Topics such as motivation, marketing, managing people, interpersonal skills, and business systems and procedures are discussed.

    The aim here is not to motivate you to get started, but to educate the various possibilities of getting things done. Hence the ideal reader is someone who has a product / service in their mind, completed their business calculations, is willing to manage the risks and just about to get started. Right from naming your company, registering it, banking, taxation through selling your products / services, this book will guide you on how to get it done in a quicker and affordable manner. Entrepreneurship is a journey. It needs proper fundamentals and systems in place to run the distance. The founder must plan well ahead while starting up or be willing to adapt to changes as the company grows. I sincerely hope this book will give that initial clarity, help you explore the possibilities and get started quickly.

    The betrayal cut so deeply that Versace had vowed never to love again. It was just about her and her babies for now on. However, her brother's friend may change all that. Hurricane Katrina has taught Dior LaCroix that nothing in that life is promised to anyone. So, when Ferrari's little sister, Versace comes into his life, Dior wants to shoot his shot. But there's only one problem... she's mean as hell. Versace got Dior breaking down every emotional wall that her baby daddy has put up. Will Dior and Versace's hood love be able to survive Versace's distrust, or will it phase out as quickly as Versace's temper? Jump into this standalone of when a hood nigga meets a project chick, New Orleans style. Ain't nothing like hood love.

    I hope it helps you too!

    Now he offers his most important book yet, a guide to making big career changes—by choice or necessity—and escaping the horrible feeling of being trapped in the wrong job.Acuff finds it amazing that people spend more than eighteen years studying and preparing for college, but little or no time honing their careers between graduation and retirement. He offers an empowering tool he calls the Career Savings Account, which will change the way readers think about their skills, relationships, character, and work ethic. He also shows that if you’re on the wrong track, you already have what you need to change it—even if your family and mortgage mean you can’t simply pick up and move for a new opportunity.Throughout the book, Acuff features inspiring and funny true stories—not merely his own, but those of friends who restarted their careers after a layoff, an extended maternity leave, or simply the realization that they were suffering fifty weeks a year just to pay the bills and enjoy two weeks of vacation. Everyone can benefit from Do Over, from new graduates to fiftysomethings and beyond.

    In a practice Hilton pioneered in the first edition, each chapter is written around a realistic business or focus company that guides the reader through the topics of that chapter. Known for balanced examples of Service, Retail, Nonprofit and Manufacturing companies, Hilton offers a clear, engaging writing style that has been praised by instructors and students alike. As in previous editions, there is significant coverage of contemporary topics such as activity-based costing, target costing, the value chain, customer profitability analysis, and throughput costing while also including traditional topics such as job-order costing, budgeting and performance evaluation.

    

    Forget the dashing swashbuckler, effective leadership is typically understated. It's the myriad small things that make the big things possible. In Do Lead, Les McKeown demolishes the myths that have paralysed leadership in our modern era, then provides newt tools for the job. You'll discover that we can all lead. And what's more, we should. Because effective leadership is goal- not people-oriented. It's about the person with the right skills putting themselves forward. Find out:• The mindset required• The basic leadership toolkit• Techniques for dealing with the (inevitable) failuresWhether you are new to the game or reigniting a dormant passion, start leading from where you are, right now. And start to make a difference. You can lead. Yes, you.

    Each chapter utilizes case studies and numerous examples. Mathematical and technical sections can be skipped without loss of continuity. Most textbooks do not include models and decision support systems robust enough for industry, but that is not true of this new edition.The accompanying CD-ROM also features the return of two simulations, the Computerized Beer Game and the Risk Pool Game and a computerized tool. These simulations help users develop and execute supply chain contracts while also illustrating many of the concepts discussed in the text.

    Many owners and CEOs think they have to be involved in every aspect of their business. They spend valuable brainpower on low-priority decisions. Before long, they're overworked and burned out.Instead of doing everything, it's time to focus on the right things.A CEO Only Does Three Things zeroes in on the three pillars of business: culture, people, and numbers. Steeped in twenty-plus years of practical knowledge, training, and consulting with some of the world's largest companies, this indispensable guide shows how to articulate the right culture for your business, hire people with the right mindsets, and inspire your teams to produce optimal results.Hundreds of CEOs have used Taylor's methods to create fulfilled, efficient, professional lives, and you can join them. Learn how to focus on the work you love-and avoid CEO burnout.

    He has the bankwide oversight on all quantitative research and the development of new products and applications supporting the trading and structuring businesses. Dan Galai, Ph.D., is the Abe Gray Professor of Banking and Finance at The Hebrew University. He is a co-CEO of Sigma PCM, an investment banking firm. Galai has consulted for the Chicago Board Options Exchange and the American Stock Exchange, and for many major banks and corporations. Robert M. Mark Ph.D., is the Chief Executive Officer of Black Diamond, which provides corporate governance, risk management consulting, and transaction services. He is the chairperson of The Professional Risk Managers' International Association's (PRMIA) Blue Ribbon Panel. He was awarded the Financial Risk Manager of the Year by the Global Association of Risk Professionals (GARP).

    Unfortunately, when read on its own, it can prove to be unclear and hard to follow for many organizations—and that's where this friendly guide comes in. This new edition of Robert's Rules For Dummies demystifies the often-confusing rules of parliamentary procedure in clear, simple language and shows you how to apply them within your organization in a practical and effective way. From procedures for proper nominations to handling elections and ballots, from conducting meetings online to voting by mail and email—and everything in between—this hands-on, plain-English guide makes it easier to apply the information in the most recent version of the rules handbook so you and your organization can start benefiting from it today. Contains updated content that conforms to changes in business meetings, including special rules for making group decisions in both real-time and non-real-time environments Covers new timesaving tips to make meetings more efficient in a world where everyone is pressed for time Provides sample agendas, minutes, scripts, and more Includes interactive online material for readers on the go If you want to keep meetings organized, efficient, and on track, Robert's Rules For Dummies has you covered.

    What is behind the success of the buccaneering balloonist, the tabloids’ favorite celebrity nude, the "grinning jumper," and the scourge of corporate goliaths? Helped by eyewitness accounts of more than 250 people with direct experience with Branson, Tom Bower has uncovered a different tale than the one so eagerly promoted by Virgin’s publicists. Here is the full story of Branson—his businesses, his friendships, his ambition, his law-breaking, his drug-taking, his bullying. From the cockpit of a balloon in the clouds to the center of Branson’s operations in his Holland Park home, this book is an intimate scrutiny of exactly how Richard Branson created himself and sold himself. Tom Bower’s biography reveals Branson to be a single-minded profiteer who, while occasionally generous to others, has a fixed purpose to enhance his family’s wealth in secret off-shore trust funds. Instead of a glittering saint, Branson emerges as a devious actor, proud of swiping for his own profit the good ideas of others. From his quest to acquire the license for the National Lottery to his plans to launch space tourism with Virgin Galactic, this fully updated edition follows Branson’s enterprises and investments up to his failed bid for Northern Rock.

    The renewal of interest in India is all the greater because of what’s happening in neighboring China. For over thirty years, China was the growth engine for many Western multinational companies, but the combination of a slowing economy, rising wages, and increasing political risk has most companies looking for the next China. No other country is better positioned to play that role than India. In the short term, though, India will remain a challenging market, with a well-deserved reputation for corruption, uncertainty, and stultifying bureaucracy. Those hurdles are unlikely to go away soon. Yet India may be on the verge of unprecedented growth. Can you afford to wait or should you plunge into this complex market today? What does it really take to win there? How do executives deal with India’s volatility, uncertainty, and intense competition—and even prosper from it? Ravi Venkatesan, the former Chairman of Microsoft India and Cummins India, offers expert advice on how your company can overcome the unique challenges of the Indian market. He argues that India is in fact an archetype for most developing nations, many of which present similar challenges. Succeeding in India is important not just because it is a big market but also because it is a litmus test for your corporation’s ability to succeed in other emerging markets. If you can win in India, you should be able to win anywhere. Hard as these frontier markets are, Venkatesan argues, the bigger hurdle may well be the internal culture and mind-set at a multinational’s headquarters. The unwillingness to make a long-term commitment or to adequately trust local leadership, combined with the propensity to rigidly replicate the products, business models, and operating systems that have worked at home, drives many companies into a “midway trap.” That often results in India remaining an irrelevantly small contributor to the company’s global growth and profits. Combining personal experience and in-depth interviews with CEOs and senior leaders at dozens of companies—including Microsoft, GE, JCB, Dell, Honeywell, Volvo, Bosch, Deere, Unilever, and Nestlé—Venkatesan shows you how to tackle political changes, policy uncertainty, and corruption and thrive in India. He proves that you can break through, but it takes a very different type of leadership, both locally and at corporate headquarters. If you want to succeed in the twenty-first century, you must succeed in emerging markets. This practical book, written by one of India’s most respected CEOs, gives you the keys to win in India, other emerging markets, and, indeed, globally.

    In its most simple form, earned value equates to fundamental project management. This is not a new book, but rather it is an updated book. Authors Quentin Fleming and Joel Koppelman have made some important additions. In many cases, there will be no changes to a given section. But in other sections, the authors have made substantial revisions to what they had described in the first edition. Fleming and Koppelman’s goal remains the same with this update: describe earned value project management in its most fundamental form, for application to all projects, of any size or complexity. Writing in an easy-to-read, friendly, and humorous style characteristic of the best teachers, Fleming and Koppelman have identified the minimum requirements that they feel are necessary to use earned value as a simple tool for project managers. They have also witnessed the use of simple earned value on software projects, and find it particularly exciting. Realistically, a Cost Performance Index (CPI) is the same whether the project is a multibillion-dollar high-technology project, or a simple one hundred thousand-dollar software project. A CPI is a CPI … period. It is a solid metric that reflects the health of the project. In every chapter, Fleming and Koppelman stick with using simple stories to define their central concept. Their project examples range from peeling potatoes to building a house. Examples are in round numbers, and most formulas get no more complicated than one number divided by another. Earned Value Project Management—Second Edition may be the best-written, most easily understood project management book on the market today. Project managers will welcome this fresh translation of jargon into ordinary English. The authors have mastered a unique "early-warning" signal of impending cost problems in time for the project manager to react.