How advances in technology is affecting banking

    Inside you will find: - an explanation of book promotion strategies that can take only 5 minutes a day to perform - a list of "to do" items that are recommended to be completed before you start the 5-minute marketing plan - a 90-day marketing plan for your book that only takes 5 minutes a day to complete, and - a customizable Word template so that you can create your own 90-day, 5-minute marketing plan! Scroll up to download your copy today and sell more books in just 5 minutes a day!

    It could forever change how you experience and interact with your physical surroundings, open your eyes to the perversity of bad design and the desirability of good design, and raise your expectations about how things should be designed.B & W photographs and illustrations throughout.

    Visit the SEO Made Simple (fourth edition) page for more information. http: //www.amazon.com/SEO-Made-Simple-4th-Ed... More Than 30,000 Copies Sold! The original SEO Made Simple: Strategies for Dominating the World's Leading Search Engine, is a tell-all guide for anyone trying to reach the highly coveted #1 ranking on Google for their Web site or Blog. Learn from a leading Webmaster the specific SEO techniques that deliver top rankings in less than 30 days. Whether you're a search engine optimization expert or new to Web site rankings, the techniques revealed in SEO Made Simple will give you everything you need to dominate the leading search engines. Generate tons of traffic to your website absolutely FREE with top search engine placement on Google, Yahoo! and MSN. SEO Made Simple is the only resource on search engine optimization that you'll ever need.

    While there have been attempts to establish one standard or another as the default, there is no common agreement. So beware people telling you there is one right way, they are assuming too much. As a general rule though, netiquette involves the same principles as plain old etiquette -- basic courtesy, respect and ethics. Treat people the way you would want to be treated yourself. By following the principles outlined below, the recipient of your email will be more likely to read and act, if not be favorably impressed by your message:Subject line to summarise the message. Make the Subject line summarise the body of the e-mail. Ask yourself, 'will the recipient(s) know what this e-mail is about'. For example, Instead of Subject: Exam, say Subject: Location of 1508INT Exam, 23 July 2011.Don't assume the recipient knows the background. Include enough contextual information at the beginning of the e-mail for the recipient to know what the matter is about. If in doubt, put background information in. For example, don't say can I have an extension for my assignment?, instead say I refer to the CIT3622 assignment 1 that I handed in late. I was ill and have a doctor's certificate. May I ask for an extension on the basis that I was too ill to do it on time?Keep it concise. Keep messages brief and to the point, but not so brief that it causes the problem outlined in the previous point. This includes deleting any irrelevant text when an email has been back and forth several times. No-one wants to scroll down through pages of text in order to reach the message they want to read. If the sense of the email will be lost by deleting that text, however, leave it in.Reply within 24 hours. Try to reply within 24 hours, less if possible. In fact, get in the habit of replying immediately -- it is the polite thing to do, and the recipient will appreciate a prompt reply. It also makes you look efficient. The longer you leave it to reply, the more likely you will forget or have too big a log-jam of unanswered email.Allow time for a reply. E-mail messages are not usually required to be answered immediately, though it is good practice if you do. Before sending a reminder, allow some time for a response, some times even a few days. Not everyone is online 24 hours a day.Use the BCC field when sending bulk email. If you're sending email to a whole list of people, put their email addresses in the BCC field. That way, the privacy of the recipient is respected, and spammers cannot harvest the email addresses for their dastardly purposes.

    He explains why invisible and unmanaged queues are the underlying root cause of poor product development performance. He shows why these queues form and how they undermine the speed, quality, and efficiency in product development.

    Communication is also emphasized, with a focus on how to document and communicate project developments, both within and outside of the team. In-depth coverage of planning, scheduling and cost management is also provided. The authors' goal is to provide many cases that are fun and elicit interesting debates, and this edition includes new end-of-chapter cases. In addition, all new up-to-date Real World Project Management vignettes are included at the beginning and within each chapter, giving you a taste of how project management is practically applied in the workplace. Key points of each chapter are highlighted in Critical Success Factor boxes, providing an overview of the main ideas covered within the chapter. End-of-chapter materials contain questions and Internet exercises that allow you to apply the concepts covered in the chapter. Sprinkled throughout each chapter are boxed questions designed to test your comprehension of key concepts. A trial version of Microsoft Office Project 2007 is included for student use on class projects.

    These are intelligent, well-meaning answers but they are also completely wrong. More valuable than money, human resources, and intellectual property, Passion Capital is what separates leaders from followers, and innovators from imitators. It is the foundation upon which all other forms of capital are built. Passion is an emotion, but Passion Capital is tangible. It is the energy, intensity, and sustainability leaders use to build lasting value and competitive advantage. Organizations that possess Passion Capital – Apple, Johnson & Johnson, Four Seasons Hotels, the Montreal Canadiens, among others – lead their sectors, while those that rely on established forms of capital may get stuck in neutral and fail to achieve their full potential.Passion Capital presents seven principles for growing and investing in this new asset class and includes over fifty insightful stories drawn from business, not-for-profit, the arts sector, and politics.  In this groundbreaking book, veteran business leader Paul Alofs ushers in a whole new way of thinking about the very definition of success and reveals how to acquire the world’s most valuable asset and apply it to your career, company, or cause.

    That principle is the value of slack, the degree of freedom in a company that allows it to change. Implementing slack could be as simple as adding an assistant to a department and letting high-priced talent spend less time at the photocopier and more time making key decisions, or it could mean designing workloads that allow people room to think, innovate, and reinvent themselves. It means embracing risk, eliminating fear, and knowing when to go slow. Slack allows for change, fosters creativity, promotes quality, and, above all, produces growth. With an approach that works for new- and old-economy companies alike, this revolutionary handbook debunks commonly held assumptions about real-world management, and gives you and your company a brand-new model for achieving and maintaining true effectiveness.

    Not to worry: This book is the one place you can turn to find quick, non-intimidating, excellent design help. In The Non-Designer's Design Book, 2nd Edition, best-selling author Robin Williams turns her attention to the basic principles of good design and typography. All you have to do is follow her clearly explained concepts, and you'll begin producing more sophisticated, professional, and interesting pages immediately. Humor-infused, jargon-free prose interspersed with design exercises, quizzes, illustrations, and dozens of examples make learning a snap—which is just what audiences have come to expect from this best-selling author.

    Bill Bryson’s A Walk in the Woods is one example. Richard Feynman’s “Surely You’re Joking, Mr. Feynman!” is another. Now comes Youngme Moon’s Different, a book for “people who don’t read business books.” Actually, it’s more like a personal conversation with a friend who has thought deeply about how the world works … and who gets you to see that world in a completely new light.  If there is one strain of conventional wisdom pervading every company in every industry, it’s the absolute importance of “competing like crazy.” Youngme Moon’s message is simply “Get off this treadmill that’s taking you nowhere. Going tit for tat and adding features, augmentations, and gimmicks to beat the competition has the perverse result of making you like everyone else.” Different provides a highly original perspective on what it means to offer something that is meaningfully different—different in a manner that is both fundamental and comprehensive.  Youngme Moon identifies the outliers, the mavericks, the iconoclasts—the players who have thoughtfully rejected orthodoxy in favor of an approach that is more adventurous. Some are even “hostile,” almost daring you to buy what they are selling. The MINI Cooper was launched with fearless abandon: “Worried that this car is too small? Look here. It’s even smaller than you think.”  These are players that strike a genuine chord with even the most jaded consumers. In fact, almost every success story of the past two decades has been an exception to the rule. Simply go to your computer and compare AOL and Yahoo! with Google. The former pile on feature upon feature to their home pages, while Google is like an austere boutique, dominating a category filled with “extras.” Different shows how to succeed in a world where conformity reigns…but exceptions rule.

    Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.

    Your intelligence quotient can be a predictor of things such as academic achievement. But it is fixed and unchangeable. The real key to personal and professional growth, and happiness, is your emotional quotient, which you can nurture and develop.The EQ Edge, by Steven J. Stein and Howard E. Book, shows you how the dynamic of emotional intelligence works. By understanding EQ, you can build more meaningful relationships, boost your confidence and optimism, and respond to challenges with enthusiasm--all of which are essential ingredients of success.The book features case studies and fascinating--and surprising--insights into EQ and the workplace. As an HR or line manager, this book will help you determine which personnel are the right fit for job opportunities and who among your staff will be the most promising leaders and drivers of your business. And because CEOs to front-line workers also have other roles--parent, spouse, caregiver to aging parents, neighbor, friend--The EQ Edge also describes how everyone can be more successful in these relationships."Finally, a practical and useable guide to what emotional intelligence is all about. This book peels the onions on what EQ really is and teaches the reader to assess their own EQ and how to increase it. This is the holy grail for career success." --Michael Feiner, Professor, Columbia Graduate School of Business and author of The Feiner Points of leadership

    It's the art of anticipating your opponent's next moves, knowing full well that your rival is trying to do the same thing to you. Though parts of game theory involve simple common sense, much is counterintuitive, and it can only be mastered by developing a new way of seeing the world. Using a diverse array of rich case studies—from pop culture, TV, movies, sports, politics, and history—the authors show how nearly every business and personal interaction has a game-theory component to it. Are the winners of reality-TV contests instinctive game theorists? Do big-time investors see things that most people miss? What do great poker players know that you don't? Mastering game theory will make you more successful in business and life, and this lively book is the key to that mastery.

    In this groundbreaking follow-up to the bestselling Crush It!, Vaynerchuk—one of Bloomberg Businessweek’s “20 People Every Entrepreneur Should Follow”—looks beyond a numbers-based analysis to explore the value of social interactions in building our economy.