HERE’S HOW Are you struggling to find marketing ideas for your small business? Does your business plan consist of a few scribbles on the back of a napkin? Does the thought of learning “online marketing” scare you? Do you find traditional business books dull, or uninspiring? Have you read business biographies of the poster boys (Richard Branson, Bill Gates, Warren Buffett, Alan Sugar, Elon Musk, Steve Jobs etc), only to feel a sense of overwhelm, and a complete disconnect between what they achieved, and where you are right now? Do you want to grow your small business, without having to learn complex marketing strategies, and without being told to simply “work harder than everyone else”? If so, then “Big Ideas... for Small Businesses” could be the “lightbulb moment” you’ve been waiting for... Former civil servant John Lamerton has run more than 60 small businesses since 2000, making millions of pounds, and thousands of mistakes along the way. This book is a collection of the lessons and successes that he uses to coach and mentor hundreds of small business owners, teaching them to think bigger, work less, and design their business around the lifestyle they want. SOME OF THE “BIG IDEAS” THAT YOU WILL DISCOVER: - Why the “Dragons” hate lifestyle businesses, and why you should love them - How almost anyone could become a millionaire in their lifetime, given just £200 a month. - Why John blames Richard Branson for his early failures - How to get clarity on your business strategy, and bring that into your daily routine. - How to sell a dozen eggs for over £500 - The ONE thing that truly transformed John’s business - How to find, hire, (and fire!) your first employee. - Why every Luke Skywalker needs a Yoda. - EXACTLY how he made over £100k from ONE marketing campaign. - The five magic ingredients for success in almost any given field. JOHN LAMERTON is a lazy entrepreneur and investor. He balances running an ambitious lifestyle business with raising two young children. A former “hustler”, he now earns more money “working” 20 to 25 hours a week than he used to pulling all-nighters and “grinding” for 100+ hours per week. He now mentors fellow ambitious lifestyle business owners, teaching them how to design their business around their lifestyle.

    If you have not yet bought the original copy, make sure to purchase it before buying this unofficial summary from aBookaDay. SPECIAL OFFER $2.99 (Regularly priced: $3.99) OVERVIEW This review of The Big Short: Inside the Doomsday Machine by Michael Lewis provides a chapter by chapter detailed summary followed by an analysis and critique of the strengths and weaknesses of the book. The main theme explored in the book is how corruption and greed in Wall Street caused the crash of the subprime mortgage market in 2008. Despite being completely preventable, the big firms in Wall Street chose to ignore the oncoming fall in favor of making money. Michael Lewis introduces characters—men outside of the Wall Street machine—who foresaw the crisis and, through several different techniques, were able to predict how and when the market would fall. Lewis portrays these men—Steve Eisman, Mike Burry, Charlie Ledley, and Jamie Mai—as the underdogs, who were able to understand and act upon the obvious weaknesses in the subprime market. Lewis’s overall point is to demonstrate how the Wall Street firms were manipulating the market. They used loans to cash in on the desperation of middle-to-lower class Americans, and then ultimately relied on the government to bail them out when the loans were defaulted. Using anecdotes and interviews from the men who were involved first-hand, the author makes the case that Wall Street, and how they conducted business in regards to the subprime mortgage market, is truly corrupt beyond repair, and the men he profiles in this novel were trying to make the best out of a bad situation. By having the words from the sources themselves, this demonstrates Lewis’s search for the truth behind what actually happened. Ultimately, we as an audience can not be sure if the intentions of these underdogs were truly good, but Lewis does an admirable job presenting as many sides to the story as possible. The central thesis of the work is that the subprime mortgage crisis was caused by Wall Street firms pushing fraudulent loans upon middle-to-lower class Americans that they would essentially not be able to afford. Several people outside of Wall Street were able to predict a crash in the market when these loans would be defaulted on, and bought insurance to bet against the market (essentially, buying short). Over a time period from roughly 2005-2008, the market crashed and huge banks and firms lost billions of dollars, filed for bankruptcy, or were bailed out by the government. These men, the characters of Lewis’s novel, were able to bet against the loans and made huge amounts of money, but it was not quite an easy journey. Michael Lewis is a non-fiction author and financial journalist. He has written several novels—notably Liar’s Poker in 1989, Moneyball in 2003, and The Blind Side in 2006. Born in New Orleans, he attended Princeton University, receiving a BA degree in Art History. After attending London School of Economics and receiving his masters there, he was hired by Salomon Brothers where he experienced much about what he wrote about in Liar’s Poker. He is currently married, with three children and lives in Berkeley, California. SUMMARY PROLOGUE: POLTERGEIST Michael Lewis begins his tale of the remarkable—and strange—men who predicted the immense fall of the housing market by immediately exposing himself as the exact opposite type of person from them. He explains to the reader that he has no background in accounting, business, or money managing.

     Most businesses follow the same basic formula: create a product or service, sell it, and collect money. What Lisa Gansky calls "Mesh" businesses throw this model out the window. Instead, these companies use social media, wireless networks, and data crunched from every available source to provide people with goods and services at the exact moment they need them, without the burden and expense of owning them outright. "The Mesh" gives companies a better understanding of what customers really want. Already, hundreds of successful Mesh companies are redefining how we interact with the people, goods, and services in our lives. These businesses are easier to start and spreading like wildfire, from bike sharing and home exchanges to peer-to-peer lending, energy cooperatives, and open source design. Consider: ZipCar profits from streamlined car sharing Kickstarter connects artists with funding from enthusiastic supporters Music Gym makes finding a recording studio as easy as joining a gym "The Mesh" reveals the next wave of information-enabled commerce, showing readers how to plug in and profit."

    In fact, it has been argued that the number two position is the toughest job in a company. COOs are typically the key individuals responsible for the delivery of results on a day-to-day, quarter-to-quarter basis. They play a critical leadership role in executing the strategies developed by the top management team. And, in many cases, they are being groomed to be—or are actually being tested as—the firm's CEO-elect. Despite all this, the COO role has not received much attention.Riding Shotgun: The Role of the COO provides a new understanding of this little-understood role. The authors—a scholar and a consultant—develop a framework for understanding who the COO is, why a company would want to create this position, and the challenges associated with successful performance in the COO role. Drawing heavily on a number of first-person accounts from CEOs and other top executives in major corporations, the authors have developed a set of strategies or principles to inform individuals who aspire to serve in such a position. The executives who share their experiences in this book are from some of the most established and important companies in today's economy: AirTran; American Standard Companies; Amgen; Adobe Systems, Inc.; Autodesk, Inc; eBay; Heidrick & Struggles; InBev; Kohlberg Kravis Roberts & Company; Mattel, Inc; Motorola; PepsiCo; Raytheon Company; Starbucks; and many others. Excerpts from the Book:On focusing on success"The primary goal I set for myself on how I define what success looks like for me is am I working at a company that matters? Am I working with somebody who I think affects positive change? Am I providing a benefit to my family? Am I enjoying myself? Why would I put a limitation on my enjoyment? There is an old view on Wall Street that says, 'They love you until they don't.' I am going to stay happy until I am not."—Dan Rosensweig, COO Yahoo!On the relationship between the CEO and COO"Deep down, you have to trust each other and you have to like each other. If you don't like each other, and/or don't trust each other, it may work, kind of, but it will be at a fifty percent level at best."—Craig Weatherup, Director, Starbucks, and former Chairman, PepsiOn the challenges of transitioning into the COO role"If you can't conceptualize the strategic objectives or help drive that or participate in that, I don't think you are going to succeed. But, equally, if you can't translate that into an executable plan, you are not going to succeed either."—Shantanu Narayen, COO, Adobe SystemsAdditional Quotes:"Miles & Bennett tackle an important and drastically under-researched area: the role, personalities, fit and success factors of COOs. We've seen several COOs who have been total winners, but it's striking how different the models of success can be depending on role, personal competencies, business situation/cycle/type, team strengths, and CEO strengths. The authors have done a very nice job of tying all of this together."—Jim Williams, Partner, Texas Pacific Group"The lessons reported in this book will be very useful to Boards, Heads of Human Resources and CEOs as they consider succession planning and organizational design."—Dale Morrison, President & Chief Executive Officer, McCain Foods Limited"The job of COO is becoming more important as companies and their boards look internally for succession alternatives. One question they face: Will the organization continue to run as the number 2 becomes the number 1? Riding Shotgun will help answer this and many more questions about the COO role in today's corporate structure."—John Berisford, Senior Vice President, Human Resources, The Pepsi Bottling Group"The COO plays a critical leadership role in most businesses, but its particularly true in the natural resources

    Thank you, Scott, for a wonderful book that has changed my life!" --Scott Alexander"Compelling...startling...I recommend it for everyone!" --Scott Alexander

    Drawing on in-depth interviews, Benton identifies 22 vital traits that make a Chief Executive Officer (CEO) - the leader responsible for making decisions, guiding teams, selling ideas, managing crises and conquering the mountains before them.

    Now, in this hands-on guide, Denning explains how you can learn to tell the right story at the right time. Whoever you are in the organization CEO, middle management, or someone on the front lines you can lead by using stories to effect change. Filled with myriad examples, A Leader's Guide to Storytelling shows how storytelling is one of the few available ways to handle the principal and most difficult challenges of leadership: sparking action, getting people to work together, and leading people into the future. The right kind of story at the right time, can make an organization "stunningly vulnerable" to a new idea.

    SOAR takes the Appreciative Inquiry philosophy and applies it to provide a strategic thinking and dialogue process. The authors have been instrumental in developing this process and will share the concept and case studies to give you the confidence to try SOAR.

    At Mach 2, the instrument panel of an F-15 is screaming out information, the horizon is a blur, the wingman is occupied, the jet is hanging on the edge -- and yet fighter pilots routinely handle the stress. It's not much different in today's unforgiving business world. One slipup and your company is bankrupt before your employees know what hit them.What works on the squadron level for F-15 pilots will also work for your marketing team, sales force, or research and development group. By analyzing the work environment and attacking its centers of gravity in parallel, you'll begin to utilize the Plan-Brief-Execute-Debrief-Win cycle that will rapidly impact your business's future success. U.S. fighter squadrons have been using this program for nearly fifty years to reduce their mistake rate, cut casualties and equipment losses, and rack up an envious victory record. Now, with Flawless Execution, your business can too.

    Fully updated with the 2009 practice guidelines, this book will take you through every step of a project - from planning and establishing roles to closing and reviewing - offering practical and easy-to-understand advice on using PRINCE2. It also shows how to use the method when approaching the key concerns of project management, including setting up effective controls, managing project risk, managing quality and controlling change. PRINCE2 allows you to divide your project into manageable chunks, so you can make realistic plans and know when resources will be needed. PRINCE2 For Dummies, 2009 Edition provides you with a comprehensive guide to its systems, procedures and language so you can run efficient and successful projects.PRINCE2 For Dummies, 2009 Edition includes: Part I: How PRINCE Can Help You - Chapter 1: So What's a Project Method and Why Do I Need to Use One? - Chapter 2: Outlining the Structure of PRINCE2 - Chapter 3: Getting Real Power from PRINCE2Part II: Working Through Your Project - Chapter 4: Checking the Idea Before You Start - Chapter 5: Planning the Whole Project: Initiation - Chapter 6: Preparing for a Stage in the Project - Chapter 7: Controlling a Stage - Chapter 8: Building the Deliverables - the Work of the Teams - Chapter 9: Finishing the Project - Chapter 10: Running Effective Project BoardsPart III: Help with PRINCE Project Management - Chapter 11: Producing and Updating the Business Case - Chapter 12: Deciding Roles and Responsibilities - Chapter 13: Managing Project Quality - Chapter 14: Planning the Project, Stages, and Work Packages - Chapter 15: Managing Project Risk - Chapter 16: Controlling Change and Controlling Versions - Chapter 17: Monitoring Progress and Setting Up Effective ControlsPart IV: The Part of Tens - Chapter 18: Ten Ways to Make PRINCE Work Well - Chapter 19: Ten Tips for a Good Business Case - Chapter 20: Ten Things for Successful Project Assurance Part V: Appendices - Appendix A: Looking into PRINCE Qualifications - Appendix B: Glossary of the Main PRINCE2 Terms

    Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind - that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort - but if it is overcome, change can come quickly.In Switch, the Heaths show how everyday people - employees and managers, parents and nurses - have united both minds and, as a result, achieved dramatic results:- The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients (see page 242)- The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping (see page 130)- The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service (see page 199)In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.

    Now it has developed into a proof of concept that Youths can build a STRONG CHURCH.GenerationS is a mindset-shifting, heart-changing book that shows you how to raise up generations of young people in your church to build His kingdom.After over 20 years, this youth church, operated by youths, for youths to reach youths, still has an average age of 22.Bonus #1: Contributors and 'Inside Stories'Read 1,000+ word contributions from 13 other contributing writers that provide an 'inside look' and 360º view of HOGC.Director of Global Relations, a Westerner's perspective on an Asian church Board member in his 60s, on what older people do in a youth churchChief of Staff, on what goes on inside the Senior Pastors' OfficeHead of Global Partnerships, on what co-senior pastoring looks likeBonus #2: Comes with Digital CompanionGo beyond the chapters! Access 100+ bonus content and interactive materials when you scan QR codes from within the book.

     Remember what coaching's really about. It's about looking for ways to touch the soul, and having someone's life change. Coaching simply can't be sold like other things are sold. And that turns out to be good news. Once you begin practicing true connection, you become successful. In 37 Ways to BOOST Your Coaching Practice, Steve Chandler shows just what steps to take - and the 17 lies to avoid - to give your prospective clients a powerful experience of the work you do. Learn to fill your practice by moving beyond coaching-as-a-concept. Creating clients happens one coaching conversation at a time, one true connection at a time.

    For over a decade,the authors have studied the world’s successful traders. Based on their learnings, they started practicing it and are now part of the 5%. Trade and Grow Rich teaches not just concepts but also methods with the help of anecdotes. This book has to be read one chapter at a time, rather than just being a one-time read. If you want to enjoy an adventurous journey to become a successful trader, then this is the book you are looking for!

    The ideas are proven by several decades of experience and well-supported in the text with numerous examples.