Make Money Myself

Editorial Reviews

The same critical information top business schools teach
Based on Professor Stralser’s popular seminar series, MBA in a Day? is specifically designed for the busy professional (physician, attorney, architect, nonprofit executive, etc.) or entrepreneur/small business owner, who needs to know about the “business-side” of their practice, organization or business. With comprehensive coverage of vital business topics, important concepts and proven strategies taught at top graduate schools, this handy book offers a complete business education without the hassle of enrolling in an MBA program. Divided into four sections covering management and policy; economics, finance, and accounting; marketing; and systems and processes; this straightforward guide is easy to navigate and simple to use. Packed with illustrative examples, helpful anecdotes, and real-world case studies, this commonsense guide covers everything busy professionals would learn at the very best business schools-if they only had the time.
Steven Stralser, PhD (Phoenix, AZ), is Clinical Professor and Managing Director, The Global Entrepreneurship Center at Thunderbird: The American Graduate School of International Management and founder and CEO of The Center for Professional Development, Inc., an organization dedicated to post-graduate training and education of today’s professionals.

From the Inside Flap
Based on Steven Stralser’s popular seminar series, MBA in a Day® offers concise, comprehensive coverage of the vital business topics, important concepts, and proven strategies taught at top business schools. For busy professionals, this straightforward guide offers a comprehensive business education without the time and money of graduate school.

Though suitable for anyone, this book is especially helpful for professional service providers–such as doctors and lawyers–who have extensive training in their profession, but want to learn the business skills necessary to manage a practice or small business. MBA in a Day fills the gap for those who need to understand fundamental business principles they were never taught during their professional education in specialized fields such as law, medicine, engineering, and architecture.

Small business owners and entrepreneurs will find here the same tactics and strategies that full-time MBA students use to get ahead. These classic business essentials are written in plain English, adaptable to any industry or profession, and applicable to today’s complex economic world. Packed with illustrative examples, helpful anecdotes, and real-world case studies, it’s useful as both a guide to learning the fundamentals of business and as a handy reference on your bookshelf.

Divided into four sections–covering management and policy; economics, finance, and accounting; marketing; and systems and processes–this handy resource is easy to navigate and simple to use.

Inside, you’ll find MBA-level advice on these topics and many more:

• Human resources and personal interaction
• Ethics and leadership skills
• Fair negotiation tactics
• Basic business accounting practices
• Fundamentals of economics
• Marketing strategies
• Advertising and promotion
• Effective communication and presentations
• Project management
• Information technology
• Using the Internet for business purposes
• Quality control measures

For professionals focused on the day-to-day challenges of running a successful practice, operating a small business, or launching a new venture, MBA in a Day presents the essential principles and concepts taught at today’s best business schools.

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Editorial Reviews

Review
“Excellent, entertaining reading with a serious business purpose, especially for technology entrepreneurs and seed venture capitalists. Recommended. Upper-division undergraduate through professional collections.”–Choice

“If you loved Funky Business as much as I did, you’ll love Karaoke Capitalism. Weird? Most certainly. Different? Most definitely. But, if you want to re-imagine your organization and your career it’s a though-provoking place to start.”–Tom Peters

We all know that the rules by which business is conducted have changed. But by how much? The dot.commers who threw out the playbook and tried to reinvent everything crashed and burned. “Back-to-basics” and “execution” are refrains reverberating down corporate hallways. And yet there is still a sense of unease. “Playing it safe” could just be another phrase for “heading toward business oblivion.” Jonas Ridderstrale and Kjell Nordstrom, the outspoken authors of the international besteller, Funky Business, are at it again, with a provocative analysis of the social and cultural forces that are defining the business landscape–in particular, the fundamental relationships between employers and employees and between companies and customers. Covering a huge terrain–from the impact of high tech to the ever-widening gaps between the haves and the have-nots, and with references from Adam Smith to Janis Joplin–the authors bring into focus the challenges of business leadership in a world increasingly defined by individualism. “Karaoke” capitalism refers to the philosophy of imitiation, engrained into the corporate mindset by such popular concepts as benchmarking and best practice. For Ridderstrale and Nordstrom, the only way to survive is to chuck convention, to embrace your company’s individual personality and promote it through everything you do, constantly honing what works and abandoning what doesn’t. Ultimately, the authors argue that armed with imagination it is possible to sustain profitable businesses while contributing to the well-being of customers, communities, and the society at large. Visit the authors’ Web sites at www.karaokecapitalism.com and www.funkybusiness.com.

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Editorial Reviews

In the beginning,

a hardworking group of Cistercian monks ran out of ink for their office equipment. When they saw the high price of replacement cartridges, they decided to launch their own company, selling ink and toner cartridges online at competitive prices. Soon, they caught the attention of two marketing and management consultants who-inspired by the monks’ dedication to charitable work-formed MonkHelper Marketing, Inc. to help promote and ultimately run the business.

This is the gospel according to LASERMONKS

Based upon the centuries-old principles of St. Benedict, LaserMonks’ unique approach to business has set a new standard for socially conscious companies. Their unusual and fascinating story is a true testament to the concept of “good work.” By combining simple customer courtesy, savvy marketing techniques, and strong community service, you’ll learn how to stand out from the competition-and reap the rewards. You don’t have to be a saint-or a monk-to benefit from these five building blocks to success. LaserMonks will show you how to:

1. Create a market space by reshaping the reasons why consumers purchase.

2. Provide excellent customer care by following the Rule of St. Benedict (courtesy and hospitality for all).

3. Find and capitalize on your unique strengths. (LaserMonks set themselves apart by making charity-giving an integral part of their business.)

4. Streamline operations.

5. Manage your success by balancing profits and giving, keeping cutomers happy and staying true to your mission.

Filled with step-by-step advice, insider strategies, and uplifting spiritual guidance, this is so much more than a business book. It is a complete way of life-for you, your company, and your community. A way to overcome the challenges of a crowded marketplace and build strong relationships with your customers. A way to serve everybody’s needs…personally, professionally, and profitably.

For your business, it’s a revelation. For your soul, a blessing.

From the Back Cover

How did 5 Cistercian monks from Wisconsin create a $10 million Internet business?

As miraculous as it sounds, they simply followed the Rule of St. Benedict-a nine hundred-year-old tradition of kindness, hospitality, and charity. By applying these basic Christian principles to the fiercely competitive world of e-commerce, the entrepreneurial brothers have managed to build a surprisingly successful ink, toner and office products company called LaserMonks.com. Their story is a true inspiration, a triumph of marketing, public service, and humanity. These are the new “commandments” of business…

Thou shalt:

Bring joy and meaning to your work.

Involve the customer in your mission.

Position your company as socially conscious.

Grow financially and spiritually.

The LaserMonks success story proves that giving is good business. That it’s possible to combine commerce with compassion. That consumers are willing to purchase with a purpose. And that you, too, can make a difference-and a profit-at the same time. This is what “good work” is all about.

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Book Description
The only book to explain funds and fund administration services, the underlying market infrastructures, and related regulatory compliance issues

This book fills a gap in the lack of books that cover the administration and operations functions related to funds. With the growth of hedge funds globally there is more and more requirement for fund administration services, and the success of the fund administration is crucial to the success of the funds themselves in a highly competitive market. As the focus on operational risk, cost effective support and administration of trading and investment and the ability to design, develop and deliver added-value services for clients grows there is a need for a comprehensive analysis of what happens from trade to settlement and beyond and the exact role that the fund administrator may be required to provide. The book helps those responsible for managing and supervising fund administration services by examining the decisions, actions and problems at the various stages as well as explaining the products and infrastructure that services support.

*Concise, easy to read format explains extensive and complicated procedures with lively, easy to follow road maps
*Comprehensive reference work with extensive glossary of terms, useful website addresses and further reading recommendations
*Covers all the major stages with detailed explanations of what is required for effective completion and regulatory compliance

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Editorial Reviews

Review

Considering so many of us are supposed to be working in something called the “knowledge economy”, it is absurd how stupidly designed so many businesses and organisations actually are.

Matrix structures are piled on ad hoc reorganisations, divisions are divided, parcelled up and then redivided all over again. No wonder accountabilities get blurred, employees are confused and performance suffers.

A key problem in this digital age has been the failure to adapt the way businesses are organised. Few leaders see their company as a complete system. Instead, they try to carry out partial running repairs, leaving a fundamentally outdated structure in place.

This is the argument put forward by McKinsey’s Lowell Bryan and Claudia Joyce in their ambitious new book, Mobilizing Minds.

The authors believe that the great majority of businesses are underperforming precisely because their most important intangible assets – the ideas and creativity of their knowledge workers – are unwittingly suppressed by the way in which these businesses are set up to operate.

“Trying to run a company in the 21st century with an organising model designed for the 20th century places limits on how well a company performs,” they write. “The plagues of the modern company are hard-to-manage workforce structures, thick silo walls, confusing matrix structures, e-mail overload and ‘undoable jobs’.”

Having studied the performance of the most successful businesses, Bryan and Joyce conclude that “thinking-intensive” companies do best when they unleash talent rather than constrain it. And looking at a new measure, profitability per employee, is a useful discipline towards raising overall levels of performance. “Profit per employee is a good proxy for earnings on intangibles,” the authors say.

It should become the most important measure of success, ahead even of returns on capital. That should be looked at “just to ensure that they are sufficient to cover the costs of capital,” Bryan and Joyce say.

The authors know what success looks like. It involves a virtuous circle of productive activity: knowledge being exchanged, reputations being built, relationships being established and developed, “competencies” growing stronger. And, all the while, profits per employee climb.

The numbers involved are not trivial. “If a company with 300,000 employees can add $13,333 of “rents” per employee (that is, earnings requiring no additional employment of capital or labour), by reducing unproductive complexity, it can add $4bn in additional earnings,” the authors argue. They estimate that this could add as much as $40bn in market capitalisation.

Leaders have failed to grasp the possibilities of the digital era. “The trial-and-error period of discovery has been under way for over a decade now,” Bryan and Joyce say. (At which point you have to ask: so what have the strategy consultants been doing all this time?) Business has botched the introduction of new technology. “In cities the problem is congestion. In companies, the problem is unproductive complexity.”

So much for the – extremely good – diagnosis. What about the cure? Bryan and Joyce advocate a radical overhaul of the way organisations are designed. For example, even the largest organisations need no more than four layers of management from top to bottom. Front-line managers, like military captains, should be free “to make tactical decisions close to the front line”, within the context of a strategy set by top management.

There should be “one company governance and culture”, supported by a partnership ethos at the top. And a “portfolio of initiatives” approach would lead to more dynamic management, while maintaining the discipline of meeting earnings targets.

There are other, more radical suggestions for practical steps here concerning the management of people. Formal networks will help spread good ideas. There should be “talent marketplaces”, with capable employees free to plot their own career path internally. New performance measurement is required to reward people’s contribution to team as well as individual success.

This is a densely written, powerfully argued book. Cynics will interpret the call for organisational redesign as a make-work scheme for management consultants. But even they would have to concede that this critique of organisational stasis is very well done indeed. (Financial Times )

Based on a decade of exclusive research, Lowell Bryan and Claudia Joyce of McKinsey & Company have come up with a simple yet revolutionary conclusion: Your workforce is the key to growth in the 21st century. By tapping into their underutilized talents, knowledge, and skills you can earn tens of thousands of additional dollars per employee, and manage the interdepartmental complexities and barriers that prevent real achievements and profits.

This can only be accomplished through organizational design and redesign. That’s the new model for survival in the modern, digital, global economy. With the right design, your organization will have the capabilities to pursue whatever strategy is necessary to compete on any scale, react to any market change, leverage any opportunity, and sail past the competition.

In Mobilizing Minds, the authors distill their research into seven strategic ideas that shatter the complexity frontiers, have the potential to unleash enormous profits, and enable long-term success for every company. Bryan and Joyce outline innovative principles that enable corporations to:

• Manage complexity, bureaucracy, and redundancy
• Use hierarchical authority to strengthen the authority of key managers and drive performance
• Deliver operating earnings while implementing wealth-creation strategies
• Allow formal networks, talent, and knowledge marketplaces to work in a large company
• Motivate and reward wealth-creating behavior
• Pursue organizational design as a corporate strategy
• Increase worker satisfaction

It is imperative for corporations to put the same energy used for new products and processes into organizational design. That’s where the money is. That’s where the opportunities lie. That’s the key to surviving and prospering in the 21st century.

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Editorial Reviews

Review
.shows how economic capital and regulatory capital are concepts that should co-exist and gives good explanations to the background of each. - Richard Norgate, Ph.D., Financial Engineering News

One of the Top Ten financial engineering titles published in 2003-2004 - Richard Norgate, Ph.D., Financial Engineering News

Book Description
An overview of Credit Risk within Basel II Banking Accords

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Editorial Reviews

“Close your door. Shut down your e-mail. Let voice mail catch your calls. You’re going to want to give this book your full attention. It’ll take an hour of your time (okay, maybe two), but it may be the most fruitful hour (or two) you’ve ever spent. Follow the authors’ advice and you can transform your career-and maybe your entire company.”
-Matt Howard, Pacific Northwest Divisional Director, Premier Banking and Investments, Bank of America

“Selling Is Everyone’s Business demonstrates very well the importance of not going at it alone in sales. The tools in this book will help any sales professional increase their effectiveness as a seller and as a sales coach. This step-by-step guide will help you develop a structured plan that will improve your skills and those of the teammates around you.”
-Matt Darrah, Senior Vice President, North America Operations Enterprise Rent-A-Car

“I knew that I would enjoy Selling Is Everyone’s Business. I saw how the authors work with sales leaders and knew they had ’street cred.’ But the book surpassed my expectations. Anyone who sells for a living or coaches front-line salespeople must read this book.”
-Tony Rutigliano, VP/Chief Learning Officer, Automatic Data Processing (ADP)

“I believe everyone wants to be led, regardless of ego, seniority, or expertise level. People are motivated to be led by passionate people. This coaching process gives potential leaders the prescription, tools, resources, and methodology for getting to that level of great, passionate leadership. If you don’t change your behaviors after reading this book, then shame on you.”
-Tom Seitz, Senior Vice President, Managing Director, Wealth Advisory Services, Piper Jaffray

From the Inside Flap
Selling Is Everyone’s Business—especially yours. If you’re an executive in charge of salespeople, a sales team leader, a sales manager, or a salesperson, selling is more than just business; it’s life and death. So how do you improve your performance and that of your sales team?

Commissions and bonuses might get your salespeople working harder, but if they don’t have the latest ideas, tools, and training it won’t matter. The key to improving sales is in leading and training your people to excel. Sales teams, just like sports teams, need a good coach to reach their full potential. They need inspiration and motivation, the best tactics, and lots of practice. It’s your job to give it to them.

Selling Is Everyone’s Business is a guide specifically designed for sales team leaders who want to take their own and their team’s performance to the next level. Written by two of the country’s top sales training consultants, this comprehensive guide features case studies, interviews, and special learning tools that help you understand these, and many other, vital topics:

• The role and best practices of a coach
• Developing and executing a game plan for yourself and your team
• Improving top performers and getting rid of underperformers
• Implementing best practices from top sales managers
• Providing feedback, motivation, and inspiration for your teams
• Transferring the skills of top performers to everyone else
• Creating an environment that encourages improvement and performance
• Developing your skills as a coach and leader

The business of selling is changing. The best salespeople already know all the tricks of the trade, and the best organizations are shifting their focus from the art of selling to the art of training and coaching their teams. Selling Is Everyone’s Business gives sales coaches and sales leaders specific tactics, step-by-step guidance, and cutting-edge insight on leading their teams to a higher level of performance.

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Editorial Reviews

Here are the practical, proactive tools managers need to get a handle on today’s best change management strategies and ensure the success of their business improvement and turnaround efforts. Each of the change management strategies spelled out in this guide is firmly grounded in the extensive experience of Coopers & Lybrand, a Big 6 consulting firm with a dedicated change mangement practice. Each one has been company-tested in such organizations as Agway, New York Life, Prudential Direct, and the Office of Naval Intelligence. The result? Comprehensive analysis of the global changes confronting today’s business leaders. Plus proven strategies for managing major change, creating an organizational culture conductive to change, and leading change effectively.

About the Author
McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide

McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide

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Editorial Reviews

Praise for DRIVING EXCELLENCE

“A well-organized compendium of immense common sense. [The authors'] values-based, walk-the-talk approach recognizes the fast-changing environment we live in. It shows the importance of aggregating and integrating knowledge and experience on a continuing basis. Finally, it demonstrates the significance of creating a culture that reinforces those values and takes pride in thriving on the complexity.”
—John E. Abele, founder and Director, Boston Scientific Corporation

“The Aggregate System is a powerful blend of strategic formula, exceptional culture, and human systems combined into a complete self-perpetuating system to produce exceptional performance. Anyone interested in improving the performance of his or her company should read this book.”
—Jerry Colangelo, CEO and Chairman, Phoenix Suns

“This is not another ’silver bullet’ piece of academic advice on how to do a quick fix to some imaginary business. Driving Excellence is a serious and detailed insight into how a real CEO, Steve Sanghi, has transformed a real company, Microchip, into a world-class enterprise. Anyone interested in understanding the realities of implementing and sustaining an enterprise-wide constant improvement plan should read this book.”
—Dean Kamen, founder and President, DEKA Research & Development Corporation, inventor of the Segway HT, National Inventors Hall of Fame inductee

“Driving Excellence is the first book to deal with the integration of all the core elements that are essential to running a business. It should be required reading for all executives and venture firms looking to boost return on invested capital and add some consistency to their growth. High praise is due to Michael Jones and Steve Sanghi for developing a blueprint that works in the real world.”
—Ed Sperling, Editor in Chief, Electronic News

“This book provides a nicely developed framework to understand organizational effectiveness and performance, drawing upon Sanghi’s managerial skills, perfected in his significant turnaround performance at Microchip. Importantly, the reader benefits from insight and experience about building an organizational culture productive to performance and competitiveness.”
—Steven Stralser, PhD, author of MBA in a Day

From the Inside Flap
When Steve Sanghi took over as CEO of Microchip Technology in 1990, the com?pany was in dire straits. It was hemorrhaging money, its technology was outmoded, its factories were inefficient, and its employees lacked morale. So many things were wrong with the company that Sanghi didn’t know where to start.

A parade of consultants marched through the Microchip offices offering every kind of cure, from cycle time reduction to process controls to outsourcing. All those suggestions were valid, but there was no single cure for what ailed Microchip. Sanghi recognized that Microchip required an approach that would improve all aspects of the enterprise and involve every employee in the quest for improvement. But since no one could offer such an approach, it was up to Sanghi and Michael Jones, the company’s Vice President of Human Resources, to develop their own model for reform.

Together, Sanghi and Jones designed and, with the help of an outstanding management team, implemented the Aggregate System. As the name implies, the Aggregate System is designed to simultaneously improve all of a company’s business processes by aligning and uniting the processes and elements that lead to success. Rather than focusing solely on manufacturing processes, business strategies, or workforces, the Aggregate System is a big-picture approach that creates an exceptional business culture and a management model that institutionalizes and perpetuates improvement across the entire business.

Today, Microchip is a leader in the semiconductor industry. The Aggregate System worked for Microchip and it can work for you too. Now, in this practical and prescriptive guide, Sanghi and Jones explain the origin and proper implementation of the Aggregate System so that business leaders can apply it to their own struggling organizations. In four sections, they explain the story of Microchip and its rebirth; how the Aggregate System works and the ten key elements of it; the foundations of a true values-based corporate culture; and, finally, how you can put it to work in your own organization.

Based on hard-earned experience, the Aggregate System is a real-world solution for real-world business problems. It’s no magic bullet and it won’t change your business overnight. What it will do is show you how to create a business culture that improves, and succeeds, at every endeavor.

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Editorial Reviews

Review
“Reorganizing the Factory is a great hands-on book! Buy it, read it, and embark on your “lean journey.” — Shahrukh Irani, Associate Professor, The Ohio State University

“This book clearly belongs on the bookshelf of every manufacturing manager interested in streamlining manufacturing operations and supply chains.” — Nallan Suresh, Professor, SUNY-Buffalo

“This is a great handbook for a manager either just starting or someone experienced with cells and looking to upgrade/enhance.” — Ronald Leong, Manager-Global Business Planning, Delphi Automotive Systems

“This is a must read for organizations who want to use Cellular Manufacturing to gain competitive advantage.” — Michael Wayman, General Manager-Steel Operations, Ingersoll Cutting Tools

“This will serve as a guide for companies who are looking to increase throughput, decrease cost, reduce inventories and leadtimes.” — Don Gogan, Plant Manager, Harley-Davidson Motor Company

Reorganizing the Factory is a great handbook for a manager either just starting to investigate cells or someone experienced with cells and looking to upgrade/enhance. It also addresses the soft side of implementing cells as well as the technical and logistical aspects. In addition, Hyer & Wemmerlöv discuss setting up office cells. Many companies dont realize the large potential benefits of going cellular in the office as well as on the manufacturing floor.

The book will serve as a field-guide for companies who are looking to increase thruput, decrease cost, reduce inventories and leadtimes. Many books I have read have merely touched upon the subject of cellular manufacturing, which on the surface appears to be an easy concept to grasp. However, as any brown field practitioner will tell you, cell implementation is destined for failure or mediocre results without an understanding of the cultural and systemic changes required to enable and sustain the gains. In Reorganizing the Factory, Hyer and Wemmerlöv have decoded the DNA of cellular manufacturing to ensure maximum results and sustainability.

There is a new book,Reorganizing the Factory ,that makes Learning to See and Value Stream Mapping dated! Reorganizing the Factory is a great hands-on book with hardly any fluff! Buy it, read it, and embark on your lean journey.

This is a must read for organizations who want to use Cellular Manufacturing to gain competitive advantage. In addition to hard cell design issues, the book focuses as well on the soft side of cells, which we have found to be the largest determinants of the success (or failure) of cells.

Belongs on the bookshelf of every manager interested in streamlining manufacturing operations. — Nallan Suresh, Professor, SUNY-Buffalo

Don Gogan, Plant Manager, Harley-Davidson Motor Company 06/01/04

In addition to “hard” cell design issues, the book focuses on the “soft” side of cells. — Michael Wayman, General Manager-Steel Operations, Ingersoll Cutting Tools

Makes “Learning to See” and “Value Stream Mapping” dated! Great hands-on book … Buy it, read it, start your “lean journey.” — Shahrukh Irani, Associate Professor, The Ohio State University

Michael Wayman, General Manager-Steel Operations, Ingersoll Cutting Tools 06/01/04

Shahrukh Irani, Associate Professor, The Ohio State University 06/01/04

The authors also discuss office cells. Companies don’t realize the benefits of going “cellular” in the office and the shopfloor. — Ronald Leong, Manager-Global Business Planning, Delphi Automotive Systems

Cellular manufacturing principles, applied to either administrative work or production, are fundamental building blocks for lean and quick response organizations. Reorganizing the Factory is the definitive reference book in this important area.

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