Written by highly respected experts and prestigious scholars, Hitt/Ireland/Hoskisson's STRATEGIC MANAGEMENT: COMPETITIVENESS AND GLOBALIZATION, CONCEPTS AND CASES, 10E provides an intellectually rich, yet thoroughly practical analysis of strategic management today. This unique text is the only one to integrate the classic industrial organization model with a resource-based view of the firm to give readers a complete understanding of how today's businesses use strategic management to establish a sustained competitive advantage. The authors present cutting-edge research and strategic management trends within a strong global focus, using memorable examples from more than 600 companies. A wealth of learning features and selection of 30 all-new compelling cases prepare your students to face the broad range of critical issues confronting contemporary managers. Engaging video cases, CengageNOW online teaching tools, and a complete electronic business library keeps study current and relevant.

    In Zero to One, legendary entrepreneur and investor Peter Thiel shows how we can find singular ways to create those new things. Thiel begins with the contrarian premise that we live in an age of technological stagnation, even if we’re too distracted by shiny mobile devices to notice. Information technology has improved rapidly, but there is no reason why progress should be limited to computers or Silicon Valley. Progress can be achieved in any industry or area of business. It comes from the most important skill that every leader must master: learning to think for yourself.Doing what someone else already knows how to do takes the world from 1 to n, adding more of something familiar. But when you do something new, you go from 0 to 1. The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won’t make a search engine. Tomorrow’s champions will not win by competing ruthlessly in today’s marketplace. They will escape competition altogether, because their businesses will be unique. Zero to One presents at once an optimistic view of the future of progress in America and a new way of thinking about innovation: it starts by learning to ask the questions that lead you to find value in unexpected places.

    Start-Up Nation addresses the trillion dollar question: How is it that Israel -- a country of 7.1 million, only 60 years old, surrounded by enemies, in a constant state of war since its founding, with no natural resources-- produces more start-up companies than large, peaceful, and stable nations like Japan, China, India, Korea, Canada and the UK? With the savvy of foreign policy insiders, Senor and Singer examine the lessons of the country's adversity-driven culture, which flattens hierarchy and elevates informality-- all backed up by government policies focused on innovation. In a world where economies as diverse as Ireland, Singapore and Dubai have tried to re-create the "Israel effect", there are entrepreneurial lessons well worth noting. As America reboots its own economy and can-do spirit, there's never been a better time to look at this remarkable and resilient nation for some impressive, surprising clues.

    No other Corporation in the world has done so well for so long. Its brands sit in most Indian homes (nine out of ten Indians use an HUL product every month), its financial indicators are among the best in Dalal street and it is famously a factory for CEOs. For the first time comes a book that decodes how this great business works – from a director of the company who has spent his whole career there. Why are there so many CEOs across industries in India who are ex-unilever people? What is the company’s secret management training sauce? Why is marketing at the heart of every business? Why is it easier to create a new market than to grab a slice of an existing one? How is it actually smarter to stock your product in smaller quantities in a store than to aggressively push orders? And why you should never, ever believe that pricing down your product will get you more customers. Sharp, insightful and entertaining, the CEO factory is an MBA course in a single book.

    At the age of 37, he founded the New York-based agency that later merged to form the international company known as Ogilvy & Mather. Regarded as the father of modern advertising, Ogilvy was responsible for some of the most memorable advertising campaigns ever created. Confessions of an Advertising Man is the distillation of all the Ogilvy concepts, tactics, and techniques that made this international best-seller a blueprint for sound business practice. If you aspire to be a good manager in any business, this seminal work is a must-read.

    They knew what they wanted too. It wasn’t like school, where kids pretended they were masters of the teachers’ game. The adults didn’t know anything anyway. The real world was a big push to nothing. But Lisa escaped from all that. She found Igor Ivanov. He taught her how to play.

    An enduring masterpiece of investigative journalism by Bryan Burrough and John Helyar, it includes a new afterword by the authors that brings this remarkable story of greed and double-dealings up to date twenty years after the famed deal. The Los Angeles Times calls Barbarians at the Gate, “Superlative.” The Chicago Tribune raves, “It’s hard to imagine a better story...and it’s hard to imagine a better account.” And in an era of spectacular business crashes and federal bailouts, it still stands as a valuable cautionary tale that must be heeded.

    Now, in collaboration with sales and marketing guru Howard Stevens, CEO of the H. R. Chally Group, he tells a story in the style of an ancient parable to reveal vital lessons gleaned from decades of research on salespeople and customers -- lessons that will help you identify the right way to sell successfully. Selling the Wheel recounts the story of Max, the resourceful fellow who invented the Wheel and found himself faced with the challenge of convincing people to accept his breakthrough innovation. In so doing, it demonstrates four essential selling styles, each requiring a distinctly different type of salesperson and selling approach. As Chally's research clearly shows, no company can be all things to all customers: sales tactics and strategies must change as technologies and markets mature to reflect new values demanded by customers. Written with humor and filled with practical insights, Selling the Wheel will be treasured by managers, salespeople, and entrepreneurs everywhere.

    With his trademark humor and frankness, Alan Alda explains what makes the out-of-the-box techniques he developed after his years as the host of Scientific American Frontiers so effective. This book reveals what it means to be a true communicator, and how we can communicate better, in every aspect of our lives—with our friends, lovers, and families, with our doctors, in business settings, and beyond.

    They start from a single assertion: Leaders do whatever keeps them in power. They don’t care about the “national interest”—or even their subjects—unless they have to. This clever and accessible book shows that the difference between tyrants and democrats is just a convenient fiction. Governments do not differ in kind but only in the number of essential supporters, or backs that need scratching. The size of this group determines almost everything about politics: what leaders can get away with, and the quality of life or misery under them. The picture the authors paint is not pretty. But it just may be the truth, which is a good starting point for anyone seeking to improve human governance.

    You will learn how to systematically understand, design, and implement a new business model or analyze and renovate an old one.2) Co-created by 470 strategy practitionersBusiness Model Generation practices what it preaches. Co-authored by 470 Business Model Canvas practitioners from 45 countries, the book was financed and produced independently of the traditional publishing industry. It features a tightly-integrated, visual, lie-flat design that enables immediate hands-on use.3) Designed for doersBusiness Model Generation is for those ready to abandon outmoded thinking and embrace new, innovative models of value creation: executives, consultants, entrepreneurs and leaders of all organizations.

    Consider: sports teams have an immense amount of detailed, quantifiable information to draw upon, more than in virtually any other industry. They have powerful incentives for making good decisions. Everyone sees the results of their choices, and the consequences for failure are severe. And yet...they keep making the same mistakes over and over again...systematic mistakes you'd think they'd learn how to avoid. Now, two leading sports economists reveal those mistakes in basketball, baseball, football, and hockey, and explain why sports decision-makers never seem to learn their lessons. You'll learn which statistics are connected to wins, and which aren't, and which statistics can and can't predict the future. Along the way, David Berri and Martin Schmidt show why a quarterback's place in the draft tells you nothing about how he'll perform in the NFL...why basketball decision-makers don't focus on the factors that really correlate with NBA success...why famous coaches don't deliver better results...and much more.

    And it isn't until you are in too deep that you see how far you have fallen...Lucy remembers the first hit as if it were yesterday.The first time his hand connected with her cheek.The first time that he caused her physical pain.The first time that he shattered her already fragile heart.He preyed on her vulnerability. He took her confidence away from her. He ruined her perfect ideas of a loving relationship.She let him control her.She let him abuse her.She let him break her.She doesn't want to be this person.She doesn't want to be weak.She needs to save herself, but to do that, she must understand why.Why did she let him dictate?Why did she let him hurt her?Why did she lose control?Will Lucy find the strength to leave a man that has destroyed the person she once was?Or will it take a deeper love from a long-time friend to help her see that there is another way out?A turbulent romance, a desire to find love, and a familiar face that may just be her saving grace.Losing Control is book one of The Control Duet.*** Trigger warning: contains scenes of domestic abuse and violence ***

    Many of us know that our government failed to fix the banking system after the subprime mortgage crisis. But what few of us realize is how the misguided financial practices and philosophies that nearly toppled the global financial system have come to infiltrate ALL American businesses,  putting us on a collision course for another cataclysmic meltdown. Drawing on in-depth reporting and exclusive interviews at the highest rungs of Wall Street and Washington, Time assistant managing editor and economic columnist Rana Foroohar shows how the “financialization of America” - the trend by which finance and its way of thinking have come to reign supreme - is perpetuating Wall Street's reign over Main Street, widening the gap between rich and poor, and threatening the future of the American Dream. Policy makers get caught up in the details of regulating “Too Big To Fail” banks, but the problems in our market system go much broader and deeper than that. Consider that: · Thanks to 40 years of policy changes and bad decisions, only about 15 % of all the money in our market system actually ends up in the real economy – the rest stays within the closed loop of finance itself. · The financial sector takes a quarter of all corporate profits in this country while creating only 4 % of American jobs. · The tax code continues to favor debt over equity, making it easier for companies to hoard cash overseas rather than reinvest it on our shores. · Our biggest and most profitable corporations are investing more money in stock buybacks than in research and innovation. · And, still, the majority of the financial regulations promised after the 2008 meltdown have yet come to pass, thanks to cozy relationship between our lawmakers and the country’s wealthiest financiers.       Exploring these forces, which have have led American businesses to favor balancing-sheet engineering over the actual kind and the pursuit of short-term corporate profits over job creation, Foroohar shows how financialization has so gravely harmed our society, and why reversing this trend is of grave importance to us all. Through colorful stories of both "Takers” and "Makers,” she’ll reveal how we change the system for a better and more sustainable shared economic future.

    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