The first business plan is often the most difficult to write. A company may have little or no history, and often may not know lender requirements, what to stress and what to avoid. Your First Business Plan simplifies the process by outlining the different parts of a business plan and, in an uncomplicated question-and-answer style, helps the business owner create a winning plan for their business. The easy-to-follow chapters show entrepreneurs how to: --Think through strategies and balance enthusiasm with facts--Capture and hold the interest of potential lenders and investors--Understand and develop their financial statements--Recognize the unique selling advantage of their products or services--Avoid potentially disastrous errors like undercapitalization and negative cash flow Also included in this book: --A glossary of planning and financial terms--A complete sample business plan

Die Informationslogistik wird zum Wettbewerbsfaktor fA1/4r Unternehmen. Die Versorgung von EntscheidungstrAgern mit integrierten Informationen ermAglicht effiziente und effektive Entscheidungsprozesse in Alignment mit den strategischen Zielen des Unternehmens. Dazu wird ein ganzheitlicher, bereichsA1/4bergreifender Ansatz benAtigt, der die inhArenten Synergiepotenziale einer Informationslogistik umfassend nutzt. Dieses Buch gibt erstmals einen Gesamteindruck A1/4ber den State of the Art und Entwicklungsrichtungen der integrierten Informationslogistik aus Managementsicht. Auf Grundlage des St. Galler Business Engineering-Frameworks werden aktuelle Herausforderungen und LAsungsansAtze der Informationslogistik ganzheitlich und konsistent betrachtet und Hinweise zur Gestaltung der Informationslogistik auf den Ebenen Strategie, Organisation und Informationssysteme gegeben. AusgewAhlte Schwerpunktthemen vertiefen fA1/4r die Umsetzung relevante Fragestellungen. SchlieAlich zeigen aktuelle Fallstudien konkrete RealisierungsmAglichkeiten in der unternehmerischen Praxis auf.

Every business needs a business plan a plan to meet the expected and unexpected opportunities and obstacles the future holds. This book will help you take a long, hard look at each element of the plan and show you how to communicate the right message to the right people, and maximize the chances of getting your business launched.

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Truly a practical guide to better business planning. The book is friendly and easy to read. It is especially helpful in developing the correct thought process, which is so essential to effective strategic planning. An indispensable corporate tool. Peter N. Tan, Senior Vice President, Hambrecht & Quist Preparing and presenting an intelligent business plan is a challenge that both entrepreneur and senior executive alike face. Whether the goal is raising start-up finance for a new business or requesting venture funding from a corporate parent, a good business plan must deliver all the information decision-makers are really looking for. The Definitive Business Plan ensures you do this. Accessible to the newcomer and detailed enough for the experienced planner, this guide explains how to tailor a plan for specific readerships and to meet specific objectives. If you want people to part with their cash, you need a business plan that has substance. In this highly regarded book, Richard Stutely will help you make sure your plan is robust enough to start, run or revitalise any business enterprise. The Definitive Business Series will ensure you get up to speed fast with all the business essentials you need to be a success. With their guided step-by-step approach the latest practical business techniques and concepts and their easy-to-read style, The Definitive Business Series cover every aspect of the topic from the business basics to the essential skills needed to progress in your career. The Definitive Business Series . Your fast-track to business success.

Chosen by BusinessWeek as One of the Top Ten Business Books of the Year
With apologies to Hegel, Marx, and Lenin, the basic unit of modern society is neither the state, nor the commune, nor the party; it is the company. From this bold premise, John Micklethwait and Adrian Wooldridge chart the rise of one of history’s great catalysts for good and evil.
In a “fast-paced and well-written” work (Forbes), the authors reveal how innovations such as limitations on liability have permitted companies to rival religions and even states in importance, governing the flow of wealth and controlling human affairs–all while being largely exempt from the rules that govern our lives.
The Company is that rare, remarkable book that fills a major gap we scarcely knew existed. With it, we are better able to make sense of the past four centuries, as well as the events of today.

本书的对象是希望了解决策与判断心理学的基础知识的非专业人士。它着重是实验结果而不是心理学理论，是出人意料的结论而不是猜想，是对研究的描述而不是数学公式。一句话，这本书是想要大家高兴而且思考，同时也是为了传播和普及心理学的知识。
本书共分6部分，前两个部分主要介绍决策与判断的基本要素，包括知觉、记忆、情境和提问方式。第三和第四部分主要介绍决策的经典模式，并与最近有关判断偏差的新模式做对比。第五部分探讨由团体做出的判断和关于团体的判断。第六部分讨论决策与判断的一些常见的陷阱。第一章都设计成能够单独成立的专题，所以读者可以自由地跳跃不同的章节或随意地安排阅读顺序。
本书一个与众不同的地方就是第1章之前的读者调查，这个调查的问题是根据以后章节中涉及的研究问题改编和复制而成的。

作出明智的选择，是一项与每个人——企业家、医生、律师、教师、学生、父母、青年、老人——息息相关的基本生存技能。正是我们作出的决策影响和规定了我们的职业发展和个人生活质量。遗憾的是几乎没有多少人学到决策技能的真髓，因此我们面临选择时迟疑不决甚至胆怯害怕，以致坐失良机。本书为你提供了一套非常直接易行的步骤和程序，帮助大家改进自己作决定的方法，无论是在个人、家庭、事业各个方面，帮助实现你的目标。

《经济发展理论》一书是约瑟夫·熊彼特早期成名之作。熊彼特在这本著作里首先提出的“创新理论”，当时曾轰动西方经济学界，并且一直享有盛名。此书最先以德文发表于1912年，修订再版于1926年，越数年又重印了德文第三版。 1934年，以德文修订本为依据的英译本，由美国哈佛大学出版社出版，被列为（哈佛经济丛书）第46卷。现在的中译本，据此英译本译出。
熊彼特的《经济发展理论》以 “对于利润、资本、信贷、利息和经济周期的考察”作为副标题，涉猎范围可谓极其广泛。但是书中最具特色和最引人注目的，还是他所提出的“创新理论”。
全书共分为六章。
第一、第二两章最为重要，从静止状态的“循环流转”到经济发展的根本现象，特别是第二章　，对经济发展，包括从“企业家”的特点和功能、 “生产要素的新组合”、“创新”的涵义和作用，直到资本主义的产生，熊彼特都作了开创性的精辟的论述，既是理论上的探讨，也是历史发展过程的概述。
第三、 四、五各章则进一步分别阐述了信贷与资本，企业家利润，以及资本的利息。我们可以概括地说，“创新理论”就是熊彼特“经济发展理论”的核心。

从学生到科学家，从秘书到总裁，从家庭主妇到销售员，拖延的问题几乎会影响到每一个人。本书的两位作者基于他们倍受好评和极具开创性的拖延工作坊和从众多心理咨询领域中汲取的丰富理论和经验，对拖延作了一次仔细、详尽、有时也颇为幽默的探索。
通过鉴别和检查那些我们将事情推掉的背后原因——对失败、成功、控制、疏远和依附的恐惧，加上我们的时间概念问题和大脑的神经学因素——为我们学会怎样理解拖延的冲动以及怎样以全新方式采取行动做了一件非常扎实的基础工作。
作者为我们提供了达成目标、管理时间、谋求支持和处理压力等一系列方案来克服拖延问题，她们提供的方案极为实用并经受过实践的检验。本书还考虑到工作和生活节奏不断加快的当代文化诉求，以及诸如注意力缺失紊乱症、执行功能障碍症等神经认知问题对拖延的影响。本书甚至还为生活和工作在拖延者身边的人群提供了不少实用性建议。

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When The Machine That Changed the World was first published in 1990, Toyota was half the size of General Motors. Today Toyota is passing GM as the world's largest auto maker and is the most consistently successful global enterprise of the past fifty years. This management classic was the first book to reveal Toyota's lean production system that is the basis for its enduring success. Now reissued with a new Foreword and Afterword, Machine contrasts two fundamentally different business systems -- lean versus mass, two very different ways of thinking about how humans work together to create value. Based on the largest and most thorough study ever undertaken of any industry -- MIT's five-year, fourteen-country International Motor Vehicle Program -- this book describes the entire managerial system of lean production. Nearly twenty years ago, Womack, Jones, and Roos provided a comprehensive description of the entire lean system. They exhaustively documented its advantages over the mass production model pioneered by General Motors and predicted that lean production would eventually triumph. Indeed, they argued that it would triumph not just in manufacturing but in every value-creating activity from health care to retail to distribution. Today The Machine That Changed the World provides enduring and essential guidance to managers and leaders in every industry seeking to transform traditional enterprises into exemplars of lean success.

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skillful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The second edition of "Exploring Innovation" offers a contemporary and fresh perspective on innovation in all its forms. Written with business students in mind, the book provides a clear and comprehensive introduction to defining, analysing, managing and fostering innovation. The book's lively, accessible style and many examples and cases of innovative products and services bring the new frontiers of business to life. The new edition has been comprehensively updated to feature: more coverage on the commercial aspects of innovation and business models; greater emphasis on user innovation; and an introduction to the concept of open innovation. It is fully revised coverage of innovation strategy and includes expanded material on the management of innovation, linking a number of managerial techniques to a specific model of the management process.

Peter Drucker's classic book on innovation and entrepreneurship This is the first book to present innovation and entrepreneurship as a purposeful and systematic discipline that explains and analyzes the challenges and opportunities of America's new entrepreneurial economy. Superbly practical, Innovation and Entrepreneurship explains what established businesses, public service institutions, and new ventures need to know and do to succeed in today's economy.
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创新与企业家精神(珍藏版)

Turning conventional wisdom on its head, a Senior Partner and an Innovation Specialist from McKinsey & Company debunk the myth that high-octane, built-to-last companies can continue to excel year after year and reveal the dynamic strategies of discontinuity and creative destruction these corporations must adopt in order to maintain excellence and remain competitive.
In striking contrast to such bibles of business literature as In Search of Excellence and Built to Last, Richard N. Foster and Sarah Kaplan draw on research they conducted at McKinsey & Company of more than one thousand corporations in fifteen industries over a thirty-six-year period. The industries they examined included old-economy industries such as pulp and paper and chemicals, and new-economy industries like semiconductors and software. Using this enormous fact base, Foster and Kaplan show that even the best-run and most widely admired companies included in their sample are unable to sustain their market-beating levels of performance for more than ten to fifteen years. Foster and Kaplan's long-term studies of corporate birth, survival, and death in America show that the corporate equivalent of El Dorado, the golden company that continually outperforms the market, has never existed. It is a myth.
Corporations operate with management philosophies based on the assumption of continuity; as a result, in the long term, they cannot change or create value at the pace and scale of the markets. Their control processes, the very processes that enable them to survive over the long haul, deaden them to the vital and constant need for change. Proposing a radical new business paradigm, Foster and Kaplan argue that redesigning the corporation to change at the pace and scale of the capital markets rather than merely operate well will require more than simple adjustments. They explain how companies like Johnson and Johnson , Enron, Corning, and GE are overcoming cultural "lock-in" by transforming rather than incrementally improving their companies. They are doing this by creating new businesses, selling off or closing down businesses or divisions whose growth is slowing down, as well as abandoning outdated, ingrown structures and rules and adopting new decision-making processes, control systems, and mental models. Corporations, they argue, must learn to be as dynamic and responsive as the market itself if they are to sustain superior returns and thrive over the long term.
In a book that is sure to shake the business world to its foundations, Creative Destruction, like Re-Engineering the Corporation before it, offers a new paradigm that will change the way we think about business.

The author presents a compelling look at how innovation transforms industries, raising the fortunes of some firms while destroying others. The book draws on the rich history of innovation by inventors and entrepreneurs - ranging from the birth of typewriters to the emergence of personal computers, gas lamps to fluorescent lighting, George Eastman's amateur photography to electronic imaging - to develop a practical model for how innovation enters an industry, how mainstream firms typically respond, and how - over time - new and old players wrestle for dominance. Utterback asserts that existing organizations must consistently abandon past success and embrace innovation - even when it undermines their traditional strengths. He sets forth a strategy to do so, and identifies the responsibilities of managers to lead and focus that effort.