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Islands of Profit in a Sea of Red Ink
Astonishing but true: nearly 40 percent of every company is unprofitable by any measure, and 20 to 30 percent is so profitable that it provides all the reported earnings and subsidizes the losses.
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Business Model Generation
Disruptive new business models are emblematic of our generation. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Business Model Generation offers you powerful, simple, tested tools for understanding, designing, reworking, and implementing business models.
Business Model Generation is a practical, inspiring handbook for anyone striving to improve a business model — or craft a new one.
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Effective Inventory Management, Inc.
“It’s easy to turn cash into inventory… the challenge is to turn inventory back into cash!”
Articles by inventory expert Jon Schreibfeder
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Six Disciplines for Excellence, by Gary Harpst
“Six Disciplines for Excellence: Building Small Businesses That Learn, Lead and Last was the first book authored by Gary Harpst. Since its release in 2004, the book was named a finalist in the 2007 National “Best Books” awards in both the Management & Leadership and Entrepreneurship & Small Business categories, and is consistently ranked highly on Amazon’s Organizational Learning book category.” -SixDisciplines.com
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Globality: Competing With Everyone From Everywhere For Everything, by Harold L. Sirkin, James W. Hemerling, and Arindam K. Bhattacharya
“Globality is not a new or different term for globalization; it’s what comes next…” -WhatIsGlobality.com
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Anywhere, The Book, by Emily Nagle Green
“Yankee Group Chairman Emily Nagle Green has authored a new book: ANYWHERE: How Global Connectivity Is Revolutionizing the Way We Do Business. Published by McGraw-Hill, the book examines the profound and sweeping change that is occurring as a global communications network takes hold.” – YankeeGroup.com
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Balanced Scorecard by Robert S. Kaplan and David P. Norton
“During a year-long research project, the authors developed a “balanced scorecard” performance measurement system that allows executives to view a company from several perspectives simultaneously. The scorecard includes financial measures that reveal the results of actions already taken, as well as three sets of operational measures that show customer satisfaction, internal processes, and the organization’s ability to learn and improve. Creating a balanced scorecard requires translating a company’s strategy and mission statement into specific goals and measures. Managers then track those measures as they work toward their goals.” -HarvardBusiness.org
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Whitepaper: Balanced Scorecard: Measures That Drive Performance (HBR Classic) by Robert S. Kaplan, David P. Norton
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