From Wall Street to Main Street, John Brooks, longtime contributor to the New Yorker, brings to life in vivid fashion twelve classic and timeless tales of corporate and financial life in America
What do the $350 million Ford Motor Company disaster known as the Edsel, the fast and incredible rise of Xerox, and the unbelievable scandals at GE and Texas Gulf Sulphur have in common? Each is an example of how an iconic company was defined by a particular moment of fame or notoriety; these notable and fascinating accounts are as relevant today to understanding the intricacies of corporate life as they were when the events happened.
Stories about Wall Street are infused with drama and adventure and reveal the machinations and volatile nature of the world of finance. John Brooks’s insightful reportage is so full of personality and critical detail that whether he is looking at the astounding market crash of 1962, the collapse of a well-known brokerage firm, or the bold attempt by American bankers to save the British pound, one gets the sense that history repeats itself.
Five additional stories on equally fascinating subjects round out this wonderful collection that will both entertain and inform readers . . . Business Adventures is truly financial journalism at its liveliest and best.
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Now fully updated, the classic account of how a bottle of sweetened caramel-colored soda water became synonymous with American capitalism
For God, Country and Coca-Cola is the unauthorized history of the great American soft drink and the company that makes it. From its origins as a patent medicine in Reconstruction Atlanta through its rise as the dominant consumer beverage of the American century, the story of Coke is as unique, tasty, and effervescent as the drink itself. With vivid portraits of the entrepreneurs who founded the company-and of the colorful cast of hustlers, swindlers, ad men, and con men who have made Coca-Cola the most recognized trademark in the world-this is business history at its best: in fact, "The Real Thing."

With the advent of the Internet and the limitless information it contains, we're less sure about what we know, who knows what, or even what it means to know at all. And yet, human knowledge has recently grown in previously unimaginable ways and in inconceivable directions. In Too Big to Know, David Weinberger explains that, rather than a systemic collapse, the Internet era represents a fundamental change in the methods we have for understanding the world around us. With examples from history, politics, business, philosophy, and science, Too Big to Know describes how the very foundations of knowledge have been overturned, and what this revolution means for our future.

《股权战争》内容简介：民企融资上市，会遭遇陌生的资本方，遭遇创业伙伴的想法分歧，甚至会遇到家事变故的侵扰。面对不熟悉的规则世界，创始人江湖老大的心态、把董事会开成家长会的习惯思维，和投资人往往不在一个平台思考，也不在一个平台说话，诸多残酷的股权战争由此而生。这也是中国民企发展至今的必经过程。创投之间的争端跃上报端已非罕见。激烈冲突的结果，有的是创始人黯然离场——新浪王志东另起炉灶，太子奶李途纯净身出户，土豆网王微出局；创始人重获企业控制权也不乏其事——娃哈哈宗庆后驱逐了达能，阿里巴巴马云重获控股权，雷士照明吴长江再次回归……在此期间，企业本身也受到了深浅不一的伤害。
作者苏龙飞是资深财经记者，常年致力于商业与资本的报道和研究，拥有大量一手资料，并联合了宁向东、黄嵩等著名投资人、管理学者、律师等为这些案例把脉分析。对于股权争议的博弈过程，每个阶段谁出拳错误，谁得分，后来者应记取何种教训，《股权战争》一书中尽量做到全面兼顾。创投博弈的背后，既考验着企业家的人性格局、契约精神、规则意识，又拷问着中国的市场环境、资本制度、法治土壤。这是一次深入的复盘，必能为中国企业家和投资人提供有价值的纷争解决之道，让规则执行透明完善，让企业从容健康发展。

Negotiation is part of every human encounter, and most of us do it badly. Whether dealing with family, a business or diplomacy, people often fail to meet their goals in every country and context. They focus on power and “win-win” instead of relationships and perceptions. They don’t find enough things to trade. They think others should be rational when they should be dealing with emotions. They get distracted from their goals.

In this revolutionary book, leading negotiation practitioner and professor Stuart Diamond draws on the research and practice of 30,000 people he has taught and advised in 45 countries over two decades to outline specific, practical and better ways to deal with others. They range from country and corporate leaders to administrative assistants, lawyers, housewives, students and laborers. To this he adds his 40-year experience as an executive, Harvard-trained attorney and Pulitzer Prize winning journalist.

Getting More is based on Professor Diamond’s award-winning negotiations course at The Wharton Business School, where it has been the most sought-after course by students for 13 years. It contains a powerful toolkit that can be used by anyone in any situation: with kids and jobs, travel and shopping, business, politics, relationships, cultures, partners and competitors.

The advice is addressed through the insightful stories of hundreds of people who have used Diamond’s tools with great success. A 20% savings on an item already on sale. An extra $300 million profit in a business. A woman from India getting out of her own arranged marriage. A 4 year old willingly brushing his teeth and going to bed.

Conventional wisdom is challenged on almost every page. Instead of “win-win,” it sometimes makes more sense lose today to get more tomorrow. The use of power, Diamond cautions, too often causes retaliation, harms relationships and costs credibility. Walking out is almost never as good as understanding the other person’s perceptions and fixing the problem. Not everything is about money; intangibles such as valuing others will often get you much more in return. Even the hardest bargainers can be tamed by using their own public standards against them.

The key to getting more is finding the right tools for each situation; being more flexible, and better understanding the other party. These strategies are invisible, until you learn them. Once you see them, they will always be there to help you get more .

From one of the most influential scientists of our time, a dazzling exploration of the hidden laws that govern the life cycle of everything from plants and animals to the cities we live in.
Visionary physicist Geoffrey West is a pioneer in the field of complexity science, the science of emergent systems and networks. The term “complexity” can be misleading, however, because what makes West’s discoveries so beautiful is that he has found an underlying simplicity that unites the seemingly complex and diverse phenomena of living systems, including our bodies, our cities and our businesses.
Fascinated by aging and mortality, West applied the rigor of a physicist to the biological question of why we live as long as we do and no longer. The result was astonishing, and changed science: West found that despite the riotous diversity in mammals, they are all, to a large degree, scaled versions of each other. If you know the size of a mammal, you can use scaling laws to learn everything from how much food it eats per day, what its heart-rate is, how long it will take to mature, its lifespan, and so on. Furthermore, the efficiency of the mammal’s circulatory systems scales up precisely based on weight: if you compare a mouse, a human and an elephant on a logarithmic graph, you find with every doubling of average weight, a species gets 25% more efficient—and lives 25% longer. Fundamentally, he has proven, the issue has to do with the fractal geometry of the networks that supply energy and remove waste from the organism’s body.
West’s work has been game-changing for biologists, but then he made the even bolder move of exploring his work’s applicability. Cities, too, are constellations of networks and laws of scalability relate with eerie precision to them. Recently, West has applied his revolutionary work to the business world. This investigation has led to powerful insights into why some companies thrive while others fail. The implications of these discoveries are far-reaching, and are just beginning to be explored. Scale is a thrilling scientific adventure story about the elemental natural laws that bind us together in simple but profound ways. Through the brilliant mind of Geoffrey West, we can envision how cities, companies and biological life alike are dancing to the same simple, powerful tune.

深度模仿即是深度学习
发掘人工智能时代的创新基因
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※编辑推荐※
☆一部让日本实现从”Copycat”（山寨鼻祖）到创新大国超越的应时之作
- 深度解构丰田、7-11、强生、任天堂、施乐等公司从优秀到卓越的模仿之道。
- 20世纪90年代之 前，日本经济奇迹的根本经验就是践行深度模仿！
- 优秀的中国制造商正从简单模仿到深度模仿战略转型！
☆世上只有两种创新：一种是模仿式创新，一种是赌博式创新
- 模仿式创新从卓越样本中提取成功基因，引导组织向阻力最小处突进！
- 赌博式创新的试错成本高昂，成为先烈的可能远大于成为先驱！
- 阿里巴巴、腾讯、百度、京东创立之初全部都有国际对标公司，国内没有对标公司的伟大企业，没人见过！
☆深度模仿的方法论全集：4个模式，5个步骤，手把手教你高效创新的技术
- “日本第一”时代的集体经验汇集；日式精细化管理经验合盘托出！
- 模仿第三重境界：走别人的路，让别人无路可走。
☆失去30年后，日本偶像级管理大师沉痛反思：欲创新，先模仿
- 日本衰落的根源在于丢掉了深度模仿的武器！
- 日本复兴制造业的权威教材，中国制造全面崛起的绝佳战术手册！
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※内容简介※
只有极少数的天才能通过原创成功，绝大多数企业通过模仿致胜。模仿有两种方式，一种是能带来短期利润增长的产品模仿；一种是能为企业带来长期竞争优势的结构模仿。本书重点介绍的是第二种。
模仿是高效的经营策略，成功者的基因必然暗合时代发展的趋势，找到了可资模仿的范例，也便拿到了通往未来的“车票”。模仿谁？怎样模仿？本书提供了独特的金字塔形分析结构，从企业资源、活动、价值、定位四个方面助你选准模仿对象，并通过总结星巴克、丰田、7-11、强生等16家卓越企业经验，首次提出了从模仿到创新的五个步骤，可操作性极强。
模仿是创造之母，是创新的灵感之源。模仿的范例无处不在，发现成功者的基因，并将其植入自己的组织之内，这本身就是一种创新。而持续的模仿过程中又孕育着超越范例的机会，直至自身的商业模式无人可以模仿为止。
真正有创新力的组织，不是不模仿，而是无法被人模仿。

Father of modern management, social commentator, and preeminent business philosopher, Peter F. Drucker has been analyzing economics and society for more than sixty years. Now for readers everywhere who are concerned with the ways that management practices and principles affect the performance of the organization, the individual, and society, there is The Essential Drucker -- an invaluable compilation of management essentials from the works of a management legend.</p>
Containing twenty-six selections, The Essential Drucker covers the basic principles and concerns of management and its problems, challenges, and opportunities, giving managers, executives, and professionals the tools to perform the tasks that the economy and society of tomorrow will demand of them.</p>

The past decade has seen a dramatic increase in the use of Bayesian methods in marketing due, in part, to computational and modelling breakthroughs, making its implementation ideal for many marketing problems. Bayesian analyses can now be conducted over a wide range of marketing problems, from new product introduction to pricing, and with a wide variety of different data sources.
Bayesian Statistics and Marketing describes the basic advantages of the Bayesian approach, detailing the nature of the computational revolution. Examples contained include household and consumer panel data on product purchases and survey data, demand models based on micro-economic theory and random effect models used to pool data among respondents. The book also discusses the theory and practical use of MCMC methods.
Written by the leading experts in the field, this unique book:

Presents a unified treatment of Bayesian methods in marketing, with common notation and algorithms for estimating the models.
Provides a self-contained introduction to Bayesian methods.
Includes case studies drawn from the authors’ recent research to illustrate how Bayesian methods can be extended to apply to many important marketing problems.
Is accompanied by an R package, bayesm, which implements all of the models and methods in the book and includes many datasets. In addition the book’s website hosts datasets and R code for the case studies. Bayesian Statistics and Marketing provides a platform for researchers in marketing to analyse their data with state-of-the-art methods and develop new models of consumer behaviour. It provides a unified reference for cutting-edge marketing researchers, as well as an invaluable guide to this growing area for both graduate students and professors, alike.

For over 50 years, James G. March has made a sustained and innovative contribution to the study of organizations. In his renowned course on leadership at Stanford University he explores the problems of leadership using works of great literature, such as War and Peace and Don Quixote. These essays are based on March's notes for his course lectures. The notes have been interpreted by Thierry Weil, and translated here from his original French interpretation.March uses literature to examine a set of dilemmas related to leadership - questions concerning the balance between private life and public duties, between ingenuity and innocence, between diversity and integration, and between the expression and the control of sexuality. He encourages us to explore ideas that are sometimes subversive and unpalatable, but may allow organizations to adapt in a rapidly changing world.

In The Ambiguities of Experience , James G. March asks a deceptively simple question: What is, or should be, the role of experience in creating intelligence, particularly in organizations? Folk wisdom both trumpets the significance of experience and warns of its inadequacies. On one hand, experience is described as the best teacher. On the other hand, experience is described as the teacher of fools, of those unable or unwilling to learn from accumulated knowledge or the teaching of experts. The disagreement between those folk aphorisms reflects profound questions about the human pursuit of intelligence through learning from experience that have long confronted philosophers and social scientists. This book considers the unexpected problems organizations (and the individuals in them) face when they rely on experience to adapt, improve, and survive.
While acknowledging the power of learning from experience and the extensive use of experience as a basis for adaptation and for constructing stories and models of history, this book examines the problems with such learning. March argues that although individuals and organizations are eager to derive intelligence from experience, the inferences stemming from that eagerness are often misguided. The problems lie partly in errors in how people think, but even more so in properties of experience that confound learning from it. 'Experience,' March concludes, 'may possibly be the best teacher, but it is not a particularly good teacher.'

Written rules in formal organizations are distinctive elements of organizational history; they shape organizational change and are in turn shaped by it. These rules are created, revised, and eliminated in ways that leave historical traces, and they have a visibility and durability that elude non-written rules. They thus provide rich data for an empirical probe into the dynamics of organizational history. This study uses qualitative and quantitative data from the history of a specific organization, Stanford University, to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning. Organizations respond to problems and react to internal or external pressures by focusing attention on existing and potential rules. The creation, modification, or elimination of a rule, then, is a response to events in the outside environment (such as new government regulations) or to events within the organization (such as alterations in internal government structures). The authors elaborate a simple set of ideas about written rules and their dynamics, emphasizing the interplay among periodic major shocks to the system from outside, experiences with individual rules as they age and are revised, and the spread of effects through an interconnected set of rules. It is a story in which changes introduced in one part of a rule system create adjustments in other parts, including the same rule later in time, as the consequences of the changes are experienced and as rule-making attention is mobilized, satiated, and redirected. These processes involve the full panoply of political negotiation, symbolic competition, discussion, and problem solving that are typical of organizational decision making.

Are you an entrepreneur about to create a new web application? If you want to maximize your chances of building something customers want, this book demonstrates ways to apply and test techniques for customer development, Lean Startup, and bootstrapping. Learn how to identify and engage customers throughout the development cycle so you can focus on building a product that people will actually buy and use. By rigorously following the techniques described in Running Lean, you can eliminate waste - whether it's time, money, effort, or all of the above - and get your product to market quickly. Refined through the real-world experiences of dozens of startup companies, these techniques are part of Eric Ries' Lean Startup methodology. Principles covered in this book include: * Find a problem worth solving, then define a solution * Demo before building * Pricing is part of the product * Maximize for speed, learning, and focus * Build a continuous feedback loop with customers throughout the product development cycle * Right Action, Right Time * Build a path to customers from day one