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The Business Book (Big Ideas Simply Explained) by DK Publishing.....pdf

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    6 Contents
    10 INTRODUCTION
    20 If you can dream it, you can do it Beating the odds at start-up
    22 There’s a gap in the market, but is there a market in the gap? Finding a profitable niche
    24 You can learn all you need to know about the competition’s operation by looking in his garbage cans Study the competition
    28 The secret of business is to know something that nobody else knows Stand out in the market
    32 Be first or be better Gaining an edge
    40 Put all your eggs in one basket, and then watch that basket Managing risk
    42 Luck is a dividend of sweat. The more you sweat, the luckier you get Luck (and how to get lucky)
    43 Broaden your vision, and maintain stability while advancing forward Take the second step
    44 Nothing great is created suddenly How fast to grow
    46 The role of the CEO is to enable people to excel From entrepreneur to leader
    48 Chains of habit are too light to be felt until they are too heavy to be broken Keep evolving business practice
    52 A corporation is a living organism; it has to continue to shed its skin Reinventing and adapting
    58 Without continuous growth and progress, success has no meaning The Greiner curve
    62 If you believe in something, work nights and weekends—it won’t feel like work The weightless start-up
    68 Managers do things right, leaders do the right thing Leading well
    70 None of us is as smart as all of us The value of teams
    72 Innovation must be invasive and perpetual: everyone, everywhere, all of the time Creativity and invention
    74 Dissent adds spice, spirit, and an invigorating quality Beware the yes-men
    76 No great manager or leader ever fell from heaven Gods of management
    78 A leader is one who knows the way, goes the way, and shows the way Effective leadership
    80 Teamwork is the fuel that allows common people to attain uncommon results Organizing teams and talent
    86 Leaders allow great people to do the work they were born to do Make the most of your talent
    88 The way forward may not be to go forward Thinking outside the box
    90 The more a person can do, the more you can motivate them Is money the motivator?
    92 Be an enzyme—a catalyst for change Changing the game
    100 The worst disease that afflicts executives is egotism Hubris and nemesis
    104 Culture is the way in which a group of people solves problems Organizational culture
    110 Emotional intelligence is the intersection of heart and head Develop emotional intelligence
    112 Management is a practice where art, science, and craft meet Mintzberg’s management roles
    114 A camel is a horse designed by committee Avoid groupthink
    115 The art of thinking independently, together The value of diversity
    120 Do not let yourself be involved in a fraudulent business Play by the rules
    124 Executive officers must be free from avarice Profit before perks
    126 If wealth is placed where it bears interest, it comes back to you redoubled Investment and dividends
    128 Borrow short, lend long Making money from money
    130 The interests of the shareholders are our own Accountability and governance
    132 Make the best quality of goods at the lowest cost, paying the highest wages possible Your workers are your customers
    138 Utilize OPM—Other People’s Money Who bears the risk?
    146 Swim upstream. Go the other way. Ignore the conventional wisdom Ignoring the herd
    150 Debt is the worst poverty Leverage and excess risk
    152 Cash is king Profit versus cash flow
    154 Only when the tide goes out do you discover who’s been swimming naked Off-balance-sheet risk
    155 Return on equity is a financial goal that can become an own goal Maximize return on equity
    156 As the role of private equity has grown, so have the risks it poses The private equity model
    158 Assign costs according to the resources consumed Activity-based costing
    164 Turn every disaster into an opportunity Learning from failure
    166 If I had asked people what they wanted, they would have said faster horses Leading the market
    170 The main thing to remember is, the main thing is the main thing Protect the core business
    172 You don’t need a huge company, just a computer and a part-time person Small is beautiful
    178 Don’t get caught in the middle Porter’s generic strategies
    184 The essence of strategy is choosing what not to do Good and bad strategy
    186 Synergy and other lies Why takeovers disappoint
    188 The Chinese word “crisis” is composed of two characters: “danger” and “opportunity” Crisis management
    190 You can’t grow long-term if you can’t eat short-term Balancing long- versus short-termism
    192 Market Attractiveness, Business Attractiveness The MABA matrix
    194 Only the paranoid survive Avoiding complacency
    202 To excel, tap into people’s capacity to learn The learning organization
    208 The future of business is selling less of more The long tail
    210 To be an optimist ... have a contingency plan for when all hell breaks loose Contingency planning
    211 Plans are useless, but planning is indispensable Scenario planning
    212 The strongest competitive forces determine the profitability of an industry Porter’s five forces
    216 If you don’t have a competitive advantage, don’t compete The value chain
    218 If you don’t know where you are, a map won’t help The capability maturity model
    220 Chaos brings uneasiness, but it also allows for creativity and growth Coping with chaos
    222 Always do what is right. It will gratify half of mankind and astonish the other Morality in business
    223 There is no such thing as a minor lapse in integrity Collusion
    224 Make it easier to do the right thing and much harder to do the wrong thing Creating an ethical culture
    232 Marketing is far too important to leave to the marketing department The marketing model
    234 Know the customer so well that the product fits them and sells itself Understanding the market
    242 Attention, Interest, Desire, Action The AIDA model
    244 Marketing myopia Focus on the future market
    250 The cash cow is the beating heart of the organization Product portfolio
    256 Expanding away from your core has risks; diversification doubles them Ansoff’s matrix
    258 If you’re different, you will stand out Creating a brand
    264 There is only one boss: the customer Make your customers love you
    268 Whitewashing, but with a green brush Greenwash
    270 People want companies to believe in something beyond maximizing profits The appeal of ethics
    271 Everybody likes something extra for nothing Promotions and incentives
    272 In good times people want to advertise; in bad times they have to Why advertise?
    274 Make your thinking as funny as possible Generating buzz
    276 E-commerce is becoming mobile commerce M-commerce
    278 Trying to predict the future is like driving with no lights looking out of the back window Forecasting
    280 Product, Place, Price, Promotion Marketing mix
    288 See how much, not how little, you can give for a dollar Maximize customer benefits
    290 Costs do not exist to be calculated. Costs exist to be reduced Lean production
    294 If the pie’s not big enough, make a bigger pie Fulfilling demand
    296 Eliminate unnecessary steps Simplify processes
    300 Every gain through the elimination of waste is gold in the mine Juran’s production ideal
    302 Machines, facilities, and people should work together to add value Kaizen
    310 Learning and innovation go hand in hand Applying and testing ideas
    312 Your most unhappy customers are your greatest source of learning Feedback and innovation
    314 Technology is the great growling engine of change The right technology
    316 Without big data, you are blind and deaf and in the middle of a highway Benefitting from “big data”
    318 Put the product into the customer’s hands— it will speak for itself Quality sells
    324 The desire to own something a little better, a little sooner than necessary Planned obsolescence
    326 Time is money Time-based management
    328 A project without a critical path is like a ship without a rudder Critical path analysis
    330 Taking the best from the best Benchmarking
    332 DIRECTORY
    340 GLOSSARY
    344 INDEX
    351 ACKNOWLEDGMENTS
    THE BUSINESS BOOK
    THE BUSINESS BOOK
    DK senior editor sam Atkinson project Art editor Amy child editors scarlett o’Hara, Alison sturgeon Us editors Margaret parrish, jane perlmutter pictUre reseArcHer sumedha chopra MAnAging editor esther ripley MAnAging Art editor Karen self pUBLisHer sarah Larter Art director phil ormerod AssociAte pUBLisHing director Liz Wheeler pUBLisHing director jonathan Metcalf London, new York, MeLbourne, Munich, and deLhi jAcKet designer Laura Brim jAcKet editor Manisha Majithia jAcKet design deveLopMent MAnAger sophia tampakopoulos iLLUstrAtions james graham prodUcer, pre-prodUction rebecca Fallowfield prodUcer gemma sharpe original styling by stuDio8 Design produced for dK by cobalt iD Art editors darren Bland, paul reid editors richard gilbert, diana Loxley, sarah tomley, Marek Walisiewicz First American edition, 2014 published in the United states by dK publishing 375 Hudson street new York, new York 10014 11 12 13 14 15 10 9 8 7 6 5 4 3 2 1 001 - 192364 - Feb/2014 copyright © 2014 dorling Kindersley Limited All rights reserved Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior written permission of both the copyright owner and the above publisher of this book. published in great Britain by dorling Kindersley Limited. A catalog record for this book is available from the Library of congress. isBn: 978-1-4654-1585-1 printed and bound in china by Leo paper products Ltd discover more at www.dk.com
    contributors ian marcouse, consultant editor denry machin Denry Machin is an associate tutor at Keele University, UK, and is working at doctoral research on the application of business thinking within education. He also works for Harrow International Management Services as projects manager, assisting in the development of Harrow School’s presence in Asia. He is the author of several business books, journals, and magazine articles. nigel watson Nigel Watson has taught business and economics for A-Level and International Baccalaureate students for 25 years. He has authored and co-authored books and magazine articles in both subjects. Ian Marcousé lectures in business and economics education at the Institute of Education in London. He has written a host of business text books for A-level and BTEC students, including the popular A–Z Business Studies handbooks, and is the founder and director of A–Z Business Training Ltd. PhiliPPa anderson Philippa Anderson is a communications consultant and business writer who has authored articles, magazine features, and books on numerous aspects of business, from market research to leadership. She also provides communications consultancy for multinational firms, including 3M, Anglo American, and Coca-Cola. alexandra black Alexandra Black studied business communications before embarking on a writing career that led her to Japan and stints with financial newspaper group Nikkei Inc. and investment bank J. P. Morgan. She later worked for a direct marketing publisher in Sydney, Australia, before moving to Cambridge, UK. She writes on a range of subjects, from business to history and fashion.
    CONTENTS 10 INTRODUCTION START SMALL, THINK BIG STARTING AND GROWING THE BUSINESS 20 If you can dream it, you can do it Beating the odds at start-up 22 There’s a gap in the market, but is there a market in the gap? Finding a profitable niche 24 You can learn all you need to know about the competition’s operation by looking in his garbage cans Study the competition 28 The secret of business is to know something that nobody else knows Stand out in the market 58 Without continuous growth and progress, success has no meaning The Greiner curve 62 If you believe in something, work nights and weekends—it won’t feel like work The weightless start-up LIGHTING THE FIRE LEADERSHIP AND HUMAN RESOURCES 68 Managers do things right, leaders do the right thing Leading well 70 None of us is as smart as all of us The value of teams 72 Innovation must be invasive and perpetual: everyone, everywhere, all of the time Creativity and invention 74 Dissent adds spice, spirit, and an invigorating quality Beware the yes-men 76 No great manager or leader ever fell from heaven Gods of management 32 Be first or be better Gaining an edge 40 Put all your eggs in one basket, and then watch that basket Managing risk 42 Luck is a dividend of sweat. The more you sweat, the luckier you get Luck (and how to get lucky) 43 Broaden your vision, and maintain stability while advancing forward Take the second step 44 Nothing great is created suddenly How fast to grow 46 The role of the CEO is to enable people to excel From entrepreneur to leader 48 Chains of habit are too light to be felt until they are too heavy to be broken Keep evolving business practice 52 A corporation is a living organism; it has to continue to shed its skin Reinventing and adapting
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