This is a must-have marketing reference.

    Volume 1 (this book) is a reprint of the original 1910 edition (published by Luzac & Co., London) of Sun Tzu on the Art of War: The Oldest Military Treatise in the World by Lionel Giles. The Chinese text, Giles' English translation, as well as his extensive notes are all faithfully reproduced. A Wade-Giles to Pinyin conversion table has been added to make the original classic more useful for the modern student. Volume 2, available separately, includes each chapter in Chinese traditional characters, the pinyin transcription, as well as the English translation.

    With the help of an experienced psychologist she relives the events of 34 years ago and in doing so discovers what happened to her business partner, Fred Handford. Following EMDR (Eye Movement Desensitization and Reprocessing) treatment the nightmares she has suffered since the day he disappeared - 19th March 1976 - stop competely and the truth is finally revealed.

    The key to achieving HYPERGROWTH is being customer-driven. So if you’re ready to start putting your customers first, keep reading... What You’ll Learn: A New Approach to Product Management and Developing SaaS Products People Love Today, there’s no excuse for not communicating with customers on a daily basis. Messaging has exploded, new generations are focused on 1:1 communication by default, and artificial intelligence is finally coming so we can deliver 1:1 at scale. So why would you build a product, or a company, without leaning into the advantages of that ecosystem? In his new book, HYPERGROWTH, serial entrepreneur and Drift co-founder/CEO David Cancel shares a modern approach for building products and structuring teams that makes customer communication a central priority. The book tells the story of how Cancel’s customer-driven approach started out as a test with a product team (Performable), transformed an entire organization (HubSpot), and sparked a new movement (Drift). What’s Inside: Practical Advice and Frameworks for Becoming Customer-Driven and Growing Your Business Responsive Development (RD): a new approach to building products that adds the customer back into the equation The Burndown Framework: a framework for implementing Responsive Development that’s faster and more flexible than Agile. The Three-Person Team: the customer-driven way to structure engineering teams. Each team consists of a tech lead who manages two other engineers. Getting Rid of Roadmaps: through building a culture of transparency and accountability and working closely with internal customers, you can release product updates more rapidly and iteratively. The Spotlight Framework: a framework for helping you focus on the right parts of customer feedback so you can take the appropriate next steps. The framework breaks feedback down into three main categories: user experience issues, product marketing issues, and positioning issues. Who This Book Is For: Entrepreneurs, Startup Founders, Product Managers, Product Teams, Marketing Teams … Entire Companies! Every part of your business can benefit from being customer-driven. With the rise of SaaS and the on-demand economy, customer expectations have changed. Customers expect their voices to be heard. They find value in being part of a community, and being part of that journey of creating the product. So stop running your business like we’re still living in the 2000s. It’s time to take a customer-driven approach. Here’s what people are saying about the book: “David Cancel is one of the best when it comes to building products that customers love. And now he’s sharing his wisdom and writing the book explaining how he does it. This is a must read for any entrepreneur or business owner.” -MARK ROBERGE Senior Lecturer, Harvard Business School, Former SVP of Sale and Services at HubSpot ”When it comes to building business software, there’s no one better than David Cancel, and I saw fi

    Grounded in the latest knowledge and filled with illustrative examples from diverse institutions, as well as helpful reflection questions, the book's guidance can be put to immediate use. In addition, the authors suggest ways of avoiding common pitfalls and address what to do when faced with budget fluctuations and changing fiscal environments."This book is vitally important for understanding the complex financial underpinnings of higher education. Could there be a more critical time for administrators to add to their knowledge in this area? I don't think so." --EUGENE S. SUNSHINE, senior vice president for business and finance, Northwestern University"The authors have produced an easily readable and valuable resource for board members, administrators, students, faculty, or anyone interested in knowing about budgeting and the budgeting process. Their treatment of the subject is thorough and complete." --LARRY H. DIETZ, vice chancellor for student affairs, Southern Illinois University, Carbondale"This is the best 'nitty-gritty-how-to' book on university budgeting that I have found. My graduate students at both the master's and doctoral levels have found it to be a comprehensive, insightful, and useful tool in their graduate studies." --LINDA KUK, program chair, Higher Education Graduate Programs, and associate professor of education, Colorado State University

    This edition provides updated coverage of events such as the September 11th terrorist attacks and their effect on insurance, the Economic Growth and Tax Relief Reconciliation Act of 2001 and the President's Commission on Social Security.

    Here, you'll learn how to turn the dangerous endeavor of selling to large companies and big contracts into a strategy for continued success and growth. Stop wasting time with little accounts and start landing monster accounts.

    It doesn't matter how small the tunnel is you never know what's around the bend ... You don't know if it's abandoned, you don't know if it's booby trapped and you don't know why the tunnel is there in the first place."They were young, they were Australian, they were Army engineers and they were the first allied soldiers to risk their lives in the darkness of the Vietcong tunnels of South Vietnam. Staring death squarely in the face every day, not only did they follow their enemy down into these unknown underground labyrinths, but matched the Vietcong's jungle warfare skills and defused thousands of their clever booby traps.Off duty, it was a different story. The bad boys of 3 Field Troop were a boozing, brawling, bonking bunch of larrikins, who cut a swathe through the bars and brothels of Saigon, fought American Military Police to a standstill, built a secret casino and booby-trapped their own HQ to teach their officers a lesson.Thrilling, inspiring and action packed, this is the true story of the unsung heroes of Australia's war in Vietnam. Living up to their motto of 'We Make and We Break', they created the legend of the Tunnel Rats.

    But this book is about you—your choices, your future, and your potential to make a huge difference in whatever field you choose.There used to be two teams in every workplace: management and labor. Now there's a third team: the linchpins. These people figure out what to do when there's no rule book. They delight and challenge their customers and peers. They love their work, pour their best selves into it, and turn each day into a kind of art.Linchpins are the essential building blocks of great organizations. They may not be famous but they're indispensable. And in today's world, they get the best jobs and the most freedom.As Godin writes, "Every day I meet people who have so much to give but have been bullied enough or frightened enough to hold it back. It's time to stop complying with the system and draw your own map. You have brilliance in you, your contribution is essential, and the art you create is precious. Only you can do it, and you must."

    While obviously attractive and lucrative, home runs don’t happen every day and frequently come in cycles. Products like Kevlar, Teflon, and the Dell business model for selling personal computers may be once-in-a-decade phenomena. A surer and more consistent path to profitable revenue growth is through “singles and doubles”—small day-to-day wins and adaptation to changes in the marketplace that build the foundation for substantially increasing revenues. The impact of singles and doubles can be huge. They are not only the basis for sustained revenue growth but, in fact, the foundation for home runs. Singles and doubles provide the discipline of execution, an absolute necessity for successfully bringing a breakthrough technology to market or implementing a new business model.Inherent in this way of thinking is the revolutionary idea that growth is everyone’s business—not solely the concern of the sales force or top management. Just as everyone participates in cost reduction, so must everyone be engaged in the growth agenda of the business. Every contact of each employee with a customer is an opportunity for revenue growth. That includes everyone from the people working in a company’s call center handling customer inquiries and complaints to the CEO. In this trailblazing book, Ram Charan provides the building blocks and tools that can put a business on the path to sustained, profitable growth. For more than twenty-five years, Ram Charan has been working day in and day out with companies around the world. The ideas he has developed for solving the profitable revenue growth dilemma facing many businesses are based on personally seeing what works in real time. These are ideas that have been tested across industries and that deliver results, and they can be put to use starting Monday morning.

    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.

    They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet, as this influential and immensely popular book shows, these hallmarks of competitive strategy are not the way to create profitable growth in the future.In the international bestseller Blue Ocean Strategy, W. Chan Kim and Renee Mauborgne argue that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors, but from creating "blue oceans"—untapped new market spaces ripe for growth. Such strategic moves, which the authors call “value innovation,” create powerful leaps in value that often render rivals obsolete for more than a decade.Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture their own blue oceans. A landmark work that upends traditional thinking about strategy, this bestselling business book charts a bold new path to winning the future.

    By following the teams that are inventing some of the world's best-loved toys, it spotlights the company's disciplined approach to harnessing creativity and recounts one of the most remarkable business transformations in recent memory. Brick by Brick reveals how LEGO failed to keep pace with the revolutionary changes in kids' lives and began sliding into irrelevance. When the company's leaders implemented some of the business world's most widely espoused prescriptions for boosting innovation, they ironically pushed the iconic toymaker to the brink of bankruptcy. The company's near-collapse shows that what works in theory can fail spectacularly in the brutally competitive global economy. It took a new LEGO management team – faced with the growing rage for electronic toys, few barriers to entry, and ultra-demanding consumers (ten-year old boys) – to reinvent the innovation rule book and transform LEGO into one of the world's most profitable, fastest-growing companies.  Along the way, Brick by Brick reveals how LEGO:- Became truly customer-driven by co-creating with kids as well as its passionate adult fans- Looked beyond products and learned to leverage a full-spectrum approach to innovation- Opened its innovation process by using both the "wisdom of crowds" and the expertise of elite cliques- Discovered uncontested, "blue ocean" markets, even as it thrived in brutally competitive red oceans- Gave its world-class design teams enough space to create and direction to deliver built a culture where profitable innovation flourishes Sometimes radical yet always applicable, Brick by Brick abounds with real-world lessons for unleashing breakthrough innovation in your organization, just like LEGO. Whether you're a senior executive looking to make your company grow, an entrepreneur building a startup from scratch, or a fan who wants to instill some of that LEGO magic in your career, you'll learn how to build your own innovation advantage, brick by brick.

    Get a new and powerful understanding of the world around you. Save yourself from the nonsense spouted by politicians, TV pundits, right-wingers, left-wingers, shamans, uncles, and best friends.

    As they see matters, wealth in the form of means of production and wealth in the form of consumers’ goods are essentially indistinguishable. For all practical purposes, they have no awareness of the existence of capital and of its importance. Thus, capitalists are generally depicted as fat men, whose girth allegedly signifies an excessive consumption of food and of wealth in general, while their alleged victims, the wage earners, are typically depicted as substantially underweight, allegedly signifying their inability to consume, thanks to the allegedly starvation wages paid by the capitalists.The truth is that in a capitalist economic system, the wealth of the capitalists is not only overwhelmingly in the form of means of production, such as factory buildings, machinery, farms, mines, stores, warehouses, and means of transportation and communication, but all of this wealth is employed in producing for the market, where its benefit is made available to everyone in the economic system who is able to afford to buy its products.Consider. Whoever can afford to buy an automobile benefits from the existence of the automobile factory and its equipment where that car was made. He also benefits from the existence of all the other automobile factories, whose existence and competition served to reduce the price he had to pay for his automobile. He benefits from the existence of the steel mill that provided the steel for his car, and from the iron mine that provided the iron ore needed for the production of that steel, and, of course, from the existence of all the other steel mills and iron mines whose existence and competition served to hold down the prices of the steel and iron ore that contributed to the production of his car.And, thanks to the great magnitude of wealth employed as capital, the demand for labor, of which capital is the foundation, is great enough and thus wages are high enough that virtually everyone is able to afford to a substantial degree most of the products of the economic system. For the capital of the capitalists is the foundation both of the supply of products that everyone buys and of the demand for the labor that all wage earners sell. More capital—a greater amount of wealth in the possession of the capitalists—means a both a larger and better supply of products for wage earners to buy and a greater demand for the labor that wage earners sell. Everyone, wage earners and capitalists alike, benefits from the wealth of the capitalists, because, as I say, that wealth is the foundation of the supply of the products that everyone buys and of the demand for the labor that all wage earners sell. More capital in the hands of the capitalists always means a more abundant, better quality of goods and services offered for sale and a larger demand for labor. The further effect is lower prices and higher wages, and thus a higher standard of living for wage earners.Furthermore, the combination of the profit motive and competition operates continually to improve the products offered in the market and the efficiency with which they are produced, thus steadily further improving the standard of living of everyone.In the alleged conflict between the so-called 99 percent and the so-called 1 percent, the program of the 99 percent is to seize as far as possible the wealth of the 1 percent and consume it. To the extent that it is enacted, the effect of this program can only be to impoverish everyone, and the 99 percent to a far greater extent than the 1 percent. To the extent that the 1 percent loses its mansions, luxury cars, and champagne and caviar, 99 times as many people lose their houses, run-of-the mill cars, and steak and hamburger.