chinese word “crisis” is composed of two characters: “danger”
      and “opportunity”
      Crisis management
    9. You can’t grow long-term if you can’t eat short-term
      Balancing long- versus short-term
    10. Market Attractiveness, Business Attractiveness
      The MABA matrix
    11. Only the paranoid survive
      Avoiding complacency
    12. To excel, tap into people’s capacity to learn
      The learning organization
    13. The future of business is selling less of more
      The long tail
    14. To be an optimist …
      have a contingency plan for when all hell breaks loose
      Contingency planning
    15. Plans are useless, but planning is indispensable
      Scenario planning
    16. The strongest competitive forces determine the profitability of an industry
      Porter’s five forces
    17. If you don’t have a competitive advantage, don’t compete
      The value chain
    18. If you don’t know where you are, a map won’t help
      The capability maturity model
    19. Chaos brings uneasiness, but it also allows for creativity and growth
      Coping with chaos
    20. Always do what is right. It will gratify half of mankind and astonish the other
      Morality in business
    21. There is no such thing as a minor lapse in integrity
    22. Make it easier to do the right thing and much harder to do the wrong thing
      Creating an ethical culture
    1. Marketing is far too important to leave to the marketing department
      The marketing model
    2. Know the customer so well that the product fits them and sells itself
      Understanding the market
    3. Attention, Interest, Desire, Action
      The AIDA model
    4. Marketing myopia
      Focus on the future market
    5. The cash cow is the beating heart of the organization
      Product portfolio
    6. Expanding away from your core has risks; diversification doubles them
      Ansoff’s matrix
    7. If you’re different, you will stand out
      Creating a brand
    8. There is only one boss: the customer
      Make your customers love you
    9. Whitewashing, but with a green brush
    10. People want companies to believe in something beyond maximizing profits
      The appeal of ethics
    11. Everybody likes something extra for nothing
      Promotions and incentives
    12. In good times people want to advertise; in bad times they have to
      Why advertise?
    13. Make your thinking as funny as possible
      Generating buzz
    14. E-commerce is becoming mobile commerce
    15. Trying to predict the future is like driving with no lights looking out of the back window
    16. Product, Place, Price, Promotion
      Marketing mix
    1. See how much, not how little, you can give for a dollar
      Maximize customer benefits
    2. Costs do not exist to be calculated. Costs exist to be reduced
      Lean production
    3. If the pie’s not big enough, make a bigger pie
      Fulfilling demand
    4. Eliminate unnecessary steps
      Simplify processes
    5. Every gain through the elimination of waste is gold in the mine
      Juran’s production ideal
    6. Machines, facilities, and people should work together to add value
    7. Learning and innovation go hand in hand
      Applying and testing ideas
    8. Your most unhappy customers are your greatest source of learning
      Feedback and innovation
    9. Technology is the great growling engine of change
      The right technology
    10. Without big data, you are blind and deaf and in the middle of a highway
      Benefitting from “big data”
    11. Put the product into the customer’s hands— it will speak for itself
      Quality sells
    12. The desire to own something a little better, a little sooner than necessary
      Planned obsolescence
    13. Time is money
      Time-based management
    14. A project without a critical path is like a ship without a rudder
      Critical path analysis
    15. Taking the best from the best