Rules to Break and Laws to Follow
How Your Business Can Beat the Crisis of Short-Termism
Lieferzeit: Besorgungstitel - Lieferbar innerhalb von 10 Werktagen I
Gewicht:
642 g
Format:
240x161x22 mm
Beschreibung:
Praise for Rules to Break & Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism
"A fascinating, highly readable synthesis of business principles, technology, sociology and common sense, Rules to Break and Laws to Follow persuasively shows the connection between customer trust and business profits, and then explains how to make it happen. As a bonus, you'll learn how to make your company more innovative, how to ensure your employees actually enjoy what they're doing, and how to deal with the kinds of service and quality breakdowns that occasionally plague any company, even a well-managed one. This book should be on your required reading list."
-Stephen M. R. Covey, bestselling author of The Speed of Trust: The One Thing That Changes Everything
"Over the years, Peppers and Rogers have given me valuable advice about navigating the changing business landscape. This book is a must-read for managers who want to empower their employees and customers to?make change their ally."
-Jim McCann, founder and CEO of 1-800-FLOWERS.COM
"Highly readable and entertaining. Make sure everybody in your firm reads this book by last Friday."
- Dror Pockard, CEO of eglue
"In a time when most companies are built to flip, Peppers and Rogers have planted a stake in the ground to help you survive past the next round of financing or consumer fad. Knowing what rules to break is arguably even more important than what?laws to follow, and this book imparts?knowledge for both."
- Guy Kawasaki, cofounder of Truemors and author of The Art of the Start
"Peppers and Rogers have created the unthinkable: an enjoyable wake-up call! Their book serves up one compelling and provocative idea after another, and the authors enjoy debunking some of our most deeply ingrained business beliefs. Read this book and your customers will thank you."
- Dan Heath, coauthor of Made to Stick: Why Some Ideas Survive and Others Die
"A fascinating, highly readable synthesis of business principles, technology, sociology and common sense, Rules to Break and Laws to Follow persuasively shows the connection between customer trust and business profits, and then explains how to make it happen. As a bonus, you'll learn how to make your company more innovative, how to ensure your employees actually enjoy what they're doing, and how to deal with the kinds of service and quality breakdowns that occasionally plague any company, even a well-managed one. This book should be on your required reading list."
-Stephen M. R. Covey, bestselling author of The Speed of Trust: The One Thing That Changes Everything
"Over the years, Peppers and Rogers have given me valuable advice about navigating the changing business landscape. This book is a must-read for managers who want to empower their employees and customers to?make change their ally."
-Jim McCann, founder and CEO of 1-800-FLOWERS.COM
"Highly readable and entertaining. Make sure everybody in your firm reads this book by last Friday."
- Dror Pockard, CEO of eglue
"In a time when most companies are built to flip, Peppers and Rogers have planted a stake in the ground to help you survive past the next round of financing or consumer fad. Knowing what rules to break is arguably even more important than what?laws to follow, and this book imparts?knowledge for both."
- Guy Kawasaki, cofounder of Truemors and author of The Art of the Start
"Peppers and Rogers have created the unthinkable: an enjoyable wake-up call! Their book serves up one compelling and provocative idea after another, and the authors enjoy debunking some of our most deeply ingrained business beliefs. Read this book and your customers will thank you."
- Dan Heath, coauthor of Made to Stick: Why Some Ideas Survive and Others Die
Praise for Rules to Break & Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism "A fascinating, highly readable synthesis of business principles, technology, sociology and common sense, Rules to Break and Laws to Follow persuasively shows the connection between customer trust and business profits, and then explains how to make it happen. As a bonus, you'll learn how to make your company more innovative, how to ensure your employees actually enjoy what they're doing, and how to deal with the kinds of service and quality breakdowns that occasionally plague any company, even a well-managed one. This book should be on your required reading list." Stephen M. R. Covey, bestselling author of The Speed of Trust: The One Thing That Changes Everything "Over the years, Peppers and Rogers have given me valuable advice about navigating the changing business landscape. This book is a must-read for managers who want to empower their employees and customers to?make change their ally." Jim McCann, founder and CEO of 1800FLOWERS.COM "Highly readable and entertaining. Make sure everybody in your firm reads this book by last Friday." Dror Pockard, CEO of eglue "In a time when most companies are built to flip, Peppers and Rogers have planted a stake in the ground to help you survive past the next round of financing or consumer fad. Knowing what rules to break is arguably even more important than what?laws to follow, and this book imparts?knowledge for both." Guy Kawasaki, cofounder of Truemors and author of The Art of the Start "Peppers and Rogers have created the unthinkable: an enjoyable wake-up call! Their book serves up one compelling and provocative idea after another, and the authors enjoy debunking some of our most deeply ingrained business beliefs. Read this book and your customers will thank you." Dan Heath, coauthor of Made to Stick: Why Some Ideas Survive and Others Die
Chapter 1. False Assumptions.
A "Perfect Storm" of New Technologies.
Imitation, Circular Mills, and Mythbusting.
Crisis of Short-Termism: The Mother of All Problems.
Questions Every Business Needs to Answer.
Primacy of Customer Trust.
Chapter 2. "Value" is the New "Profit".
Jabbing at the Elevator Button in the Stock Market.
Focus only on the Short Term and You'll Lose Sight of the Long Term.
Customers Create Long-Term Value, Too.
The Secret Life of Companies: Short Games.
Take the Money and Run.
Business Models Behaving Badly.
Short-Term Gain, Long-Term Loss.
Stupid Is as Stupid Does.
Chapter 3. Customers are a Scarce Resource.
Using Up Customers.
Which Do You Choose? Customers or Money?
Money is Still the Root of All Investment
What's in Your Budget?
Re-Thinking Your Whole Business.
Chapter 4. In the Long Term, the Good Guys Really Do Win.
Reciprocity: The Golden Rule Applied to Customers.
The Man with the Folding Chair.
Does Your Firm Practice Reciprocity?
Customer Trust is an Antidote to Short-Termism.
Treat Employees the Way You Want Them to Treat Customers.
Chapter 5. Increasing the Value of Your Business.
Embroider on Your CFO's Pillowcase: Customer Equity.
Ratcheting Up Your Customer Equity.
What Return Are You Getting on Your Customers?
Value Creators, Value Harvesters, and Value Destroyers.
Getting Credit for Earning Customer Trust.
Chapter 6. Culture Rules.
Defining and Managing Culture.
Do as I Say, Not as I Do.
Welcome to the "Conceptual Age".
Galloping Decentralization Means Culture is More Important.
Creating a Culture of Customer Trust.
Hey! There's a Person in There!
Chapter 7. Capitalism Redux: Greed Is Good, But Trust Is Even Better.
Reputations Go Online.
Taking the Friction Out of Commerce
Playing the Ultimatum Game.
Technology Facilitates Reciprocity.
Technology Seen Through the Wrong End of the Telescope.
Chapter 8. Customers and Honeybees.
Who's on Your Speed-Dial?
Diverse Connections.
Customer-Inspired Innovation.
Word of Mouth: Business Opportunity?
Chapter 9. Oops! Mistakes Happen: Recovering Lost Trust.
Competence Also Required.
Recovering Lost Trust.
Competitive Success Can Harm Trust.
Trust, Competence, and You.
Chapter 10. Innovate Or Die.
Responding to Change.
Technology, Progress, and Change.
Creating a Climate of Innovation.
Supporting the Lunatic Fringe.
Creativity Cannot Be Commanded.
Chapter 11. Order and Chaos.
Efficiency Often Undermines Innovation
3M Loses Its Innovative Mojo, Then Gets Its Groove Back.
Having It Both Ways.
Your Customers Can Help You Strike the Right Balance.
Does Trust Encourage Innovation?
Chapter 12. The Wisdom Of Dissent.
Diversity and Variety.
Size Does Matter.
Avoiding Bad Group Decision Making.
Chapter 13. Engaged and Enabled.
The Power of the Network.
Employee Engagement.
Employees with a Sense of Mission.
Giving Your Employees the Tools and the Power They Need to Create Value.
Chapter 14. Leaders Needed. Inquire Within.
The Twelve "Laws To Follow".
Endno
A "Perfect Storm" of New Technologies.
Imitation, Circular Mills, and Mythbusting.
Crisis of Short-Termism: The Mother of All Problems.
Questions Every Business Needs to Answer.
Primacy of Customer Trust.
Chapter 2. "Value" is the New "Profit".
Jabbing at the Elevator Button in the Stock Market.
Focus only on the Short Term and You'll Lose Sight of the Long Term.
Customers Create Long-Term Value, Too.
The Secret Life of Companies: Short Games.
Take the Money and Run.
Business Models Behaving Badly.
Short-Term Gain, Long-Term Loss.
Stupid Is as Stupid Does.
Chapter 3. Customers are a Scarce Resource.
Using Up Customers.
Which Do You Choose? Customers or Money?
Money is Still the Root of All Investment
What's in Your Budget?
Re-Thinking Your Whole Business.
Chapter 4. In the Long Term, the Good Guys Really Do Win.
Reciprocity: The Golden Rule Applied to Customers.
The Man with the Folding Chair.
Does Your Firm Practice Reciprocity?
Customer Trust is an Antidote to Short-Termism.
Treat Employees the Way You Want Them to Treat Customers.
Chapter 5. Increasing the Value of Your Business.
Embroider on Your CFO's Pillowcase: Customer Equity.
Ratcheting Up Your Customer Equity.
What Return Are You Getting on Your Customers?
Value Creators, Value Harvesters, and Value Destroyers.
Getting Credit for Earning Customer Trust.
Chapter 6. Culture Rules.
Defining and Managing Culture.
Do as I Say, Not as I Do.
Welcome to the "Conceptual Age".
Galloping Decentralization Means Culture is More Important.
Creating a Culture of Customer Trust.
Hey! There's a Person in There!
Chapter 7. Capitalism Redux: Greed Is Good, But Trust Is Even Better.
Reputations Go Online.
Taking the Friction Out of Commerce
Playing the Ultimatum Game.
Technology Facilitates Reciprocity.
Technology Seen Through the Wrong End of the Telescope.
Chapter 8. Customers and Honeybees.
Who's on Your Speed-Dial?
Diverse Connections.
Customer-Inspired Innovation.
Word of Mouth: Business Opportunity?
Chapter 9. Oops! Mistakes Happen: Recovering Lost Trust.
Competence Also Required.
Recovering Lost Trust.
Competitive Success Can Harm Trust.
Trust, Competence, and You.
Chapter 10. Innovate Or Die.
Responding to Change.
Technology, Progress, and Change.
Creating a Climate of Innovation.
Supporting the Lunatic Fringe.
Creativity Cannot Be Commanded.
Chapter 11. Order and Chaos.
Efficiency Often Undermines Innovation
3M Loses Its Innovative Mojo, Then Gets Its Groove Back.
Having It Both Ways.
Your Customers Can Help You Strike the Right Balance.
Does Trust Encourage Innovation?
Chapter 12. The Wisdom Of Dissent.
Diversity and Variety.
Size Does Matter.
Avoiding Bad Group Decision Making.
Chapter 13. Engaged and Enabled.
The Power of the Network.
Employee Engagement.
Employees with a Sense of Mission.
Giving Your Employees the Tools and the Power They Need to Create Value.
Chapter 14. Leaders Needed. Inquire Within.
The Twelve "Laws To Follow".
Endno
How empowered customers and employees can be great for your business When employees can leap tall hierarchies in a single click, it not only flattens their org chart, but also elevates the importance of your corporate culture, transforming it into a management tool and a competitive advantage.