Johnson tell the definitive story of what has changed, what it means for businesses today, and how managers, entrepreneurs, and business owners can adapt and thrive in this new era.What do Google, Snapchat, Tinder, Amazon, and Uber have in common, besides soaring market share? They're platforms - a new business model that has quietly become the only game in town, creating vast fortunes for its founders while dominating everyone's daily life. A platform, by definition, creates value by facilitating an exchange between two or more interdependent groups. So, rather that making things, they simply connect people.The Internet today is awash in platforms - Facebook is responsible for nearly 25 percent of total Web visits, and the Google platform crash in 2013 took about 40 percent of Internet traffic with it. Representing the ten most trafficked sites in the U.S., platforms are also prominent over the globe; in China, they hold the top eight spots in web traffic rankings.The advent of mobile computing and its ubiquitous connectivity have forever altered how we interact with each other, melding the digital and physical worlds and blurring distinctions between "offline" and "online." These platform giants are expanding their influence from the digital world to the whole economy. Yet, few people truly grasp the radical structural shifts of the last ten years.

    You just need to be willing to break the rules.At nineteen, I founded a software company with $119 in my bank account. Five years later, it was valued at $10.5 million. I don't consider myself exceptionally brilliant. I just realized something few people know: You don't need lots of money or an original idea to get really rich.Now, I make more than $100,000 in passive income every month, while also running my own private equity firm and hosting The Top Entrepreneurs podcast, which has more than 10 million downloads. This book will show you how I went from college dropout to member of the New Rich. And I'm holding nothing back. You'll see my tax returns, my profit and loss statements, my email negotiations when buying and selling companies.It's time to forget your grandfather's advice. I'll teach you how to be a modern opportunist--investor, entrepreneur, or side hustler--by breaking these four golden rules of the old guard:1.Focus on one skill: Wrong. Don't cultivate one great skill to get ahead. In today's business world, success goes to the multitaskers.2.Be unique: Wrong. The way to get rich is not by launching a new idea but by aggressively copying others and then adding your own twist. 3.Focus on one goal: Wrong. Focus instead on creating a system to produce the outcome you want, not just once, but over and over again. 4.Appeal to the masses: Wrong. The masses are broke ($4k average net worth in America?). Let others cut a trail through the jungle so you can peacefully walk in and capitalize on their hard work.By rejecting these defunct rules and following my unconventional path, you can copy other people's ideas shamelessly, bootstrap a start-up with almost no funding, invest in small local businesses for huge payoffs, and reap all the benefits.

    Using the unifying valuation framework based on the Law of One Price, this work covers time-tested principles and the advancements with the practical perspective of the financial manager.

    Harv Eker states: "Give me five minutes, and I can predict your financial future for the rest of your life!" Eker does this by identifying your "money and success blueprint." We all have a personal money blueprint ingrained in our subconscious minds, and it is this blueprint, more than anything, that will determine our financial lives. You can know everything about marketing, sales, negotiations, stocks, real estate, and the world of finance, but if your money blueprint is not set for a high level of success, you will never have a lot of money—and if somehow you do, you will most likely lose it! The good news is that now you can actually reset your money blueprint to create natural and automatic success.Secrets of the Millionaire Mind is two books in one. Part I explains how your money blueprint works. Through Eker's rare combination of street smarts, humor, and heart, you will learn how your childhood influences have shaped your financial destiny. You will also learn how to identify your own money blueprint and "revise" it to not only create success but, more important, to keep and continually grow it.In Part II you will be introduced to seventeen "Wealth Files," which describe exactly how rich people think and act differently than most poor and middle-class people. Each Wealth File includes action steps for you to practice in the real world in order to dramatically increase your income and accumulate wealth.If you are not doing as well financially as you would like, you will have to change your money blueprint. Unfortunately your current money blueprint will tend to stay with you for the rest of your life, unless you identify and revise it, and that's exactly what you will do with the help of this extraordinary book. According to T. Harv Eker, it's simple. If you think like rich people think and do what rich people do, chances are you'll get rich too!

    In order to survive-let alone thrive-companies must be able to anticipate and adapt to change, or face rapid, brutal extinction. In Clockspeed, Charles Fine draws on a decade’s worth of research at M.I.T.’s Sloan School of Management to introduce a new vocabulary for understanding the forces of competition and making strategic decisions that will determine the destiny of your company, as well as your industry.Taking inspiration from the world of biology, Fine argues that each industry has its own evolutionary life cycle (or “clockspeed”), measured by the rate at which it introduces new products, processes, and organizational structures. Just as geneticists study the fruit fly to gain insight into the evolutionary paths of all animals, managers in any industry can learn from the industrial fruit flies-such as Internet services, personal computers, and multimedia entertainment-which evolve through new generations at breakneck speed. Applying the lessons of the fruit flies to industries as diverse as bicycles, pharmaceuticals, and semiconductors, Fine illustrates how competitive advantage is lost or gained by how well a company manages dynamic web of relationships that run throughout its chain of suppliers, distributors, and alliance partners.Packed with revolutionary concepts and tools to help managers make key strategic decisions that affect current and future performance, Clockspeed shows, as no other book before it, how the ultimate core competency is mastering the art of supply chain design, carefully choosing which components and capabilities to keep in-house and which to purchase from outside.The consequences of faulty of visionary decisions can be enormous and dramatic. Witness the case of IBM in the early 1980s, when it outsourced key PC components to Microsoft and Intel, unleashing the “Intel Inside” phenomenon and a complete restructuring of the computer industry. Going further, Fine sees the personal computer as merely a component in the vast information-entertainment industry, which evolves at speeds unimagined a few years ago. He uses this “fruit fly” as well to peer into the future of industrial evolution and find practical advice for players in all industries, from automobiles to health care information systems.Clockspeed not only serves up some new “laws” of value chain dynamics, but it also offers recommendations for achieving industry leadership through simultaneous product, process, and supply chain design. In challenging managers to think like corporate geneticists Clockspeed contributes the next creative leap in business strategy.

    This, he says, is "all that matters," and his latest book aims to demystify buying principles for salespeople. From the red cloth cover to the small trim size to the amusing (but not cloying) cartoons on almost every page, this is an appealing and accessible book. The author is obviously enthusiastic, if not manic, about sales, and though some of his mantras verge on hokey, much of his prose is straightforward and realistic. Each chapter includes a mini table of contents, pull quotes and takeaway sound bites, examples of typical whines from salespeople (e.g., "the client said they spent their whole budget") paired with a positive response (e.g., "Decision makers make the budget. Non-decision makers spend the budget"), and plenty of advice and ideas that can be taken in and studied as a whole or referred to at random for inspiration. Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. Review This isn't just a red book; it's a Red Bull of high-energy sales tips & counsel. -- David Dorsey, The Wall Street Journal (May 3rd 2006) See all Editorial Reviews -------------------------------------------------------------------------------- Product Details Hardcover: 220 pages Publisher: Bard Press; 1st edition (September 25, 2004) Language: English ISBN-10: 1885167601 ISBN-13: 978-1885167606 Product Dimensions: 7.6 x 5.2 x 0.7 inches Shipping Weight: 15.2 ounces

    "We spend more time working than doing anything else in life. It's not right that the experience of work should be so demotivating and dehumanizing." So says Laszlo Bock, head of People Operations at the company that transformed how the world interacts with knowledge. This insight is the heart of WORK RULES!, a compelling and surprisingly playful manifesto that offers lessons including:Take away managers' power over employeesLearn from your best employees-and your worstHire only people who are smarter than you are, no matter how long it takes to find themPay unfairly (it's more fair!)Don't trust your gut: Use data to predict and shape the futureDefault to open-be transparent and welcome feedbackIf you're comfortable with the amount of freedom you've given your employees, you haven't gone far enough. Drawing on the latest research in behavioral economics and a profound grasp of human psychology, WORK RULES! also provides teaching examples from a range of industries-including lauded companies that happen to be hideous places to work and little-known companies that achieve spectacular results by valuing and listening to their employees. Bock takes us inside one of history's most explosively successful businesses to reveal why Google is consistently rated one of the best places to work in the world, distilling 15 years of intensive worker R&D into principles that are easy to put into action, whether you're a team of one or a team of thousands. WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken your joy in what you do.

    Any entrepreneur will love and appreciate this

    What does Buffett see that we on the outside do not? It’s all about the people. Charles D. Ellis has written a landmark book that couldn’t come at a better time. The Partnership: The Making of Goldman Sachs is the colorful and fascinating story of Goldman’s rise to power through many life-threatening changes in markets, competition, and regulation. It tells the personal history of the men and women who built the world’s leading financial powerhouse from a firm that was disgraced and nearly destroyed in 1929, limped along as a break-even operation through the Depression and WWII, and, with only one special service and one improbable banker, began the rise that, in half a century, took Goldman Sachs to global leadership. A conversation with Charles Ellis: * Is Goldman Sachs really a lot better than other firms at managing risk? The big difference is in the cumulative power of many “small” details. The difference in the speed, accuracy, and extent of communication inside the firm; the difference in intensity, focus, and disciplined toughness of the men and women hand selected to work there and real difference in recruiting, training, and compensation. All add up to a decisive advantage in management. Leaders and co-leaders manage Goldman’s many business units with rigor and drive; risk management is the envy of other banks; and coordination is powerful across business units and markets around the world. As every Olympic athlete knows, such small differences make all the difference between gold, silver or bronze – or no medal at all. In the current, very difficult test, Goldman Sachs has come in 1st – again. * Goldman Sachs is often described as the best managed Wall Street firm. Is that true? Yes, it is true. Goldman Sachs is the best managed “Wall Street” firm – and the best led. Management is why Goldman Sachs is consistently rated the best firm to work for and gets top ratings from clients all over the world. Superior management is why the firm earns more profit, develops more effective people, has made itself the market leader in the U.S., U.K, Germany, France, China, Japan, and in most major lines of banking business. No other firm comes close. One of the things you will learn in The Partnership is just how Goldman succeeded in making themselves different from any other Wall Street firm. They learned early on that in order to survive, they had to not only make money, but create a culture that was universal, that demanded absolutely loyalty and, most importantly, act as one organism. * Why does Goldman Sachs put so much weight on its “culture”? Goldman Sachs culture works. In the complex, fast-changing, global, 24/7 securities business almost all the important decisions are made in highly specific and complex settings under great time pressure. These decisions cannot be made by headquarters and they cannot be deferred. They must be made locally by local market and business experts thousands of times every day. Rules won’t work. If rules were written for every type of decision in all those different businesses in all the world’s different markets in all the different cultures, the resulting Rule Book would be far too large and complex to read or use. Culture – its way of working – is the universal “stem cell” that enables Goldman Sachs to operate so forcefully in so many different national markets and in so many different businesses. * With all its different business activities all over the world, doesn’t Goldman Sachs have problems with conflicts of interest? Yes! The firm certainly has many, many conflicts of interest. While it could take a defensive approach and try to avoid or minimize those risks of conflicts, the firm believes the more realistic and effective approach is to recognize those risks, be candid about them with clients and counterparties, and actively manage the conflicts. The firm strives to deal with each of them in such thoughtful and effective ways that clients and customers will know Goldman Sachs can be trusted to manage conflicts better than any other firm. This is, of course, an assumption of enormous responsibility – particularly on the scale on which Goldman Sachs operates – so it raises the obvious next question: Who will watch the watcher?

    Combining his candid insights with a rigorous analysis of Toyota's attempts at Lean production, Ohno's book explains how Lean principles can improve any production endeavor. A historical and philosophical description of just-in-time and Lean manufacturing, this work is a must read for all students of human progress. On a more practical level, it continues to provide inspiration and instruction for those seeking to improve efficiency through the elimination of waste.

    People don't listen to advertisements, they listen to their peers. But why do people talk about certain products and ideas more than others? Why are some stories and rumors more infectious? And what makes online content go viral? Wharton marketing professor Jonah Berger has spent the last decade answering these questions. He's studied why New York Times articles make the paper's own Most E-mailed List, why products get word of mouth, and how social influence shapes everything from the cars we buy to the clothes we wear to the names we give our children. In this book, Berger reveals the secret science behind word-of-mouth and social transmission. Discover how six basic principles drive all sorts of things to become contagious, from consumer products and policy initiatives to workplace rumors and YouTube videos.Contagious combines groundbreaking research with powerful stories. Learn how a luxury steakhouse found popularity through the lowly cheese-steak, why anti-drug commercials might have actually increased drug use, and why more than 200 million consumers shared a video about one of the seemingly most boring products there is: a blender. If you've wondered why certain stories get shared, e-mails get forwarded, or videos go viral, Contagious explains why, and shows how to leverage these concepts to craft contagious content. This book provides a set of specific, actionable techniques for helping information spread - for designing messages, advertisements, and information that people will share. Whether you're a manager at a big company, a small business owner trying to boost awareness, a politician running for office, or a health official trying to get the word out, Contagious will show you how to make your product or idea catch on.

    While nursing their wounds in Ibiza, they accidentally run into an eccentric character who tells them about a brand-new idea: cryptocurrency. Immersing themselves in what is then an obscure and sometimes sinister world, they begin to realize “crypto” is, in their own words, "either the next big thing or total bulls--t." There’s nothing left to do but make a bet.From the Silk Road to the halls of the Securities and Exchange Commission, Bitcoin Billionaires will take us on a wild and surprising ride while illuminating a tantalizing economic future. On November 26, 2017, the Winklevoss brothers became the first bitcoin billionaires. Here’s the story of how they got there—as only Ben Mezrich could tell it.

    It blends practical and theoretical coverage, while maintaining an appropriate rigor and a clear writing style. Its unifying theme is that security markets are nearly efficient, meaning that most securities are priced appropriately given their risk and return attributes. The text places greater emphasis on asset allocation and offers a much broader and deeper treatment of futures, options, and other derivative security markets than most investment texts. It is also the only graduate Investments text to offer an online homework management system, McGraw-Hill's "Connect Finance."

    The world's leading guide to raising money online, The Crowdfunding Bible shows you how to launch, market and successfully run a high-tech fundraising campaign, regardless of industry or budget. It reveals the secrets to catching the media and public's eye, and attracting donors, in a language that everyone can understand. From books to films, albums, events and consumer products and video games, dive in to discover the new world of venture capital waiting at your fingertips. FEATURES: Best Crowdfunding Sites and Services / Full Guides: How to Start & Promote Any Project / Expert Tips and Advice / PR and Social Media Strategies / Advice from Top Creators.

    For disruptors to pose a threat to an industry, they have to successfully break the link in choosing, purchasing, or consuming a product or service. Upstarts, Teixeira shows, do not attempt to compete with or overtake a reigning incumbent company entirely. Instead, they work to peel away a portion of the consumer decision-making process, the way Birchbox offered women a new way to sample new beauty products from a variety of cosmetics and fragrance companies, without having to go to the Revlon or Estee Lauder store. Zipcar doesn't attempt to compete head to head with GM but rather to offer people who need transportation an alternative way to get around, without owning a car themselves, or being responsible for fuel, maintenance, or insurance. In a penetrating narrative filled with case studies and stories, Teixeira shows us how startups successfully disrupt industries--and what industry leaders must do to avoid being disrupted and protect their domain.