The New York Times bestselling author heralds the future of business in Free . In his revolutionary bestseller, The Long Tail , Chris Anderson demonstrated how the online marketplace creates niche markets, allowing products and consumers to connect in a way that has never been possible before. Now, in Free , he makes the compelling case that in many instances businesses can profit more from giving things away than they can by charging for them. Far more than a promotional gimmick, Free is a business strategy that may well be essential to a company's survival. The costs associated with the growing online economy are trending toward zero at an incredible rate. Never in the course of human history have the primary inputs to an industrial economy fallen in price so fast and for so long. Just think that in 1961, a single transistor cost $10; now Intel's latest chip has two billion transistors and sells for $300 (or 0.000015 cents per transistor--effectively too cheap to price). The traditional economics of scarcity just don't apply to bandwidth, processing power, and hard-drive storage. Yet this is just one engine behind the new Free, a reality that goes beyond a marketing gimmick or a cross-subsidy. Anderson also points to the growth of the reputation economy; explains different models for unleashing the power of Free; and shows how to compete when your competitors are giving away what you're trying to sell. In Free , Chris Anderson explores this radical idea for the new global economy and demonstrates how this revolutionary price can be harnessed for the benefit of consumers and businesses alike.

Business Model Generation is a practical, inspiring handbook for anyone striving to improve a business model or craft a new one.
1) Change the way you think about business models
Business Model Generation will teach you powerful and practical innovation techniques used today by leading companies worldwide. You will learn how to systematically understand, design, and implement a new business model or analyze and renovate an old one.
2) Co-created by 470 strategy practitioners
Business Model Generation practices what it preaches. Co-authored by 470 Business Model Canvas practitioners from 45 countries, the book was financed and produced independently of the traditional publishing industry. It features a tightly-integrated, visual, lie-flat design that enables immediate hands-on use.
3) Designed for doers
Business Model Generation is for those ready to abandon outmoded thinking and embrace new, innovative models of value creation: executives, consultants, entrepreneurs and leaders of all organizations.

Discover why being a "fast second" is often more financially rewarding than being at the cutting edge.
If you get there first, you'll lead the pack, right? Not necessarily! The skill-sets of most established companies, say strategy experts Constantinos Markides and Paul Geroski, are far better suited to scaling up newly created markets pioneered by others (in other words, being "fast seconds") than to creating these markets from scratch. In Fast Second, they explore the characteristics of new markets, describe the skills needed to create and compete in them, and show how these skills match up with different types of companies. Drawing on examples of successful fast-second firms such as Microsoft, Amazon, Canon, JVC, Heinz, and many others, they illustrate how to determine which new markets have the potential to be successful and how to move into them before the competition does, when to make a move into a new market, how to scale up a market, where to position a company in the market, and whether to be a colonizer or a consolidator.
Order your copy today!

This `goldmine of concepts for understanding business and industrial organization' was originally published in 1959 but had a powerful influence on economists and business strategists ever since. The author combines rigorous theory with close observation of the real business world, and writes simply but with an original approach. Her focus on teams and organizational knowledge underlines contemporary discussion of 'organizational competences' and she has written a new introduction which assesses the book's impact and describes the subsequent development of her own ideas.

在线阅读本书
When a disruptive innovation is launched, it changes the entire industry and every firm operating within in This book argues that it is possible to predict which companies will win and which will lose in a specific situation—and provides a practical framework for doing so. Most books on innovation—including Christensen’s previous two books—approached innovation from the inside-out, showing firms how they can create innovations inside their own companies. This book is written from an “outside-in” perspective, showing how executives, investors, and analysts can assess the impact of a new innovation on the firms they have a vested interest in.
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远见:用变革理论预测产业未来

If you don't look beyond your innovation, you're setting yourself up to fail. Innovation is today's business mantra. But the sad reality is that, all too often, good people work hard on projects that can't succeed. Why? It's rarely a lack of customer insight or bad execution. According to Ron Adner, too many projects fail because managers don't understand how their success depends on other actors in their "innovation ecosystem." These external stakeholders are easy to overlook, but are the critical difference between success and failure. For example, although Nokia was first to market with a revolutionary 3G wireless phone, it failed to take off because co-innovators responsible for crucial technologies-like network infrastructure and mobile service-were years late to market. Likewise, Hollywood struggled for a decade to make the switch to digital film, all because the studios neglected a critical partner-the theater operators-who were reluctant to pay for the costly transition that would benefit studios but not themselves. Drawing on a decade of research and field testing, Adner untangles the often baffling mysteries of why great products fail. He reveals the hidden logic of innovation ecosystems and offers clear steps that firms can take to drastically increase their odds of success.

“This book delivers completely new and refreshing ideas on how to create value in the world.”
- Mark Zuckerberg, CEO of Facebook
“Peter Thiel has built multiple breakthrough companies, and Zero to One shows how.”
- Elon Musk, CEO of SpaceX and Tesla
If you want to build a better future, you must believe in secrets.
The great secret of our time is that there are still uncharted frontiers to explore and new inventions to create. In Zero to One, legendary entrepreneur and investor Peter Thiel shows how we can find singular ways to create those new things.
Thiel begins with the contrarian premise that we live in an age of technological stagnation, even if we’re too distracted by shiny mobile devices to notice. Information technology has improved rapidly, but there is no reason why progress should be limited to computers or Silicon Valley. Progress can be achieved in any industry or area of business. It comes from the most important skill that every leader must master: learning to think for yourself.
Doing what someone else already knows how to do takes the world from 1 to n, adding more of something familiar. But when you do something new, you go from 0 to 1. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. Tomorrow’s champions will not win by competing ruthlessly in today’s marketplace. They will escape competition altogether, because their businesses will be unique.
Zero to One presents at once an optimistic view of the future of progress in America and a new way of thinking about innovation: it starts by learning to ask the questions that lead you to find value in unexpected places.

【《文明之光》系列荣获由中宣部、中国图书评论学会和中央电视台联合推选的2014“中国好书”奖】
吴军博士从对人类文明产生了重大影响却在过去被忽略的历史故事里，选择了有意思的几十个片段特写，以人文和科技、经济结合的视角，有机地展现了一幅人类文明发展的宏大画卷。
《文明之光 》系列大致按照从地球诞生到近现代的顺序讲述了人类文明进程的各个阶段，每个章节相对独立，全景式地展现了人类文明发展历程中的多样性。
《文明之光》系列第二册讲述了从近代科学兴起，到工业革命时代，以及原子能应用这一历史阶段，共八个专题。
看完这个系列，读者朋友可以体会到，在漫长的历史长河中，人类社会虽然不断遇到一些困难和问题，但人类总是会有办法解决它们，我们要成为一个“理性乐观派”；其次是能够认识到普通人对文明发展的贡献，每个人都可以成为贡献者。
【编辑推荐】
一曲理性乐观者的牧歌 通俗易懂的世界通史入门读物
娓娓道来几十段精彩的文明史片段，闪耀人类文明的三卷赞歌！
作者以人文与科技、经济结合的视角，选取对人类历史发展产生重大影响的人或事件：大航海，文艺复兴，古代罗马，美第奇家族，瓷器，牛顿，爱迪生，航天飞机，原子能，绘画、音乐，计算机时代……透过有趣易懂的故事式的讲解，揭示人类文明不断解决问题、曲折前行的辉煌历程，以及平凡人等对社会进步的巨大贡献。在阅读过程中，读者既能够增长历史知识，也可以体会到人类文明发展历程的多样性。
在具体的讲述上，作者以科学的态度提及不同的观点，并不只执一家之言或是轻易给出一个结论，比如评价宋朝就提到了钱穆、陈寅恪、费正清的不同观点。正是这种贯穿始终的科学态度，让这本书给人启发的同时也令人信服。
万科集团董事长王石先生、美国著名华裔物理学家张首晟教授分别为《文明之光》作序，对本书给予了高度评价。

2013年4月14日，美国纽约肯尼迪国际机场，法国阿尔斯通集团锅炉部全球负责人弗雷德里克•皮耶鲁齐，刚下飞机就被美国联邦调查局探员逮捕。 这场抓捕不仅仅是针对他个人的行为，而是美国政府针对法国阿尔斯通的系列行动之一。之后，美国司法部指控皮耶鲁齐涉嫌商业贿赂，并对阿尔斯通处以7.72亿美元罚款。阿尔斯通的电力业务，最终被行业内的主要竞争对手——美国通用电气公司收购。阿尔斯通这家曾经横跨全球电力能源与轨道交通行业的商业巨头，因此被美国人“肢解”。而皮耶鲁齐直到2018年9月才走出监狱，恢复自由。 在《美国陷阱》一书中，皮耶鲁齐以身陷囹圄的亲身经历披露了阿尔斯通被美国企业“强制”收购，以及美国利用《反海外腐败法》打击美国企业竞争对手的内幕。 这是一场隐秘的经济战争。

What is this mysterious activity we call entrepreneurship? Does success require special traits and skills or just luck? Can large companies follow their example? What role does venture capital play? In a field dominated by anecdote and folklore, this landmark study integrates more than ten years of intensive research and modern theories of business and economics. The result is a comprehensive framework for understanding entrepreneurship that provides new and penetrating insights. Examining hundreds of successful ventures, the author finds that the typical business has humble, improvised origins. Well-planned start-ups, backed by substantial venture capital, are exceptional. Entrepreneurs like Bill Gates and Sam Walton initially pursue small, uncertain opportunities, without much capital, market research, or breakthrough technologies. Coping with ambiguity and surprises, face-to-face selling, and making do with second-tier employees is more important than foresight, deal-making, or recruiting top-notch teams. Transforming improvised start-ups into noteworthy enterprises requires a radical shift, from "opportunistic adaptation" in niche markets to the pursuit of ambitious strategies. This requires traits such as ambition and risk-taking that are initially unimportant. Mature corporations have to pursue entrepreneurial activity in a much more disciplined way. Companies like Intel and Merck focus their resources on large-scale initiatives that scrappy entrepreneurs cannot undertake. Their success requires carefully chosen bets, meticulous planning, and the smooth coordination of many employees rather than the talents of a driven few. This clearly and concisely written book is essential for anyone who wants to start a business, for the entrepreneur or executive who wants to grow a company, and for the scholar who wants to understand this crucial economic activity.

日本是全世界移动互联网最发达的国家之一，堪称移动的帝国。在手机游戏、手机支付、移动医疗、移动电子商务、手机电视等方面，日本都充当了全球移动互联网的试验田。
曾经傲视全球的日本运营商将怎样面对转型的挑战？iPhone来势汹汹，如何打破封闭的日本移动互联网体系？日本在智能手机时代的手机游戏、O2O、移动医疗、移动广告等方面，涌现出了哪些值得借鉴的商业模式？
本书作者团队先后数次前往日本调研，拜访了多位日本移动互联网的重量级人物，在本书中第一次对日本移动互联网发展和现状进行了全景式的展现，深入解读其经验教训，为我国移动互联网产业的发展带来启迪。

A History of Portuguese Overseas Expansion 1400-1668 provides an accessible survey of how the Portuguese became so influential during this period and how Portuguese settlements were founded in areas as far flung as Asia, Africa and South America. Malyn Newitt examines how the ideas and institutions of a late medieval society were deployed to aid expansion into Africa and the Atlantic islands, as well as how, through rivalry with Castile, this grew into a worldwide commercial enterprise. Finally, he considers how resilient the Portuguese overseas communities were, surviving wars and natural disasters, and fending off attacks by the more heavily armed English and Dutch invaders until well into the 1600s. Including a detailed bibliography and glossary, A History of Portuguese Overseas Expansion 1400-1668 is an invaluable textbook for all those studying this fascinating period of European expansion

過去一百五十年來，公司或企業從一個毫不起眼的角色，逐漸崛起為主導全世界的經濟機構。如今，公司決定我們吃什麼、穿什麼、看什麼、做什麼，不僅主宰了我們的生活，就連原本擔任監督者的政府，也在決策上日益受其操控，而一度屬於公共性質的某些社會領域，同樣難逃其宰制。公司，操弄著它與日俱增的龐大權勢，無所不用其極地追求本身利益，貪婪、剝削、偽善無疑成了它的病態特徵。公司戲劇性的從崛起到稱霸，堪稱現代史的重大事件；改善並調整所有公司機構的體質，進而減緩它對這個世界的衝擊，則是當代最迫切的課題之一。

IBM副总裁解读企业长青密码
首度剖析IBM十大核心能力
探讨企业做强、做大、做久之道
IBM创始人老沃森说：“企业是可以自我牺牲的，而成功则是通过不断的‘壮士断腕’实现的。”刚刚卸任的总裁彭明盛则表示，IBM的教训是永远不要拘泥于产品，而是要坚持企业价值。
100年里 ，IBM连续8次CEO更替实现平稳过渡，并首次传位女掌门。IBM见证了IT行业在100年间的从无到有和几度转变。
本书作者供职IBM22年，从一名普通的销售到一名大中华区副总裁,亲历了IBM中国的萌芽与壮大诞生，也经历了20世纪90年代郭士纳对IBM的转型手术和将PC卖给联想的痛苦艰辛与挣扎,同时,他也是IBM向服务转型的落实者，曾带领他的IBM团队，一起推动了中国银行业数据大集中工程和IT服务行业转型。他深谙企业蓝色文化，通过对IBM100年的历史回顾，首度剖析了IBM在文化、策略、执行三方面的十大核心能力，用IBM领跑世界100年的成功解密企业如何才能做强！做大！做久！ 任何一个想要基业长青的企业，都能从IBM的管理之道中，找到一些值得借鉴的百年智慧。
名人推荐
“以生动笔触展现一家世界级企业的百年征程，旨在让更多的中国企业走好自己的更为生动的百年征程。”
——王忠明，全国工商联副秘书长、中国民（私）营经济研究会常务副会长兼秘书长
“起点决定终点，IBM的蓝色基因决定了它的发展壮大；永远做对的事，使众人行的管理团队集百年智慧，保IT巨人基业长青。这是一本使人懂得如何做大企业，并依靠价值观和文化的传承，使企业发展并持续发展的好书。”
——宋远方，中国人民大学研究生院副院长
“本书的作者是一个自身的IBM人，由他来道出IBM的人和事，实在最适当不过。此书阐释了IBM从1911年以来，所经历的各个重要阶段，深入描述与分析IBM在不同环境下，做出的不同决策，并能独到地剖析IBM企业长青的密码。相信阅读此书的读者，包括曾于IBM工作的我，都能汲取宝贵的商业智慧。”
——陈志辉，香港中文大学EMBA主任、教授
“IBM的百年成功来之不易，而将其中蕴含的关键因素和管理智慧提炼出来同样不易。而这本书做到了，因此，它非常值得一读。”
——李飞，清华大学经管学院教授、博士生导师
“以前我们看到了写跨国公司的书，总有很多缺憾。国外作者的作品，往往是全球和美国的内容多，中国的内容少；而国内作者往往局限于职位和视野，写出的东西细节很多，甚至夸张很多，但缺乏跨国公司应有的思考高度。幸好，这本书把两个缺憾都弥补了。对中国读者来说，关于IBM百年的书，这是最好的一本。”
——刘湘明，《商业价值》杂志出版人
“这是一部视角独特的书，当我拿到书稿时，最初的翻阅变成细细的研读，其中一些章节我反复阅读了多遍。我在IDC工作18年，作为IT市场的研究与观察者，期间对IBM有着长时间的研究与分析，但囿于资料所限，很多的研究仅仅是从表层现象对这个蓝色巨人做出评述，在读过张烈生先生的这部著述，很多困惑我们的问题得到了解答，书中详细的例证和对历史的真实记录非常具有价值。张烈生先生和许多IBM员工用他们的集体记忆给IBM的蓝色基因做出详细的注释，这是一本值得业界仔细研读的企业评传，也是许多正在长大的中国企业家可以研读的参考书。一家百年企业的成功必定有着他独特的核心能力，从创业到发展的高峰，从动荡到成熟，特别是当他在进入中国并伴随中国改革开放的进程中所遇到的种种困境，张烈生先生以他22年在IBM工作历程，见证了这个跌宕起伏的过程并用的大量翔实的细节做了描述了，非常具有研究价值，为中国企业建立百年基业提供了真 实而丰富的学习资料。仅以书中对IBM蓝色巨人的解读作为我的阅读心得：百年企业，源于基因，建在策略，成在执行。”
——万宁，IDC中国独立顾问、《商业价值》杂志
更多信息：IBM副总裁解读企业长青密码
首度剖析IBM十大核心能力
探讨企业做强、做大、做久之道
IBM创始人老沃森说：“企业是可以自我牺牲的，而成功则是通过不断的‘壮士断腕’实现的。”刚刚卸任的总裁彭明盛则表示，IBM的教训是永远不要拘泥于产品，而是要坚持企业价值。
100年里 ，IBM连续8次CEO更替实现平稳过渡，并首次传位女掌门。IBM见证了IT行业在100年间的从无到有和几度转变。
本书作者供职IBM22年，从一名普通的销售到一名大中华区副总裁,亲历了IBM中国的萌芽与壮大诞生，也经历了20世纪90年代郭士纳对IBM的转型手术和将PC卖给联想的痛苦艰辛与挣扎,同时,他也是IBM向服务转型的落实者，曾带领他的IBM团队，一起推动了中国银行业数据大集中工程和IT服务行业转型。他深谙企业蓝色文化，通过对IBM100年的历史回顾，首度剖析了IBM在文化、策略、执行三方面的十大核心能力，用IBM领跑世界100年的成功解密企业如何才能做强！做大！做久！ 任何一个想要基业长青的企业，都能从IBM的管理之道中，找到一些值得借鉴的百年智慧。
名人推荐
“以生动笔触展现一家世界级企业的百年征程，旨在让更多的中国企业走好自己的更为生动的百年征程。”
——王忠明，全国工商联副秘书长、中国民（私）营经济研究会常务副会长兼秘书长
“起点决定终点，IBM的蓝色基因决定了它的发展壮大；永远做对的事，使众人行的管理团队集百年智慧，保IT巨人基业长青。这是一本使人懂得如何做大企业，并依靠价值观和文化的传承，使企业发展并持续发展的好书。”
——宋远方，中国人民大学研究生院副院长
“本书的作者是一个自身的IBM人，由他来道出IBM的人和事，实在最适当不过。此书阐释了IBM从1911年以来，所经历的各个重要阶段，深入描述与分析IBM在不同环境下，做出的不同决策，并能独到地剖析IBM企业长青的密码。相信阅读此书的读者，包括曾于IBM工作的我，都能汲取宝贵的商业智慧。”
——陈志辉，香港中文大学EMBA主任、教授
“IBM的百年成功来之不易，而将其中蕴含的关键因素和管理智慧提炼出来同样不易。而这本书做到了，因此，它非常值得一读。”
——李飞，清华大学经管学院教授、博士生导师
“以前我们看到了写跨国公司的书，总有很多缺憾。国外作者的作品，往往是全球和美国的内容多，中国的内容少；而国内作者往往局限于职位和视野，写出的东西细节很多，甚至夸张很多，但缺乏跨国公司应有的思考高度。幸好，这本书把两个缺憾都弥补了。对中国读者来说，关于IBM百年的书，这是最好的一本。”
——刘湘明，《商业价值》杂志出版人
“这是一部视角独特的书，当我拿到书稿时，最初的翻阅变成细细的研读，其中一些章节我反复阅读了多遍。我在IDC工作18年，作为IT市场的研究与观察者，期间对IBM有着长时间的研究与分析，但囿于资料所限，很多的研究仅仅是从表层现象对这个蓝色巨人做出评述，在读过张烈生先生的这部著述，很多困惑我们的问题得到了解答，书中详细的例证和对历史的真实记录非常具有价值。张烈生先生和许多IBM员工用他们的集体记忆给IBM的蓝色基因做出详细的注释，这是一本值得业界仔细研读的企业评传，也是许多正在长大的中国企业家可以研读的参考书。一家百年企业的成功必定有着他独特的核心能力，从创业到发展的高峰，从动荡到成熟，特别是当他在进入中国并伴随中国改革开放的进程中所遇到的种种困境，张烈生先生以他22年在IBM工作历程，见证了这个跌宕起伏的过程并用的大量翔实的细节做了描述了，非常具有研究价值，为中国企业建立百年基业提供了真 实而丰富的学习资料。仅以书中对IBM蓝色巨人的解读作为我的阅读心得：百年企业，源于基因，建在策略，成在执行。”
——万宁，IDC中国独立顾问、《商业价值》杂志
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Rework shows you a better, faster, easier way to succeed in business.
Most business books give you the same old advice: Write a business plan, study the competition, seek investors, yadda yadda. If you're looking for a book like that, put this one back on the shelf.
Read it and you'll know why plans are actually harmful, why you don't need outside investors, and why you're better off ignoring the competition. The truth is, you need less than you think. You don't need to be a workaholic. You don't need to staff up. You don't need to waste time on paperwork or meetings. You don't even need an office. Those are all just excuses.
What you really need to do is stop talking and start working. This book shows you the way. You'll learn how to be more productive, how to get exposure without breaking the bank, and tons more counterintuitive ideas that will inspire and provoke you.
With its straightforward language and easy-is-better approach, Rework is the perfect playbook for anyone who’s ever dreamed of doing it on their own. Hardcore entrepreneurs, small-business owners, people stuck in day jobs they hate, victims of "downsizing," and artists who don’t want to starve anymore will all find valuable guidance in these pages.