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  • Online Resource  (2,197)
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  • Online Resource  (2,197)
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  • 1
    Online Resource
    Online Resource
    Embrace your ignorance (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumers' preferences ; Research ; Electronic books ; Electronic books ; local
    Abstract: You may think your company is customer-focused and customer-centric. But in reality, you probably don't understands your customers needs very well -- and you're better off acknowledging that.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56224/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 2
    Online Resource
    Online Resource
    Why sleep is a strategic resource (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Performance ; Sleep deprivation ; Work ; Sleep ; Electronic books ; Electronic books ; local
    Abstract: Research shows that sleep deprivation has a number of consequences that can affect work performance negatively. So why do so many modern workplaces condone practices that are not conducive to healthy sleep schedules?
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56211/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 3
    Online Resource
    Online Resource
    Adapting to the sharing economy (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumer behavior ; Sharing ; Electronic books ; Electronic books ; local
    Abstract: How do consumers access, buy and use their favorite products and services? While individuals traditionally have seen ownership as the most desirable way, increasing numbers of consumers are paying to temporarily access or share products and services rather than buy or own them. This so-called "sharing economy" is growing rapidly, although estimates for the current size of the nascent market vary substantially. Well-known examples of successful startups built on collaborative consumption systems include Airbnb Inc. Growth in sharing systems has been particularly fueled by the Internet with its rise of social media systems, which facilitate connections between peers eager to share their possessions. The central conceit of collaborative consumption is simple: obtain value from untapped potential residing in goods that are not entirely exploited by their owners. The sharing economy might represent a serious threat to established industries. However, the authors' research suggests six ways in which companies can respond: (1) by selling use of a product rather than ownership, (2) by supporting customers in their desire to resell goods, (3) by exploiting unused resources and capacities, (4) by providing repair and maintenance services, (5) by using collaborative consumption to target new customers, and (6) by developing entirely new business models enabled by collaborative consumption.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56218/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 4
    Online Resource
    Online Resource
    Mastering the 'name your product category' game (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Product management ; Brand name products ; Electronic books ; Electronic books ; local
    Abstract: Category labels are not the same as company brand. Brands create unique relationships between customers and your particular company. Category labels, however, are a way to identify a product's commonality with others of its type. For example, Tesla Motors markets and maintains its distinctive "Tesla" brand, but the category label the company uses to introduce its products is "electric cars." Categories, like brands, matter in ways that are subtle and profound. New industries are characterized by an early period of confusion and uncertainty about product use and meaning. The industry that we know today as "cloud computing" started decades ago under labels such as "utility computing," "time sharing," "application services provider," and "software as a service." While the category label "smartphone" is ubiquitous today, in the late 1990s, Samsung once called a product of that type a "camera phone," others called it a "PDA phone" and Nokia called it a "gaming deck." Contrary to popular opinion in the business press, the first-mover advantage of entering a new market very early can be a disadvantage. But when should companies launch a product in a nascent industry? In a nascent industry or sector, the introduction of the dominant category label marks the start point of the ideal window of opportunity for entry. Before the introduction of the dominant category label, most consumers are reluctant to commit, which often results in a difficult time period for early-entry producers, who must try to convince customers to try their products. The end point of the ideal window for entry is the introduction of a dominant product design into the market; after that, companies need to conform to customers' expectations for the product category.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56217/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 5
    Online Resource
    Online Resource
    The perils of attention from headquarters (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Industrial management ; Electronic books ; Electronic books ; local
    Abstract: Operations in growing markets such as China often draw substantial attention from corporate headquarters. Unfortunately, that attention does not always add value -- and can even impede performance.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56205/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 6
    Online Resource
    Online Resource
    How effective is location-targeted mobile advertising? (2015)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Advertising ; Cell phone advertising ; Electronic books ; Electronic books ; local
    Abstract: Mobile advertising that is targeted based on a consumer's location can be effective -- particularly with customers who have a high level of interest in the type of product you're selling.
    Note: Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56203/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 7
    Online Resource
    Online Resource
    The upside to large competitors (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Marketing ; Competition ; Commerce ; Electronic books ; Electronic books ; local
    Abstract: New research suggests that a smaller company can benefit by making consumers aware that it competes against bigger corporations.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56118/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 8
    Online Resource
    Online Resource
    What it takes to reshore manufacturing successfully (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Industrial location ; United States ; Industrialists ; United States ; Regional planning ; United States ; Electronic books ; Electronic books ; local
    Abstract: Rising labor costs in China and other emerging economies, high supply chain and logistics costs, and wide differentials in energy costs in different parts of the world are provoking a fresh round of relocation of manufacturing and production. While some labor-intensive jobs are moving out of China to Southeast Asia or the next emerging low-cost regions, some manufacturing work is also returning to the United States. Wal-Mart is facilitating reshoring efforts among its suppliers, and consultants are offering reshoring conferences, reports and lots of advice. While the data on comparative labor and factor costs may be compelling, reshoring - bringing assembly work back from abroad - is hard work, notes author Willy C. Shih. This is especially true when needed resources (the supplier base, the workforce and even the company's own internal product design capabilities) have atrophied. Shih studied several initiatives aimed at rebuilding regional capacity in the United States (including at GE's Appliance Park in Kentucky and two Flextronics International plants in Texas) and other examples in Europe and Asia to identify lessons about what works. The benefits were no surprise. Placing manufacturing close to the market minimizes inventory in the pipeline, reduces delivery times and shortens ordering cycles. The challenges were less apparent: the need to stabilize the workforce, address skill gaps, rethink the capital/labor ratio, localize the supply base and rethink product design to leverage the proximity to manufacturing. In many ways, Shih writes, the challenges of reshoring to the United States are the challenges of reshoring in any market in the world. Managers must design supply chains for the production of goods that balance proximity to diverse markets with the locations of their capabilities and their supply ecosystems. Doing that well, Shih argues, will always be a source of competitive advantage.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56113/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 9
    Online Resource
    Online Resource
    Finding the right corporate legal strategy (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Corporation law ; Corporate governance ; Law and legislation ; Electronic books ; Electronic books ; local
    Abstract: Companies have increasingly recognized that legal capabilities are crucial for ongoing corporate success, and they understand the importance of working with legal counsel. All too often, though, senior executives still view the law as a constraint on managerial decisions, primarily perceiving it as an issue of cost and compliance. But this limited perspective of the law does not explain how some leading companies, such as Qualcomm and the Walt Disney Co., have managed to deploy their legal departments to shape the legal environment in order to secure long-term competitive advantage. In their research, the authors have developed a framework that can help executives identify the different ways in which legal strategies can be used to achieve various corporate goals, including the identification of value-creating opportunities. The framework consists of five different legal pathways, which the authors describe using examples such as Qualcomm, Microsoft, United Parcel Service and Xerox. In order of least to greatest strategic impact, the five legal pathways are (1) avoidance, (2) compliance, (3) prevention, (4) value and (5) transformation. In the avoidance pathway, managers see the law as an obstacle to their desired business goals. Companies operating in the avoidance pathway will often have lax internal controls or a failure to perform due diligence, and this approach can lead to disaster. Companies in the compliance pathway recognize that the law is an unwelcome but mandatory constraint, and they think of compliance basically as a cost that needs to be minimized. For businesses in the prevention pathway, managers take a more proactive approach, using the law to preempt future business-related risks. The value pathway represents a fundamental shift in mind-set, from risk management to value creation; managers use the law to craft strategies that increase ROI in ways that can be directly tied to a profit-and-loss statement. For companies in the transformation pathway, executives have integrated their legal strategy not only within the organization's various value-chain activities but also with the value chains of important external partners. Finding the right legal pathway for a particular company requires more than just a consideration of the overall business model. Other key factors include managers' attitudes toward the law and their level of legal knowledge, the sophistication of legal counsel and, in particular, the legal department's abil...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56108/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 10
    Online Resource
    Online Resource
    Finding the value in social business (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Social media ; Marketing ; Internet marketing ; Electronic books ; Electronic books ; local
    Abstract: A recent survey by Deloitte and MIT Sloan Management Review suggests that companies are starting to derive real value from social business (defined to include activities that use social media, social software and technology-based social networks to enable connections between people, information and assets). However, that business value is concentrated most strongly in companies that have reached a certain level of sophistication in relation to their social business initiatives. MIT Sloan Management Review and Deloitte have been exploring the impact of social media on business over the past three years through surveys, data analysis and interviews with executives and academics. The latest survey explored whether companies are deriving value from their social business initiatives. Sixty-two percent of managers surveyed report that their organization's social business initiatives are at least somewhat successful at meeting their stated business objectives, while 63% of respondents report that social business has positively affected business outcomes at their company. Fifty-nine percent of respondents in multinational companies report that social business helps them operate across geographies. Perhaps equally compelling is the extent to which individual employees indicate the value of social business to their daily work. Fifty-seven percent of respondents say that it is at least somewhat important for them to work for companies with mature social business practices, while 46% of respondents say that social business is at least somewhat important for decision making in their day-to-day role. A key factor in whether companies are able to derive positive benefits from social business is social business maturity. The researchers asked survey respondents to envision a company with ideal social business practices and then to assess how close their company was to that ideal. The higher a respondent rates his or her company, the more likely they are to report that the company is deriving business value from its social business initiatives. For example, 92% of respondents from the companies with the most mature social business practices say that social business helps them operate across geographies. The data shows that, based on maturity, different groups share distinctive social business practices. Thus, while incremental improvements to existing social business practices are likely to yield positive business outcomes, the kinds of benefits asso...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55319/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 11
    Online Resource
    Online Resource
    Raising the bar with analytics (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Quantitative research ; Industrial management ; Electronic books ; Electronic books ; local
    Abstract: A majority of managers see the importance of increasing the use of analytics in decision making, according to a recent survey of 2,037 managers conducted by MIT Sloan Management Review, in partnership with SAS Institute. More than half of this year's survey respondents strongly agree that their organization needs to step up the use of analytics to make better business decisions - and that percentage rises to 87% if respondents who agree "somewhat" are included. This finding - that a majority of survey respondents agree strongly about the need to step up analytics use - holds true across a range of industries. Several forces, the authors argue, are helping spur managers' interest in analytics, including increased market complexity (for example, omnichannel retailing that encompasses both digital and brick-and-mortar channels) and the availability of better analytics tools and data. The authors report that some companies are sharing their data and analytics with business partners in order to meet strategic business objectives. For example, WellPoint, a U.S. health insurer based in Indianapolis, Indiana, is using analytics to help forge a payment model with physicians that rewards providers when they reduce overall health-care costs and enhance quality and health outcomes. Specifically, WellPoint is converting administrative claims and authorization data into useful information about populations of patients and sharing that information with physicians and their care teams. The survey data suggests that companies for which analytics has improved the ability to innovate are more likely to share data with partners and suppliers. Half of this year's survey respondents somewhat or strongly agree that analytics is helping their organization innovate - and 16% believe that strongly. Those survey respondents who strongly agree that analytics is helping their organization innovate are much more likely to say they collaborate with partners and suppliers through the use of analytics than respondents who don't think that analytics is helping their company innovate. The authors conclude that as companies use analytics to improve their ability to innovate, they also tend to collaborate more through their use of analytics: Analytics becomes an important medium through which organizations interact with both internal and external stakeholders. Thus, organizations that innovate thanks to analytics don't merely increase their use of analytics in decision ma...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55217/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 12
    Online Resource
    Online Resource
    Getting value from your data scientists (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Personnel management ; Database industry ; Electronic data processing personnel ; Database management ; Electronic books ; Electronic books ; local
    Abstract: Simply hiring expensive data scientists isn't enough. To create real business value with data scientists, top management must learn how to manage them effectively.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56119/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 13
    Online Resource
    Online Resource
    Bringing fun and creativity to work (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Employee motivation ; Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: How do you inspire employees to become more motivated and perform better? By challenging them to test their creativity and collaboration skills through a team-based contest.
    Note: Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56102/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 14
    Online Resource
    Online Resource
    The opportunity paradox (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Opportunism (Psychology) ; Business ; Electronic books ; Electronic books ; local
    Abstract: Capturing new growth opportunities is fundamental to strategy, innovation and entrepreneurship. These days, experimentation and improvisational change are in. But how should managers address the challenge? The answer, the authors argue, can be more complex and more crucial to a company's success than previously thought. Their research on mature corporations, growing businesses and new ventures suggests a paradoxical tension between focus and flexibility that can define or break a business. Based on more than 150 interviews with managers at 30 companies in North America, Europe and Asia, the authors conclude that focus is still critical and may be just as important as flexibility. What's more, they conclude that a company's focus may influence its flexibility and vice versa. There are two components to capturing a new business opportunity: opportunity selection and opportunity execution. Opportunity selection involves determining which customer problem to solve, whereas opportunity execution deals with solving the problem. The authors point out that most books, articles and thought leaders focus on opportunity execution - how to create value by developing solutions. But research suggests that innovation initiatives often move so quickly to identify a solution that the innovators have to cycle back to figure out which problem they are actually solving. The authors found that opportunity selection appears to matter as much as opportunity execution. More importantly, how managers approach opportunity selection (whether with flexibility or with focus) has a critical impact on how successful they are at opportunity execution. The authors observed that managers and entrepreneurs tend to fall into two groups: opportunists and strategists. Opportunists rely on a less scripted and more flexible approach to opportunity selection, letting emergent customer inquiries shape opportunity selection. Strategists follow a different pattern. They constrain the selection of opportunities so that they pursue opportunities that are more likely to result in success, and they try to capture several opportunities in a row versus one in isolation. The authors found that companies that were more focused in opportunity selection were often more flexible in opportunity execution.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56114/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 15
    Online Resource
    Online Resource
    How strategic is your board? (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Boards of directors ; Management ; Strategic planning ; Electronic books ; Electronic books ; local
    Abstract: In a world where business models are evolving rapidly and new competitors can emerge almost overnight, strategic thinking - especially at the top of the company - is more important than ever to a company's survival. However, the authors argue, boards of directors have no clear model to follow when it comes to developing the strategic role that is best suited to the company they oversee. As with other leadership roles, the one played by the board varies with the company's culture and the norms and legal requirements of its home country, as well as the norms of the industry. More importantly, the board must play a role that matches the strategic needs of the company and the state of its sector. The board of a young company, for example, usually needs to wrestle with different strategic issues than the board of a long-established company. In the authors' view, three dimensions shape the board's contributions to strategy: 1. A Definition of Strategy Companies define strategy in different ways, depending on their place in their industry and the nature of their industry. Often boards go wrong simply because they have not defined the right measures of competition or the right challenges on which to focus. 2. The Role of the Board The board's role in strategy may range from that of advisers who supervise the strategy to full coauthors of the company's game plan. 3. The Context of the Company The board's involvement in strategy also depends on the context or environment in which the company competes. If the company operates in a market that has a fairly simple and stable competitive dynamic, the board may be well advised to remain distant and largely hands-off on strategy questions. In a more chaotic context, however, a board may choose to take a stronger, hands-on approach to strategy development. These three variables, and the interaction among them, make determining a board's responsibilities for strategy a complex decision. However, the authors suggest, analyzing the three variables in detail can help clarify how a given board can best contribute to a company's strategy.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56112/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 16
    Online Resource
    Online Resource
    Protecting intellectual property in China (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Intellectual property ; China ; Electronic books ; Electronic books ; local
    Abstract: Intellectual property protection is the No. 1 challenge for multinational corporations operating in China. According to the U.S. government, China accounted for nearly 80% of all IP thefts from U.S.- headquartered organizations in 2013, causing an estimated $300 billion in lost business. For European manufacturers, the loss of IP in China reduced potential profits by 20%. The effects from IP leakage are visible in counterfeited items including toys, luxury goods and automotive and aircraft parts. But IP violations go beyond products. They extend to pirated operational processes and entire business and service models. For many multinational corporations, IP leakage becomes a barrier to integrating Chinese sites and partners into global innovation activities. IP leakage frequently occurs through staff transfers or shared practices from foreign multinational corporations to local joint ventures or supply chain partners. For multinationals, this type of IP leakage is often a calculated risk worth taking. However, unintended IP leakage can affect a company's reputation and profitability. Even worse, it can create powerful local or even global competitors. To learn about how companies are managing the China IP protection challenge, authors Andreas Schotter and Mary Teagarden studied more than 50 multinational corporations. They identified nine IP protection practices that companies can use in China. Four of the practices are defensive and externally focused; the other five are proactive and internal. Together, these practices, which operate on the strategy, legal and business intelligence layers, create what the authors call the "IP protection web," which allows corporations to (1) expand faster within China and across other emerging markets; (2) improve performance; and (3) enhance local and global innovativeness. According the authors, most of the companies they studied learned to protect their IP through trial and error - there is no single "best" process or practice. However, the changing composition of IP risk creates a need for ongoing reconfiguration. Indeed, as Chinese companies become more skillful at absorbing leaked IP from those employees who formerly worked for international rivals, international companies must develop more sophisticated responses and develop new ways to engender loyalty.
    Note: "Global"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55417/?ar
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    Online Resource
    MPI Ethno. Forsch.
  • 17
    Online Resource
    Online Resource
    Creating more accurate acquisition valuations (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Investment analysis ; Business planning ; Electronic books ; Electronic books ; local
    Abstract: Managers often must make decisions about complex strategic issues, and they are expected to make choices carefully and objectively. A retailer, for example, may need to decide whether to bid more in a highly competitive auction. Or a manufacturer may want to determine how long to hold onto a money-losing plant as the economy sinks into a recession. In boom times, deals are often in demand and expensive (and acquirers tend to know it); but when the economy cools off, acquisitions fall out of favor and prices decline. Conventional capital budgeting methods for valuing acquisitions and investments (such as discounted cash flow) may result in overpricing in "hot" deal markets and underpricing in "cold" deal markets. By setting potential deals in the context of real options theory and behavioral economics, authors Han Smit and Dan Lovallo write, executives can compensate for potential biases. Investor exuberance, the positive sentiments of boards and interest by rivals can cause executives to view acquisition opportunities as more attractive than they actually are in "hot" deal markets. Loss aversion and a narrow perspective that does not consider long-term growth options, meanwhile, can subdue acquisition behavior during "cold" markets. The article is designed to improve the use of valuation methods and help mitigate decision biases. Treating acquisition decisions as simple go/no-go choices based on expected cash flows, the authorswrite, creates an unhealthy dynamic. Because it's difficult for executives to recognize their own biases, the authors suggest using a formalized process to de-bias the decision-making team. First, managers must determine whether they are facing an investment in a "hot" or "cold" deal market (something that can often be revealed by the number of deals), after which the authors propose taking a broader view, supported by checklists. A valuation checklist can help executives temper their natural inclination to focus on growth options in "hot" markets and refocus it on staging, deferring or recouping their investments. Similarly, a checklist can help executives divert their natural attention from short-term risk to long-term growth options in "cold" deal markets.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56109/?ar
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    MPI Ethno. Forsch.
  • 18
    Online Resource
    Online Resource
    When customers help set prices (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Pricing ; Consumer goods ; Customer relations ; Electronic books ; Electronic books ; local
    Abstract: For most companies, pricing has always been a sensitive, private affair. This article is directed at managers who seek to profit from product differentiation and take maximum advantage of their ability to stand out. Instead of leaving good money on the table and struggling to convert product differentiation into revenue, the authors argue, companies should consider enlisting the pricing help of their customers. Outsourcing pricing isn't an all-or-nothing proposition. Managers can select pricing models ranging from complete oversight to complete delegation. Citing examples from companies including Google, Uber, Orbitz, Volkswagen, Coca-Cola and Humble Bundle, the article integrates classic views on pricing with the latest research and practice to develop a simple framework to help managers decide how much pricing control they should retain and how much they should relinquish to customers. For most businesses, the default approach is having a single fixed price and selling to anyone willing to pay that amount. However, authors Marco Bertini and Oded Koenigsberg argue that this is economically inefficient: Those prepared to pay more in effect receive a discount; those willing to pay less (but an amount that's still profitable) are turned away. For companies interested in interactive approaches to pricing, the authors discuss three collaborative models: auctions, name-your-own-price auctions and negotiations. In the authors' view, asking customers to weigh in on price can have benefits that go beyond promoting greater efficiency. It can promote customer engagement, provide opportunities for customization, allow managers to signal information about their company or product and open up opportunities for increasing market share.
    Note: "Marketing"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55419/?ar
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    MPI Ethno. Forsch.
  • 19
    Online Resource
    Online Resource
    The problem with online ratings (2014)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Decision making ; Electronic discussion groups ; Electronic books ; Electronic books ; local
    Abstract: In the digital age, we are inundated with other people's opinions. We browse books on Amazon with awareness of how other customers liked (or disliked) a particular tome. On Expedia, we compare hotels based on user ratings. On YouTube, we can check out a video's thumbs-up/thumbs-down score to help determine if it's worth our time. For the most part, consumers have faith in online ratings and view them as trustworthy. But, the author argues, this trust may be misplaced. The heart of the problem lies with our herd instincts - natural human impulses characterized by a lack of individual decision making - that cause us to think and act in the same way as other people around us. When it comes to online ratings, our herd instincts combine with our susceptibility to positive "social influence." When we see that other people have appreciated a certain book, enjoyed a hotel or restaurant or liked a particular doctor, this can cause us to feel the same positive feelings and to provide a similarly high online rating. The author describes an experiment that he and two colleagues conducted on a social news-aggregation website. On the site, users rate news articles and comments by voting them up or down based on how much they enjoyed them. The researchers randomly manipulated the scores of comments with a single up or down vote and then measured the impact of these small manipulations on subsequent scores. The results were striking. The positive manipulations created a positive social influence bias that persisted over five months and that ultimately increased the comments' final ratings by 25%. Negatively manipulated scores, meanwhile, were offset by a correction effect that neutralized the manipulation: Although viewers of negatively manipulated comments were more likely to vote negative (evidence of negative herding), they were even more likely to positively "correct" what they saw as an undeserved negative score. This social-influence bias snowballs into disproportionately high scores, creating a tendency toward positive ratings bubbles. Positively manipulated scores were 30% more likely than control comments (the comments that the researchers did not manipulate) to reach or exceed a score of 10. A positive vote didn't just affect the mean of the ratings distribution; it pushed the upper tail of the distribution out as well, meaning a single positive vote at the beginning could propel comments to ratings stardom.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55224/?ar
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    Why managers still matter (2014)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Performance ; Management ; Executives ; Electronic books ; Electronic books ; local
    Abstract: The Industrial Revolution brought the decline of small-scale, cottage production and the rise of large, integrated businesses; Adam Smith's invisible hand was replaced with what business historian Alfred D. Chandler Jr., called the "visible hand" of management. But now that pendulum appears to be swinging the other way - to a system of loose networks, virtual businesses and peer-to-peer interactions. A supposed hallmark of the new economy has been the decline of managerial authority. Management gurus, consultants and pundits have proclaimed that hierarchy is out. Modern organizations such as online retailer Zappos have come to favor flat hierarchies with widely distributed authority. And yet, given the demands of the current environment, authors Nicholai J. Foss and Peter G. Klein argue that managerial authority is still essential in situations where (1) decisions are time-sensitive; (2) key knowledge is concentrated within the management team; and (3) there is need for internal coordination. Such conditions, they observe, are also hallmarks of our networked, knowledge-intensive and hypercompetitive economy. While it is true that many knowledge workers no longer need a boss to direct them to tasks or monitor their day-to-day progress, the authors contend that the role of managers and the definition of "authority" needs to change. Managers need to move away from specifying methods and processes in favor of defining the principles they want people to apply or the goals they want people to meet. In other words, the main task for top management is to define and implement the organizational rules of the game. To be sure, procedures for defining rules and frameworks can themselves be delegated and nested. Indeed, when a company's key assets are knowledge workers whose skills and behaviors are difficult to assess objectively, companies will need to increasingly rely on more subjective assessments of performance, which must be carried out by managers.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT56110/?ar
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  • 21
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    The dandelion principle : redesigning work for the innovation economy (2014)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Technological innovations ; Management ; Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: In May 2013, software giant SAP announced plans to hire hundreds of people diagnosed with autism, with a target of having people with autism represent 1% of the company's work force by 2020. The Merriam-Webster dictionary defines autism as a developmental disorder associated with "impairment of the ability to communicate with others" and "preoccupation with repetitive activities of restricted focus." Companies don't typically seek out these characteristics in new hires. But SAP took a different perspective. "We share a common belief that innovation comes from the 'edges,'" one SAP executive stated in the company's press release. "Only by employing people who think differently and spark innovation will SAP be prepared to handle the challenges of the 21st century." More specifically, the company had discovered that some people with autism have abilities that are extremely well-suited to performing some vital information technology tasks. SAP's move embodies an emerging management principle - the authors Robert D. Austin and Thorkil Sonne call it "the dandelion principle" - and offers an alternative way of thinking about human resources management. In some ways, the "dandelion principle" turns some of the basic tenets about how to recruit and manage people inside out. The authors use the dandelion as metaphor because, they note, dandelions are actually nutritious - but are seen as weeds in the context of a green lawn that demands uniformity. The industrial economy, the authors argue, required uniformity in operations. In the industrial economy, companies could often win by operating more efficiently than rivals. Today, that's no longer enough. Faced with lower-cost competition from developing countries, established companies also need to innovate, to offer products that are better than what's available from competitors. But innovation, the authors observe, calls for organizational capabilities different than efficiency. Efficiency requires getting people and machines to mesh more smoothly; the emphasis is on parts fitting in and reducing variation around averages. Innovation, by contrast, involves finding new and better ideas and using new processes. Managing innovation is less about averages and more about understanding outliers. The emphasis is on increasing interesting variation, then identifying value in some of the variants. In an innovation-oriented economy, the authors contend, companies may benefit from accommodating employees wit...
    Note: "Leading your team"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55407/?ar
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  • 22
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    Why customer participation matters (2014)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Market surveys ; Focus groups ; Marketing research ; Consumers ; Research ; Electronic books ; Electronic books ; local
    Abstract: Most managers know that listening to customers makes good business sense. Businesses have much to gain from actively seeking and encouraging customer participation, which the authors define as getting customers to provide constructive suggestions and share their ideas on how to shape product and service offerings. Yet many companies only pay lip service to this idea. Rather than encouraging customers to share their views about the company and its products with managers, the authors found, companies tend to focus on encouraging customers to take part in spreading positive word of mouth. Yet word of mouth is only one type of voluntary behavior that customers engage in. Moreover, it indicates only what people on the outside are saying, not how companies can improve their offerings or what customers may be looking for. The authors, who conducted surveys of customers as well as interviews and roundtable discussions with senior executives in a variety of industries, found that both customer word of mouth and customer- to-business interactions are associated with a customer's propensity to buy more of a company's products and services. While not all satisfied customers become repeat buyers, encouraging them to provide feedback and suggestions helps tie them more closely to the business. Companies can even recapture defecting customers simply by contacting them and encouraging them to participate. In addition, customer-to-business interaction is often more malleable than customer-to-customer word of mouth and more readily within the control of management. In a study of customers of a global bank, the authors found that customers who purchased the most were individuals who participated and engaged in much word-of-mouth behavior. High participation/ high word-of-mouth customers were the most loyal and attached to the brand; customers who did not participate tended to be the least valuable, the least loyal and the least attached to the organization regardless of whether they spread positive word of mouth. The implications of the findings are that fostering customer participation can be very valuable and that companies are better off emphasizing customer participation over word of mouth (as opposed to the reverse), because it creates more customer "stickiness" (as in greater attachment and commitment). Nevertheless, the authors say, the two approaches should be seen as two sides of a coin, working both internally and externally to build financ...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55220/?ar
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  • 23
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    Stories that deliver business insights (2014)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consumers ; Research ; Ethnology ; Marketing research ; Electronic books ; Electronic books ; local
    Abstract: Ethnography has often been portrayed as a "fly on the wall" technique, with anthropologists lurking in people's homes to observe consumers' unadulterated lives. The authors argue that this description does not do justice to the way ethnography actually works in the corporate world or to ethnography's increasingly important role in formulating business strategy. The authors' research across a variety of companies suggests that ethnography - artful in situ investigation into what customers do and feel and how they talk about what they do and feel - is a powerful tool to use to gain insights into your market. To arrive at a more in-depth understanding of how corporations use ethnography to their advantage, the authors conducted interviews with executives in various industries worldwide, including Ford and Wells Fargo. Where data analytics and surveys provide flattened snapshots, ethnography contributes an empathic understanding of how consumers live, work and play through gritty and detailed descriptions. Whether conveyed in video format, presentations or reports, these stories describe how people confront and surmount the hurdles they encounter in meeting their responsibilities and fulfilling their hopes in our globalized consumer culture. By delving into the richness of people's life stories, ethnographic research can pivot companies away from less meaningful segmentation parameters, such as demographics or purchase history, and toward those that drive behavior, such as purpose and intent. Quantitative techniques such as factor analysis can subsequently be applied to locate and size market segments. Consistent with the idea that ethnography helps organizations deal more effectively with market complexities, the executives the authors interviewed often talked about ethnography as having helped them sort out puzzling data. While these discussions call into dispute the perception that ethnography is merely an exploratory technique, they also underline the point that ethnographic stories often provide insight into consumer behavior that is hard to come by in other ways.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55223/?ar
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  • 24
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    What unhappy customers want (2014)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumer satisfaction ; Evaluation ; Electronic books ; Electronic books ; local
    Abstract: Although companies have invested heavily in technology and other resources to provide better customer service, many businesses are finding that being able to create satisfied and loyal customers is more difficult today. Hurdles include a daunting rise in customer expectations; challenges posed by the Internet, social media and online word of mouth; and poor execution of upgraded corporate complaint-handling policies. Since the 1970s, the authors have conducted six customer satisfaction surveys patterned after a baseline survey by the U.S. Office of Consumer Affairs. Their latest survey found that: • The explosion of online social networking and other communication tools has raised the stakes in the area of customer satisfaction. • The intensity of negative reactions seems to be increasing. • In addressing complaints, companies are failing in their efforts to create one-stop services with technology and people dedicated to resolving customer problems. So, what can companies do to improve the level of customer satisfaction? The authors identify five areas of focus. 1. Encourage unhappy customers to complain, but be prepared to resolve the complaints. Today' unhappy customers expect businesses to handle customer service flawlessly (even if it is outsourced to a third party). 2. Understand what results your investments in customer service will produce. Since the 1970s, companies have invested billions of dollars in upgraded corporate complaint-handling practices. Only 20% of recent complainants were "completely satisfied" with the results of their complaint (compared to 23% in 1976). 3. Recognize that technology has limits - and that some customers want to interact directly with a person. Only 6% of today's complainants consider the Internet their primary channel for complaining. The authors say that online communication channels might be utilized more effectively to steer customers to live complaint handlers rather than pursuing totally automated solutions. 4. Be aware that customers may be even more influenced by positive online word of mouth than by negative word of mouth. By a margin of 46% to 19%, prospective buyers cited positive posts more often than negative comments as being most influential on their future purchases. 5. For most customers, customer dissatisfaction is about more than money. Only 26% of survey respondents wanted financial compensation for their lost time, inconvenience or injury. Many more people seek nonmonetary remedies...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55313/?ar
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  • 25
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    Strategic decisions for multisided platforms (2014)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Multi-sided platform businesses ; Business enterprises ; Technological innovations ; Electronic books ; Electronic books ; local
    Abstract: Multisided platforms (MSPs) are technologies, products or services that create value primarily by enabling direct interactions between two or more customer or participant groups. Prominent examples of MSPs and the participants they connect include eBay (buyers and sellers), Airbnb (dwelling owners and renters), the Uber app (professional drivers and users), Facebook (users, advertisers, third-party game or content developers and affiliated third-party sites), and Ticketmaster (event venues and consumers). As these examples illustrate, MSPs include some of the largest and fastest-growing businesses of the past decade. Why? Successful MSPs create enormous value by reducing search costs or transaction costs (or both) for participants. As a result, MSPs often occupy privileged positions in their respective industries; most other industry participants revolve around and depend on MSPs in important ways. This article begins with a description of how MSPs work and why they can erect such high barriers to entry for new participants. It then offers an analysis of four fundamental strategic decisions and associated trade-offs that set MSPs apart from other types of businesses and that every MSP entrepreneur and investor should carefully consider. These challenges are as follows: •the number of sides to bring on (deciding whether to bring on two or more); •design (ensuring the interests of the different platform sides are not in conflict with each other or the MSP); • pricing structures (determining which platform side or sides should be charged more, based on the groups' relative value from interacting with each other); and • governance rules (regulating the participation and activities undertaken by the various platform sides to ensure a high level of quality, or outsourcing that function to users through ratings systems). After examining the factors that drive each of these decisions and using real-world case examples, the author presents general principles that apply to both startups and incumbent MSPs.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55225/?ar
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    What to expect from corporate lean programs (2014)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Lean manufacturing ; Electronic books ; Electronic books ; local
    Abstract: Corporate "lean" programs, often modeled after the Toyota Production System, can be powerful instruments for improving the performance of manufacturing plants. They help to emphasize parts of the production process that add the most value and eliminate those that don't. However, misplaced expectations can make implementation difficult and reduce the benefits. The authors argue that if managers better understood the rates at which lean programs produce improvements, then implementations would go more smoothly. Typically, the goal of a production system is to provide a clear and stable structure and a road map for instilling a culture of continuous improvement throughout a company's production network. But, as the authors point out, every plant is different, and different plants are likely to face different sets of competitive and market conditions. For the growing number of multinational manufacturers that have introduced or are considering lean production systems, the issue is not whether the programs are useful but how to manage their implementation. The authors studied the implementation of the Volvo Group's production system. (The company, a leading maker of trucks and other heavy vehicles, sold its car-manufacturing unit in 1999.) Volvo Group introduced the Volvo Production System in 2007, and since then, it has been implementing it in its factories around the world. The authors examined the five-year history of the Volvo Production System, visited 44 of Volvo's 67 plants and interviewed 200 managers. The authors found that there were four distinct stages of change in the rate of performance improvement and that there was a strong relationship between a plant's maturity in a production system implementation and its performance; progress roughly followed the shape of an S-curve. The pattern implies that a plant's rate of improvement changes in the shape of a bell curve as the plant becomes more mature in implementing the production system. Performance improves slowly at first, and then at an increasing rate before the improvement rate gradually decreases. To measure the performance of the plants, the authors focused on nonfinancial metrics related to the quality, cost, delivery and safety of the plant's output. They obtained this data from the company's documents and during plant visits and interviews. They then used statistical methods to find patterns. Volvo's assessment process provides a structure and a standard by which loca...
    Note: "Operations"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55406/?ar
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  • 27
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    Rewriting the playbook for corporate partnerships (2014)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business networks ; Partnership ; Business planning ; Electronic books ; Electronic books ; local
    Abstract: Today's business environment is unforgiving of companies that are slow to adapt. To extend their capabilities and facilitate change, many organizations have experimented with different types of strategic partnerships with suppliers and customers that help them design and deliver products and services efficiently. But some innovative companies are attempting to redefine the parameters of strategic partnerships through multileveled relationships with customers and suppliers that leverage the resources and capabilities of the respective parties. What makes such partnerships - which the author calls adaptive strategic partnerships - counterintuitive is that they are being used in situations where the two most relevant streams of organizational economics would argue for vertical integration. One company that has pursued adaptive strategic partnerships is Bharti Airtel Ltd., the Indian telecommunications services company. Back in 2004, Bharti Airtel's managers found that negotiating and updating contracts with vendors interfered with their ability to focus on satisfying the company's customers and outsmarting its competition. Contrary to what other telecom operators have done, it negotiated unconventional relationships with some of its leading vendors, including Nokia Siemens Networks (now Nokia Solutions and Networks), Ericsson and IBM. Instead of expanding network infrastructure by purchasing increasing amounts of equipment (such as exchanges and cellular antennas), which often results in unused capacity, Bharti Airtel pays the vendors to operate the network; it compensates them based on telecom volume, paying only when equipment is in use. In addition to rethinking its approach to network capacity, vendors take responsibility for network performance and troubleshooting. Typically, companies with outside partners rely on simple tools such as service-level agreements, which specify what is expected from each party and provide for performance standards to assess compliance. But in managing its partnerships with vendors, Bharti Airtel uses a joint governing structure that encourages people at different levels of the organizations to communicate and address problems as they arise (for example, restoring service after a severe storm). In some cases, such interactions have led the company and its partners to redraw the scope of their collaborations (for example, assign responsibility for building and maintaining the cell towers to a new company), ...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55221/?ar
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  • 28
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    Should you outsource analytics? (2014)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Quantitative research ; Contracting out ; Electronic books ; Electronic books ; local
    Abstract: The surge of interest in big data has led to growing demand for analytics teams. Assembling such teams, however, is difficult. For one thing, many companies lack the in-house knowledge and experience needed to put together a world-class analytics team. What's more, the labor market for analytics professionals has grown increasingly tight. The shortage of analysts - particularly those capable of developing and leading world-class teams that can enable a company to create a competitive advantage from its data and analytics - is driving organizations to consider outsourcing their analytics activities. Analytics is the latest in a string of activities companies are outsourcing to business process organizations (BPOs). It draws heavily on mathematics and statistics knowledge, and many analytics-oriented BPOs have operations in India. Although some companies have world-class analytics capabilities in-house, the authors posed the question: Can an analytically naïve company "buy" world-class analytics functions by hiring outside experts? The authors studied both four multinational companies that used one or more offshore analytics BPOs and four analytics BPOs. Two of the client companies had skills that were judged to be "analytically superior"; the other two were judged to be "analytically challenged." The analytically challenged companies saw analytics BPOs as a way to obtain the resources and training needed to manage and execute their analytics and to gain quick access to important insights. By contrast, the analytically superior companies wanted to expand their internal analytic capabilities, in part because they wanted to preserve their ability to develop and protect intellectual property; they tended to use offshore BPOs to perform low-level analytics. According to the authors, the best analytics BPOs have core competencies that go beyond what most companies can perform on their own with internal teams. They advise companies working with analytics BPOs to be clear about who does what, who owns what, how each party can use the information it has and what happens to the information and knowledge in the event that the BPO is acquired.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55216/?ar
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    Innovation lessons from 3-D printing (2013)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Three-dimensional printing ; Rapid prototyping ; Electronic books ; Electronic books ; local
    Abstract: These days, 3-D printing is much in the news. Also known as "additive manufacturing" or "rapid prototyping," 3-D printing is the printing of solid, physical 3-D objects. Unlike machining processes, which are subtractive in nature, 3-D printing systems join together raw materials to form an object. Some see 3-D printing and related technologies as having transformative implications. "Just as the Web democratized innovation in bits, a new class of 'rapid prototyping' technologies, from 3-D printers to laser cutters, is democratizing innovation in atoms," Wired magazine's longtime editor-in-chief, Chris Anderson, stated in his new book Makers: The New Industrial Revolution. "A new digital revolution is coming, this time in fabrication," MIT professor Neil Gershenfeld wrote in a recent issue of Foreign Affairs. But in addition to 3-D printing's technological implications, recent evolutions in 3-D printing offer important management lessons for executives about the changing face of technological innovation - and what that means for businesses. In this article, the authors examine the rapid emergence of a movement called open-source 3-D printing and how it fits into a general trend toward open-source innovation by collaborative online communities. They then discuss how existing companies can respond to - and sometimes benefit from - open-source innovation if it occurs in their industry.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54212/?ar
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    Should you punish or reward current customers? (2013)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consumer behavior ; Customer loyalty programs ; Customer relations ; Management ; Marketing ; Electronic books ; Electronic books ; local
    Abstract: Is it better to reward existing customers for loyalty - or spend your marketing dollars on attracting new ones? Many companies face that management dilemma, and expert opinions on the subject conflict. The authors argue that the answer to that question depends on how fluid customer preferences are in a market and to what degree some of a company's customers are much more valuable than others. In markets where consumer preferences are highly fluid and where the highest-value customers are much more valuable than others, companies should focus on rewarding their best existing customers. Examples of industries in which this is the case include airlines and car rentals. However, if either or both of those two characteristics - customer shopping flexibility and concentrations in customer value - is not in place, then companies should focus on offering their best prices to new customers. When identifying high-value customers, it's important to remember that revenues and profits may not necessarily be correlated. The authors note that it is not only possible that high-volume customers are not as valuable as they seem, but, in some settings, they may be downright unprofitable. For example, at one bank with which one of the authors worked, about 50% of customers contributed negatively to profits. The authors suggest several approaches to addressing the problem of unprofitable customers, including customer education and selectively increasing prices to those customers.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55103/?ar
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  • 31
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    How to overcome a power deficit (2013)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Leadership ; Industrial management ; Electronic books ; Electronic books ; local
    Abstract: At some point in their careers, most executives - even the most talented - will face a power deficit. Regardless of their titles and nominal responsibilities, they will confront situations in which they have insufficient influence and authority to get their job done effectively. Fortunately, two strategies can almost always help the sidelined executive capture more clout and build an enduring power base. A variety of situations can lead a manager into a power deficit. Demographics (race, ethnicity, gender or age) can contribute to the power-deficient executive's predicament, as can inexperience, poor reputation, personality, background, training or outlook. It can happen to people with high potential. It can even happen to executives who are already high performers. Typically, an executive winds up with a power deficit because he or she lacks one or more of the following power sources: legitimacy, critical resources or networks. The high level of interaction between these three sources of power means that a shortage in one can easily produce shortages in the other two. The authors argue that, generally, executives who have a power deficit can solve the problem in one of two ways: they must either play the game more effectively or change the game by, for instance, reshaping their role in the organization. The authors offer examples and recommendations and provide a short questionnaire to help managers identify potential power deficits. The good news is that the odds of success are good. The authors report that in their coaching work with 179 executives who wrestled with power deficits, only four failed to improve the situation.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54418/?ar
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    Strategic choices in converging industries (2013)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consolidation and merger of corporations ; Case studies ; Corporate reorganizations ; Case studies ; Business planning ; Case studies ; Electronic books ; Electronic books ; local
    Abstract: In the relentless evolution of technology and markets, many industries are in the midst of major reconfigurations of their fundamental architectures and how companies capture value. When industries converge, companies that were in seemingly unrelated businesses can become rivals. Managers need to recognize the different drivers and the types of strategic choices that are available to them. Turning a blind eye as the industry's ecosystem begins to change can be costly. Perhaps the most dramatic example of industry convergence is in telecommunications, information technology, media and entertainment, which many people now refer to as a single field, the "TIME" industries. This article is based in part on interviews at 26 companies in these industries. The authors identify four main drivers of industry convergence: technological advancement, open architectures and standards, policy and regulatory reforms, and changes in customer expectations and preferences. In addition, the authors describe four strategies companies have used to sustain growth in converging industries: technology pioneer, market attacker, ecosystem aggregator and business remodeler. Technology Pioneer Technology pioneers enter the market early and make strategic choices on the appropriate technological specialization as well as the control of intellectual property. New ventures following this path recognize that they need to demonstrate the technological potential of their inventions and evaluate the conditions for early customer adoption. Successful technology pioneers pursue these goals by driving standards, becoming the technology of choice and negotiating nonexclusive licenses. Market Attacker Market attackers try to exploit the commercial application of advanced technologies and tap into revenue opportunities generated by the fragmentation of well-established value chains. A particularly effective strategy is to team up with an incumbent and collaborate vertically in the value chain. This often involves three steps: establishing relationships with partners; consolidating the engagement model; and extending their partnerships, weighing different paths to expand scale and reach. Ecosystem Aggregator Ecosystem aggregators attempt to exploit the market opportunities resulting from a wave of emerging technologies. Typically, they are incumbents in the industry and leverage their competences and market experience to establish an innovation platform aimed at complementary pr...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55116/?ar
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    Capturing the value of synchronized innovation (2013)
    Cambridge, MA : MIT
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    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: In industries where innovation is highly distributed, companies often attempt to gain market advantages by coordinating their product introductions with those of other companies in hopes of generating increased sales and customer satisfaction. Synchronization can take a number of forms, and the implementation costs vary widely. Moreover, keeping part of a company's operations synchronized with those of another can present substantial challenges involving control. The challenges are magnified when capturing the benefits of synchrony depends on many other players in the industry network. Understanding what it takes to coordinate critical activities across industry networks can be extremely helpful, particularly in technology-intensive industries, where innovation is distributed and companies are strategically interdependent. Sony and Microsoft, leading manufacturers of video game consoles, for example, often try to coordinate product releases with game manufacturers such as Electronic Arts. The network of relationships among companies within an industry plays a key role in producing synchronization. Such relationships can range from intense collaborations to arm's-length alliances involving less interaction. Enterprises synchronize their product development work in three different ways: by planning the synchrony proactively with a few other partner organizations; by reacting to signals by other companies; or by combining these two approaches to create a hybrid approach. In industries that produce highly complex products, industry leaders can overcome the weaknesses of planned and reactive synchronization by blending the two approaches. This involves proactively engaging with the company or companies they absolutely must coordinate with and "signaling" their intentions to a selected group of other companies in hopes that the broader network of companies will respond.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54416/?ar
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    How much does a company's reputation matter in recruiting? (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Employees ; Recruiting ; Personnel management ; Electronic books ; Electronic books ; local
    Abstract: Recently, the idea has emerged that a key to winning the talent war through recruitment is to place greater emphasis on an organization's reputation for social responsibility, not just the company's overall reputation or its reputation as a good employer. But, the authors argue, few studies validly examine the degree to which a company's social reputation or other aspects of its reputation are more or less important than other, more utilitarian job choice factors. When a survey task simply asks people to rate the importance of a laundry list of job attributes such as corporate social responsibility, it hides the marginal value of each attribute to the potential employee. The authors report on three job choice studies they undertook - one with a sample of MBA students, the second with white-collar office workers and the third with workers from a mixture of occupations (legal, medical, government/public service and manual labor). They systematically analyzed the way potential and actual employees make choices involving job contracts with various utilitarian and reputation components. From the results of their research, the authors conclude that for potential employers of MBA students, neither a corporate reputation for social responsibility nor a reputation as a good place to work is as important as those facets of the job contract that are more directly material to MBAs' careers - salary, compensation structure, time demands and promotion opportunities. These talented employees want to work for good employers, the authors conclude, but their employers do not have to be leaders in corporate social responsibility. Across job categories, the authors found a degree of heterogeneity that implies that overly simplistic prescriptions that do not account for the demands of workers in different professions could lead managers astray. For example, manual workers appear to be less concerned about a company's reputation, while those in the legal profession are clearly paying attention to the social and workplace dimensions of an organization's reputation. When it comes to reputation and the war for talent, the authors conclude, there is every indication it is not a case of one size fits all.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54323/?ar
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    Navigating the politics and emotions of change (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Organizational change ; Office politics ; Electronic books ; Electronic books ; local
    Abstract: In today's fast-paced business world, leaders know that their organization's success is tightly linked to its ability to change again and again. Yet many change initiatives fail. One reason, the authors say, is that leaders often underestimate the impact of the politics and emotions of change. The authors suggest a five-step process for leading a major change initiative: Step 1: Map the political landscape. Map the key external and internal, formal and informal stakeholders who will be affected by the change. Step 2: Identify the key influencers within each stakeholder group. Once the key stakeholder groups are mapped, leaders should identify the key influencers within each group. Key influencers are those individuals who might be able to marshal resources, enroll others, build legitimacy and momentum, and provide ideas crucial to driving the change. Step 3: Assess influencers' receptiveness to change. People have different levels of receptiveness to a given change. Both supporters and skeptics must be engaged. Step 4: Mobilize influential sponsors and promoters. Sponsors have access to financial and human resources. Promoters, on the other hand, can be extremely useful in igniting the enthusiasm that can draw fence-sitters into the process and propel change forward. Step 5: Engage influential positive and negative skeptics. Skeptics can either make a change process more effective or turn a minor hurdle into a major roadblock. Positive skeptics may offer important perspectives and insights about the vulnerabilities of proposed changes. Influential negative skeptics are also important to work with.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54414/?ar
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    Managing the human cloud (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Electronic commerce ; Computing platforms ; Electronic books ; Electronic books ; local
    Abstract: Online crowdsourcing platforms are growing at double-digit rates and are starting to attract the attention of large companies. Just as cloud computing offers unconstrained access to processing capacity and storage, what the authors call the "human cloud" promises to connect businesses to millions of workers on tap, ready to perform tasks and solve problems that range from the simple to the complex. Although the initial concept for the human cloud was to create an eBay-like marketplace for talent and labor, there were obstacles. The simple auction model seemed ill-suited for large, complex undertakings. The model was also often perceived as too risky by managers, who had a hard time developing "virtual" rapport with workers. Today, four new human cloud models have developed, each aiming to overcome these problems in a distinct way: 1. The Facilitator model connects suppliers and buyers directly through a bidding process but offers increased visibility into the supplier's identity and work processes. Elance and oDesk are examples of this model. 2. The Arbitrator model enables buyers to compare the inputs of multiple providers before choosing which to purchase. Arbitrator platforms such as CrowdSpring and InnoCentive follow this approach. 3. The Aggregator model breaks down a job, such as proofreading, translation, transcription or tagging, into tiny bits of work - microtasks - and finds workers willing to complete these tasks, sometimes in the context of a game. Platforms like Amazon Mechanical Turk and CrowdFlower offer such capabilities. 4. The most sophisticated model, the Governor, provides project management, supplier certification and quality control to assure qualified coordination and management of complex projects. The authors note that harnessing the human cloud's power will - as with earlier outsourcing waves - require hard work and learning. Buyers may find it helpful to think about managing a human cloud initiative much the same way that they manage the main phases of any outsourcing engagement.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54214/?ar
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    Using open innovation to identify the best ideas (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Interactive management ; Group problem solving ; Creative ability in business ; Management ; Electronic books ; Electronic books ; local
    Abstract: As innovation becomes more democratic, many of the best ideas for new products and services no longer originate in well-financed corporate and government laboratories. How can companies tap into distributed knowledge and diverse skills? Increasingly, organizations are considering using an open-innovation process, but many are finding that making open innovation work can be more complicated than it looks. The authors' research suggests that executives in numerous industries face the same fundamental decisions when exploring open innovation: (1) whether to open the idea-generation process, (2) whether to open the idea-selection process or (3) whether to open both. The key to success, the authors argue, is careful consideration of what to open, how to open it and how to manage the new problems created by the openness. Although the authors found that many managers were fearful about venturing into an entirely new type of innovation process, they maintain that open innovation is rooted in classic innovation principles such as idea generation and selection. The first benefit of open innovation is the number of ideas that become available. Statistically, the more ideas generated, the better the quality of the best one is likely to be. A second, lesser-known advantage of open innovation is that the value of the best idea generally increases with the variability of the ideas received. There are advantages to casting the net widely enough to access ideas of diverse quality: The quality of the average idea may fall, but the best idea is more likely to be spectacular. While managers are often apprehensive about idea creation through open innovation, many are completely unfamiliar with the possibilities offered by opening idea selection. They assume that only company employees can make good choices about which ideas are best. Yet the authors found that outsiders provide distinctive expertise and perspectives, which enable companies to pick winning ideas and generate significant value. This is particularly true with products that can be used in many ways, or when fashions or requirements change quickly. A potential problem in open innovation, the authors point out, relates to how companies contract with idea generators. A second challenge in managing open innovation is caused by a shift in who bears the cost (and risk) of idea generation. With open innovation, the company pays for a design only after it has been completed. This means that the idea gene...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55121/?ar
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  • 38
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    How Ceasars entertainment is betting on sustainability (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Sustainable development ; Case studies ; Economic development ; Case studies ; Electronic books ; Electronic books ; local
    Abstract: This case study examines Caesars Entertainment's sustainability initiative. In the past few years Caesars, the world's most geographically diversified gaming company, has come a long way toward earning a reputation as an environmental leader in the hospitality industry. It has received more than 50 awards and certifications for sustainability leadership. In just five years, the company has reduced its carbon footprint by nearly 10% and reduced its energy use per square foot by 20%. Gary Loveman, the company's chairman and CEO, stepped up the company's sustainability efforts beginning in 2007 as the economy was starting to weaken. Caesars' revenues were collapsing, forcing the company to reduce staffing levels by more than 20 percent. Staff members were developing creative ways to cut costs, reduce energy consumption and waste, and increase recycling, and Loveman saw an opportunity to build on their initiative. The program, dubbed CodeGreen, has become institutionalized across more than 50 Caesars properties, in part by a scorecard that continues to be refined. Although Caesars' properties have substantially reduced their carbon footprint and increased efficiencies, the next stage of Caesars' sustainability program is still being mapped out. This case study features details about Caesar's sustainability initiative, as well as expert commentary by two business school professors: Michael W. Toffel of Harvard and Gregory Unruh of Thunderbird School of Global Management.
    Note: Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54480/?ar
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    The executive's role in social business (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business communication ; Industrial management ; Social media ; Electronic books ; Electronic books ; local
    Abstract: Social technologies are becoming more important to business, according to a survey conducted by MIT Sloan Management Review and Deloitte. However, the adoption of social technologies often means changing the way people work, and that means executives need to invest time and effort in explaining the purpose and value of using the new tools, as well as providing the necessary financial and organizational supports to sustain these work flow changes over time. The authors' research is based on two surveys conducted in 2011 and 2012, as well as dozens of interviews with executives and social business thought leaders. The 2012 survey had more than 2,500 respondents from 25 industries and 99 countries. According to its findings, 52% of managers say their companies are at an early stage of developing social capabilities. For these managers, the top barriers to using social business are a lack of strategy, no business case and a lack of management understanding. The authors explain the importance of three types of senior leadership support for initiatives that rely on social technologies: (1) support for these initiatives over time, not just when they are launched, (2) executives' own use of social technologies as a signal of their importance, and (3) a pragmatic attitude about what to measure and when to measure results from these initiatives. As marketers capitalize on social tools, the relationship between CMOs and CIOs can change, and some organizations are hiring chief digital officers, the authors note. They observe that successful social business initiatives can produce changes in the way executives work together.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54415/?ar
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  • 40
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    How innovative is your company's culture? (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Creative ability in business ; Corporate culture ; Electronic books ; Electronic books ; local
    Abstract: Everyone wants an innovative corporate culture, but how do you develop one? Prior research has suggested that the degree to which a company is innovative depends much less on capital, geography or sector than on the company's culture. The authors of this article say that the ability of a culture to support innovation depends on six key building blocks. They developed an assessment tool based on these building blocks, which can be used by managers to help make their culture more conducive to innovation. The authors say the six basic building blocks of an innovative corporate culture are values, behaviors, climate, resources, processes and success. Values drive priorities and decisions, which are reflected in how a company spends its time and money. Behaviors involve how people act in the cause of innovation. Climate is the tenor of workplace life. An innovative climate cultivates enthusiasm, challenges people to take risks within a safe environment, fosters learning and encourages independent thinking. Resources are comprised of three main factors: people, systems and projects. Of these, people - especially "innovation champions" - are the most critical, because they have a powerful impact on the company's values and climate. Processes are the routes innovations follow as they are developed. Finally, the internal and external success of an innovation drives many actions and decisions that may have an impact on the next one: who will be rewarded, which people will be hired and which projects will get the green light. After exploring this framework, the authors offer examples of companies that exemplify each quality. They also include a 54-element test they developed to enable managers to assess a company's "Innovation Quotient." Over the past three years, more than 1,000 employees in 15 companies around the world have taken this assessment. The authors give examples of companies that have implemented changes to make their culture more innovative based on what they learned from the survey, and a case study outlines the experience of a Latin American company with the assessment tool.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54315/?ar
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  • 41
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    Competing in the age of omnichannel retailing (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Competition ; Business ; Retail trade ; Electronic books ; Electronic books ; local
    Abstract: Erik Brynjolfsson (MIT Sloan School of Management), Yu Hu (Georgia Institute of Technology), and Mohammad S. Rahman (University of Calgary) Recent technology advances in mobile computing and augmented reality are blurring the boundaries between traditional and Internet retailing, enabling retailers to interact with consumers through multiple touch points and expose them to a rich blend of offline sensory information and online content. In the past, brick-and-mortar retail stores were unique in allowing consumers to touch and feel merchandise and provide instant gratification; Internet retailers, meantime, tried to woo shoppers with wide product selection, low prices and content such as product reviews and ratings. But as the retailing industry evolves toward a seamless "omnichannel retailing" experience, the distinctions between physical and online will vanish, the authors suggest, turning the world into a showroom without walls. This will push retailers and their supply-chain partners in other industries to rethink their competitive strategies The growing prevalence of location-based applications on mobile devices is a critical enabler. Mobile technology is well on its way to changing consumer behavior and expectations, the authors argue. By giving consumers more accurate information about product availability in local stores, retailers can draw people into stores who might otherwise have only looked for products online. The enhanced search capability is especially helpful with niche products, which are not always available in local stores. The availability of product price and availability information, the ability of consumers to shop online and pick up products in local stores, and the aggregation of offline information and online content have combined to make the retailing landscape increasingly competitive. Retailers used to rely on barriers such as geography and customer ignorance to advance their positions in traditional markets. However, technology is removing these barriers. The authors point to several possible success strategies for companies operating in the new competitive environment, including providing attractive pricing and curated product-related content; harnessing the power of data and analytics; avoiding direct price comparisons; learning to sell niche products; establishing switching costs; and embracing competition. In an omnichannel world, the authors say, there is a premium on learning rapidly from consumers and ca...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54412/?ar
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    How to change an organization without blowing it up (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Organizational change ; Electronic books ; Electronic books ; local
    Abstract: Too often, conventional approaches to organizational transformation resemble the Big Bang theory. Change occurs all at once, on a large scale, and often in response to crisis. Yet we know from a great deal of experience that Big Bang transformation attempts often fail, fostering employee discontent and producing mediocre solutions with little lasting impact. Instead of undertaking a risky, large-scale makeover, organizations can seed transformation by collectively uncovering "everyday disconnects" - the disparities between our expectations about how work is carried out and how it is actually is. The discovery of such disconnects encourages people to think about how the work might be done differently. Continuously pursuing these smaller-scale changes - and then weaving them together - offers a practical middle path between large-scale transformation and smallscale pilot projects that run the risk of producing too little too late. The author has found that organizations take three approaches to discovery that are both particularly effective for uncovering everyday disconnects in the organization's work and seeding transformation from the bottom up. These techniques can be used together. The three techniques are: 1. Work Discovery Instead of assuming that you know how work is designed, examine it firsthand as it is actually conducted. Determine how to turn the (inevitable) surprises you uncover into assets. 2. Better Practices Instead of simply adopting the best practices of other organizations, screen the way work gets done in your organization through those best practices to generate new ideas. In other words, use best practices to generate even better practices. 3. Test Training Instead of locking down standard operating procedures during training, experiment with other, potentially better possibilities for changing the way the work will get done. Use training for testing these possibilities.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54213/?ar
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    The question every project team should answer (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Project management ; Electronic books ; Electronic books ; local
    Abstract: Many aspects of project management are well understood, but one key factor is frequently overlooked: A significant number of projects fail to meet their business objectives because they were launched without a clearly articulated purpose. In more than 20 years of consulting with hundreds of teams, the authors have found that lack of a focused "why statement" is perhaps the most common reason projects fail. Without a solid why, it is more difficult for a team to maintain its internal momentum and keep higher-level managers interested in the project. Projects are launched without a clear why statement for a number of reasons. Sometimes, the group feels pressured to do something, anything, right away. On other occasions, decision makers are unwilling to engage in discussions that might involve conflict or expose hidden agendas. Finally, a failure of imagination can lead to shortsighted reasoning, as the organization chooses a familiar course of action before realizing it won't actually address the problem that needs to be solved. The authors contend that a project team can improve its chances of success by considering four dimensions associated with clear why statements: 1. Identity requires that the core problem be clearly articulated. 2. Location is the second dimension of an effective why statement and answers the question, "Where do we see the problem?" 3. Timing involves specifying when the problem occurs, when it began and how long it is likely to persist if no action is taken. 4. Magnitude speaks to the significance and scale of the issue and answers the question, "How big is the problem or gap in measurable terms?" The four dimensions of a why statement provide a structured description of the business gap that drives the project. A why statement should be developed early in the gestation of a project before significant resources are misdirected toward a poorly defined venture that misses the mark, or worse, solves the wrong problem.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT55119/?ar
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    Designing trustworthy organizations (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business ethics ; Social responsibility of business ; Electronic books ; Electronic books ; local
    Abstract: In the aftermath of the well-publicized frauds of Enron, WorldCom and Tyco circa 2001 and 2002, there were major efforts in the United States to restore trust and enforce corporate compliance. Among other things, the U.S. Congress passed the Sarbanes-Oxley Act of 2002, corporate spending on compliance increased an estimated $6 billion annually and leading business schools created ethics centers and made ethics training mandatory. Yet despite these reform efforts, corporate trust violations continue. In fact, some of the most insidious practices from the Enron era (notably, disguising financial weakness with offbalance-sheet debt) were front and center again during the global financial crisis of 2008. Why do trust failures continue to occur with such frequency, and how can they be reliably prevented? The authors found that building and sustaining organizational trust is different from building and sustaining interpersonal trust, and that major organizational trust violations are almost never the result of "bad apples" or "rogue employees." Rather, these violations are predictable in organizations that allow dysfunctional, conflicting or incongruent elements to take root. Trust betrayals occur, the authors note, when the organization actively caters to a group (or groups) at the expense of and even causing harm to another group. Given the global prevalence of social media, online global forums and 24-hour news cycles, a breach of trust with any one stakeholder group can rapidly undermine an organization's reputation for trust in its broader stakeholder community. Ironically, the authors note, trust failures can act as catalysts for creating a high-trust organization. Much can be learned about how to establish and sustain organizational trustworthiness by examining how organizations successfully restore trust after a major violation. In analyzing cases of companies that have attempted to repair trust, the authors identified three critical stages: investigation, organizational reform and evaluation. Reforms must be evaluated to ensure they are working as intended, and shortfalls must be addressed. Successful trust repair requires taking a systems perspective to accurately diagnose and reform the true faults in the organizational system.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54419/?ar
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    Building your company's capabilities through global expansion (2013)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: International business enterprises ; International trade ; Electronic books ; Electronic books ; local
    Abstract: New markets and new possibilities for expansion and acquisition make the global competitive landscape more dynamic, creating both threats and opportunities. The task of the global strategist involves not only identifying where to leverage a company's existing strengths but also how to enhance and renew its capabilities. The authors argue that the risks of global expansion can be greatly reduced by taking a systematic approach to the decision-making process about entering a new country. They conclude that the experience of many global companies suggests that expensive mistakes are often made when companies don't ask certain key questions before they make such internationalization decisions. By better understanding the nature of their own competitive advantages and how those advantages might fit into or be augmented by a new market, companies can greatly improve their chances of success. The authors illustrate their argument by drawing on the examples of companies such as CEMEX, Telefónica, Accor, Wal-Mart and IKEA. The authors propose two tests for the global strategist, one to use when a company is considering replicating a successful strategy in a new country, and the other to use when a company is seeking to acquire a new capability in a new market.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54202/?ar
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    Rfid sourcebook (2013)
    Indianapolis, IN : Prentich Hall Professional Technical Reference | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    Keywords: Electronic books ; local
    Abstract: The realistic, no-hype guide to RFID evaluation, planning, and deployment Approaching crucial decisions about Radio Frequency Identification (RFID) technology? This book will help you make choices that maximize the business value of RFID technology and minimize its risks. IBM's Sandip Lahiri, an experienced RFID solution architect, presents up-to-the-minute insight for evaluating RFID; defining optimal strategies, blueprints, and timetables; and deploying systems that deliver what they promise. Drawing on his experience, Lahiri offers candid assessments of RFID's potential advantages, its technical capabilities and limitations, and its business process implications. He identifies pitfalls that have tripped up early adopters, and shows how to overcome or work around them. This must-have resource can also act as a reference guide to any nontechnical person who wants to know about the technology. From building business cases to testing tags, this book shares powerful insights into virtually every issue you're likely to face. Coverage includes RFID "reality check": getting beyond the hype and the counterreaction Aligning RFID strategy with business strategy Assessing applications, both prevalent and emerging Identifying opportunities to use RFID beyond supply chain applications Choosing between RFID and barcodes Realistically assessing potential ROI, one step at a time Designing solutions that leverage RFID's advantages while overcoming its performance limitations Understanding business flows impacted by a potential RFID deployment Defining realistic roadmaps and timelines Addressing oft-neglected real-world issues, from tag validation through managing expectations Dealing with standards RFID Sourcebook will help you ask the tough questions...build the right applications...avoid costly mistakes...work more effectively with suppliers and partners...time your initiative...even find alternatives to RFID when that makes sense. Whatever your role in RFID strategy, planning, or execution, have Sandip Lahiri's experience and knowledge on your side: You'll dramatically improve your odds of success. © Copyright Pearson Education. All rights reserved.
    URL: https://learning.oreilly.com/library/view/-/0131851373/?ar
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    How disruptive will innovations from emerging markets be? : a brief discussion of disruptive innovation in emerging markets and the challenges that new low-cost products present to developed markets (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: New products ; Competition ; Electronic books ; Electronic books ; local
    Abstract: Companies located in developing countries are currently serving billions of local consumers with innovative and inexpensive products. Author Constantinos C. Markides poses the question of what happens when more of those companies make the leap into more developed markets. Is it inevitable that these low-end companies will overtake the more developed companies? Markides examines and explores the "The Disruption Process" in the marketplace. To begin with, to be disruptive, a product has to meet two conditions: it must start out as inferior in terms of the performance that existing customers expect, but superior in price. As a result, existing customers will initially ignore it, but other customers (usually non consumers of the incumbent products) will be attracted by its low price. Then, for a product to truly become disruptive, it must evolve to become "good enough" in performance (attracting mainstream customers from the earlier generation of incumbent products) while at the same time remaining superior in price. In other words, it must become "good enough" in performance and superior in price. Using historical examples, Markides looks at how disruptors and incumbents manage competition in the marketplace. Whether low-cost innovations from emerging countries end up disrupting markets in developed countries depends not only on whether the disruptors succeed in putting in place an innovative business model that supports their cost advantage but also on how aggressively the incumbents respond. For incumbents, knowing that much of their fate rests in their hands is half the battle won.
    Note: "Intelligence"--Cover. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54120/?ar
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    The key to social media success within organizations (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Organizational change ; Social media ; Business communication ; Electronic books ; Electronic books ; local
    Abstract: In this article, the authors show that although the use of social media can be an extremely valuable way to enrich a company's culture and enhance its productivity, it isn't a sure thing. Based on a survey of 1,060 executives about their experience with social media and a number of indepth qualitative case studies, the authors argue that the main reason some social media initiatives fail to bring benefits to companies is because the initiatives don't create emotional capital, which they define as a strong emotional connection between stakeholders and the company. In the end, social media is still media - that is, mediums of communication - and those new mediums can be used as badly and counterproductively as any traditional mode. To show how companies can create a winning strategy, the authors contrast the experiences of two companies - an unnamed technology company and Tupperware Nordic, the Scandinavian branch of the kitchenware company. The technology company focused on software to facilitate social networking, not on using those new tools to build communities. It also tended to communicate in ways employees found insincere. Between insincere messages from the executive team and easier communication with other disgruntled employees, the initiative had no real positive effects for the company. Tupperware, by contrast, used the technology to help the company convey community spirit to its sales associates and took advantage of social media's unique ability to foster better vertical and horizontal communication. The authors conclude that although social media can help create closer and more dynamic stakeholder relationships, success with an online community requires a leader who can build emotional capital and who values community building as a means of creating economic value.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54112/?ar
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    The messy business of management (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Leadership ; Business ; Electronic books ; Electronic books ; local
    Abstract: Author Mitroff opens his opinion piece with the question "Are you prepared to handle a mess?" In a period of rapid technological and business change, successful executives particularly need the ability to think critically - and to be aware that some of their most cherished assumptions may, at any point, be challenged or invalidated by changing events. Mitroff particularly focuses in his opinion piece on how business schools excel at teaching young managers well-structured models, theories and frameworks but need to spend more time helping their students surface, debate and test the assumptions underlying each model, theory or framework they are learning about. In this way, by developing students' critical thinking skills, universities would prepare young business leaders to succeed in a messy, uncertain world.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54121/?ar
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  • 50
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    Innovating with analytics (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Commercial statistics ; Electronic data processing ; Electronic books ; Electronic books ; local
    Abstract: In a recent data and analytics survey conducted by MIT Sloan Management Review in partnership with SAS Institute Inc., the authors found a strong correlation between the value companies say they generate using analytics and the amount of data they use. Combining the responses to several survey questions, they identified five levels of analytics sophistication, with those at Level 5 being most sophisticated and innovative. These analytical innovators in Level 5 had several defining characteristics. First, they tended to use more data than other groups. In fact, they were three times more likely than the 8% of those respondents who fell into the Level 1 category to say they used a great deal or all of their data. Second, there was a strong correlation between driving competitive advantage and innovation with analytics and how effective a company is at managing what the authors term "the information transformation cycle." This cycle refers to the process of capturing data, analyzing information, aggregating and integrating data, using insights to guide future strategy and disseminating information and insights. Respondents who fell into the Level 5 category also had a stronger need for speed than other survey respondents. Eighty-seven percent reported that the ability to process and analyze data more quickly was very important. Utilizing speed fell into three separate areas: customer experience, pricing strategy and innovation. Another intriguing finding from the survey involved the cultural impact on organizations. Some respondents reported that the use of analytics is shifting the power structure within their organizations. Analytical innovators, as a group, tended to be more likely than other groups to say that analytics has started to shift the power structure in their organizations.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54117/?ar
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    The benefits of combining data with empathy (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Customer relations ; Empathy ; Electronic books ; Electronic books ; local
    Abstract: Everyone has had encounters with automated telephone response systems and experienced the frustration of having to repeat voice commands multiple times before finally asking to speak to a service representative. Many large companies have become so focused on optimizing their business processes and systems that they have become all too willing to forget about cultivating emotional connections with customers. But in order to detect and respond to shifting customer needs, the authors argue, companies need to show more, not less, empathy with their customers. Some companies have found an approach that optimizes business processes and technology, the ability to foster emotional connections and the ability to use data empathetically. The authors call this approach softscaling. Successful softscaling is based on three core activities: nurturing emotional connections to achieve commitment and loyalty from employees, customers, suppliers and other business partners; optimizing business processes to achieve low-cost and reliable operational excellence; and combining data (captured by optimized processes and technology) with a deep understanding of local context to make empathic decisions. Being excellent at just one is not enough - it takes all three. These abilities are particularly important to businesses attempting to expand beyond their traditional customer bases and home markets, especially into volatile environments. Although the research was conducted in India, the authors maintain that the core tenets are equally applicable to companies in other emerging economies, as well as in sectors in developed markets that are experiencing rapid change. The authors examined five companies - Hero MotoCorp, Bharti Airtel, Tata Motors, Housing Development Finance Corp. and Max Healthcare - all of which integrate optimization and emotion, using evidence-based empathy that is grounded in data analytics. This strategy has enabled the companies to exploit opportunities to become market leaders in highly unstable, resource-constrained settings.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54119/?ar
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    Driving growth and employment through logistics (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Business logistics ; Industrial management ; Logistics ; Electronic books ; Electronic books ; local
    Abstract: Author Yossi Sheffi makes the argument that Logistics Clusters create jobs that are difficult to move offshore, and therefore lead to economic growth in multiple sectors. Logistics clusters are local networks of businesses that provide a wide array of logistics services, including transportation carriers, warehousing companies, freight forwarders and third-party logistics service providers. They also include the distribution operations of retailers, manufacturers (for both new products and aftermarket parts) and distributors. These clusters attract companies for whom logistics is a critical element of their service offering or a large part of their overall costs. In recent years, logistics clusters have received support and funding from regional and national governments all across the world seeking to promote economic growth. Logistics clusters have the ability to address several challenges many economies face, including the pressing need for good jobs, higher levels of foreign trade and infrastructure renewal. In addition to helping companies navigate global supply networks, logistics clusters can lead the way in sustainable transportation and energy-efficient storage and transportation operations. The author contends they are contributing to the efficiency of global supply chains and, in the process, increasing international trade and global trade flows.
    Note: Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54111/?ar
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    The role of the chief strategy officer : a summary of research identifying four archetypes of chief strategy officers, and how boards and CEOs can use this information to choose the right type of CSO for their leadership teams (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Strategic planning ; Management ; Electronic books ; Electronic books ; local
    Abstract: The Chief Strategy Officer (CSO) is a comparatively new but increasingly important role in many organizations. To explore the role of the CSO, the authors conducted 24 interviews with CSOs at U.K. companies that are part of the FTSE 100 Index, across a number of industrial sectors. Secondary data - company reports, strategy documents and presentations - were used to complement the interviews. From this study of interviews and secondary data, the authors have developed a typology of four CSO archetypes - Internal Consultant, Specialist, Coach and Change Agent - who carry out a variety of responsibilities in the role of the CSO. By understanding how the duties of the CSO can vary significantly from organization to organization, boards and CEOs can make better decisions about which type of CSO is necessary for their leadership teams.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54110/?ar
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  • 54
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    What matters most in internet retailing (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Electronic commerce ; Electronic books ; Electronic books ; local
    Abstract: Online retailing is far and away the fastest growing retail sector in the United States. The growth is being fed by two forces: (1) traditional retailers are getting their "Internet acts" together, and (2) "pure play" retailers are becoming increasingly innovative. The authors studied two groups: online retailers selling popular-brand consumables for the home, such as laundry detergent, pet supplies and diapers (represented by Netgrocer.com and Diapers.com); and online retailers selling specialty items, including fashion eyeglasses and apparel for men (represented by WarbyParker.com and Bonobos.com). They came up with a set of findings that may have important implications not just for pure-play Internet retailers but for more traditional retailers, too. Among them: Individual consumer acceptance depends on offline shopping costs. For Internet retailers, the best market opportunities are with customers in locations where offline retail shopping is limited and costs (including sales tax) are high. Sales evolution is structured and predictable. Although initial online sales in a particular region, and some geographic variation in sales across regions, may be driven by offline product costs, growth is fueled by the sharing of information among friends and neighbors. The authors' research on Netgrocer.com, an online retailer that delivers groceries, found that ZIP codes with lots of new customers tended to be adjacent to areas that had high concentrations of customers in earlier periods. Migrating from "good" to "great" requires expansion to niche locations. Although sales emerge first in areas where customers face high offline shopping costs and are propagated through local customer interactions, in order for online retailers to extend their reach they need to tap into hundreds or thousands of markets that individually represent few sales but collectively add up to significant numbers. Different locations require different customer acquisition strategies. In ZIP codes with a high physical density of customers, offline word of mouth can be particularly powerful. Traditional print advertising tended to work well in less dense environments.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54116/?ar
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    Making mergers work (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consolidation and merger of corporations ; Corporate reorganizations ; Electronic books ; Electronic books ; local
    Abstract: Planning for post-merger integration typically focuses on operational issues, such as harmonizing product lines and financial and human resource information systems, and determining which employees are retained and which ones are let go. Attention is also paid to the identity of the merged enterprise in a superficial sense. The name of the acquirer may be retained, or a new logo may be created or a new name found. But for organizations to achieve the psychological synergies required to realize economic synergies from mergers and acquisitions, the authors argue that executives need to attend to a more complex, deeper set of identity issues. These issues define the essence of the entity and give employees a clear answer to the question "Who are we?" and external stakeholders a clear answer to the question "Who are they?" The first question refers to an organization's members' view of what makes it unique among all other organizations. The second question captures what external audiences believe is the essence of the organization. Left unattended, these deeper identity issues will diminish engagement and will inevitably affect the performance of the merged entity. Operational integration post-merger is a necessary but not sufficient condition for successful performance. Careful attention to identity integration is also essential for success. The authors argue that there is no "one best way" and that in fact there are four distinct paths that can be followed to achieve identity integration: assimilation, federation, confederation and metamorphosis. Each of these paths represents a particular combination of the answers to two questions that managers must confront in anticipation of a merger or acquisition: What should be done with the identities that the parties to the merger bring with them (in other words, their historical identities)? And how should a common identity for the future be built?
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54118/?ar
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    Increasing the ROI of social media marketing (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Social media ; Marketing ; Rate of return ; Electronic books ; Electronic books ; local
    Abstract: With the growth of social media, influencing consumer preferences and purchase decisions through online social networks and word of mouth is an increasingly important part of every marketer's job. Companies such as Geico, Dell and eBay are adapting the traditional "one-way" advertising message and using it as a stepping-stone to begin a two-way dialogue with consumers via social media. Marketers know that theoretically, social media should be a powerful way to generate sustainable, positive word-of-mouth marketing. If marketers can only select the right social media platform, design the right message and engage the right users to spread that message, their campaign should be a success. But until now, that's been a big if. The authors propose a seven-step framework for success in social media marketing campaigns. Their framework involves identifying social media users who are not only influential but also particularly interested in the company's product or service category and then recruiting and incentivizing those influencers to talk about the company's product or service. The authors describe the implementation of their seven-step framework at Hokey Pokey Ice Cream Creations, an upscale ice-cream retailer with more than a dozen outlets across India. Hokey Pokey's social media campaign resulted in substantial increases in brand awareness, social media ROI and sales revenue growth rate for the company. The authors also explain three new metrics they developed for use in social media marketing campaigns: the Customer Influence Effect, which measures the influence a social media user has on other users in the network; the Stickiness Index, which helps identify social media users who actively discuss the company's product or service category; and Customer Influence Value, which helps measure the monetary gain or loss realized by a company in social marketing campaigns by accounting for an individual's influence on purchases by other customers and prospects.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54115/?ar
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    Amoeba management : lessons from Japan's Kyocera (2012)
    Cambridge, MA : MIT
    Details
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Kyōsera Kabushiki Kaisha ; Industrial management ; Organizational effectiveness ; Electronic books ; Electronic books ; local
    Abstract: A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving managers and employees more responsibility and accountability for the performance of their own profit centers. But the authors argue that few companies have taken things as far as Kyocera Corp. Headquartered in Kyoto, Japan, Kyocera produces a range of industrial ceramics, semiconductor components, electronics devices and information and telecommunications equipment. During its more than five decades in business, a key driver of Kyocera's growth and success, the authors say, has been its distinctive entrepreneurial culture, known internally as "amoeba management." Kyocera founder Kazuo Inamori developed the amoeba management system to help ordinary employees without any operations or finance backgrounds see how they can contribute to the success of the business. Within Kyocera, there are some 3,000 amoebas, most of which have between five and 50 employees. They are expected to operate independently and find ways of working with other amoebas to achieve profitable growth. Amoebas share their plans with senior managers at plantwide assemblies. Hourly efficiency is the primary measure of amoeba performance. The ratio allows management to make profitability comparisons across amoebas and time. The authors note that Kyocera's system is better suited for business environments characterized by intense competition and fast technological change, because companies in such environments require decentralized structures.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
    URL: https://learning.oreilly.com/library/view/-/53863MIT54114/?ar
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    The executive guide to information security : threats, challenges, and solutions (2010)
    Indianapolis, IN : Addison Wesley Professional | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    Keywords: Electronic books ; local
    Abstract: Praise for The Executive Guide to Information Security "In today's world, no business can operate without securing its computers. This book conveys that message in clear, concise terms and acts as a tremendous primer to CEOs." - from the Foreword by Richard A. Clarke "Every CEO is responsible for protecting the assets of their corporation-the people, intellectual property, corporate and customer information, infrastructure, network, and computing resources. This is becoming both more important and more difficult with the rise in the number and sophistication of cyber threats. This book helps the CEO understand the issues and ask the right questions to implement a more effective strategy for their business." - Steve Bennett, president and CEO, Intuit "Mark Egan and Tim Mather help nontechnical executives gain a comprehensive perspective over the security challenges that all companies face today. This book is well structured and practical. Yet, it also stresses that a strategic approach to cyber security is essential, and that "tone at the top" will determine the effectiveness of any corporate cyber security policy." - Eric Benhamou, chairman of the board of directors, 3Com Corporation, palmOne, and PalmSource, Inc "This book is not about cyber security; it's about managing one's company and the role that cyber security plays in that scenario. It's chilling to think of how vulnerable the assets of a business are on a computer network; this book is a fire alarm in the night for business executives to realize computer security is not a tech issue-it's a business issue worthy of the same attention and priority that business executives might place on any other mission-critical element of their company." - George Reyes, CFO, Google "This is a must read for any executive of any size company. The Internet makes all businesses equal in that they are subject to the same types of threats regardless of their product. In this book, the CIO and security director of one of the top security companies makes the business case for security and tells you what to do to successfully mitigate threats." - Howard A. Schmidt, former cyber security advisor to the White House, CSO Microsoft, and VP CISO eBay "This book gives an excellent overview of the issues around securing information at a time in our history when information is extremely vulnerable to outside attack, retrieval, or manipulation. Steps taken now can make a huge difference to a company's ability to survi...
    URL: https://learning.oreilly.com/library/view/-/0321304519/?ar
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    Building high availability Windows Server 2003 solutions (2009)
    Indianaolis, IN : Addison Wesley Professional | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    Keywords: Electronic books ; local
    Abstract: This is the definitive resource for every network administrator, consultant, and architect who needs to maximize availability, scalability, and performance in Windows server environments. Drawing on two decades of Windows server experience, Jeffrey Shapiro and Marcin Policht have written the most realistic, comprehensive, and independent Windows high availability guide ever published. One step at, a time, they help you plan, implement, and manage clustering, load balancing, fault tolerance, SQL Server, Exchange Server, and much more. Along the way, they address crucial high availability topics that are virtually ignored by most books, such as disaster recovery, performance monitoring, and operations management. Shapiro and Policht offer a clear, concise roadmap for keeping Windows servers running 24x7 and delivering on even the most challenging service-level agreements. They provide real-world case studies and easy-to-use instructions designed to help readers make better decisions more rapidly. Coverage includes Building the foundations for a highly available Active Directory and network architecture Selecting and integrating high-performance hardware, storage, and networks Installing and configuring Windows Clustering Services for both scale-out and failover Leveraging the Microsoft Operations Framework (MOF) and Microsoft Systems Architecture (MSA) Delivering high-performance, high availability file- and print-server solutions Using clustering to maximize SQL Server and Exchange Server availability Restoring failed servers: best practices and step-by-step techniques for recovering from downtime or disaster Deploying Network Load Balancing (NLB) IIS and application servers Administering Windows Server 2003 high-performance systems-including performance monitoring and alerts with Microsoft Operations Manager Avoiding the pitfalls associated with Windows high availability solutions © Copyright Pearson Education. All rights reserved.
    URL: https://learning.oreilly.com/library/view/-/0321228782/?ar
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    Winners never cheat : everyday values that we learned as children (but may have forgotten) (2008)
    Upper Saddle River, N.J. : Wharton School Publishing | Boston, MA :Safari,
    Details
    Language: English
    Pages: xxviii, 185 p. ; , 19 cm
    DDC: 174/.4
    Keywords: Huntsman, Jon M ; Business ethics ; Businessmen ; United States ; Biography ; Executives ; Conduct of life ; Success in business ; Moral and ethical aspects ; Electronic books ; local
    Abstract: Next time someone tells you business can't be done ethically -- corners must be cut, negotiations can't be honest -- hand them Jon Huntsman's new book. He started with practically nothing, and made it to Forbes'list of America's Top 100 richest people. Huntsman's generous about sharing the credit, but in the 21st century, he's the nearest thing to a self-made multi-billionaire. Now, he presents the lessons of a lifetime: a passionate, inspirational manifesto for returning to the days when your word was your bond, a handshake was sacred, and swarms of lawyers weren't needed to back it up. This is no mere exhortation: it's a practical business book about how to listen to your moral compass, even as others ignore theirs. It's about how you build teams with the highest values, share success, take responsibility, and earn the rewards that only come with giving back. Huntsman's built his career and fortune on these principles. You don't live these principles just to 'succeed': you live them because they're right. But in an age of non-stop business scandal, Huntsman's life proves honesty is more than right: it's the biggest competitive differentiator.
    URL: lizenzpflichtig
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    Mac OS X UNIX : 101 byte-sized projects (2006)
    Berkeley, Calif. : Peachpit Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xviii, 614 p. ; , 23 cm
    DDC: 005.432
    Keywords: Mac OS ; UNIX (Computer file) ; Electronic books ; local
    Abstract: Unix is no longer someone else's OS. With Mac OS X built on top of it, Unix is becoming a household name, and more and more Mac users are ready to take it on. This book is for them! Based on a popular series of Unix tips, this book promises to deliver what most other Unix guides fail to: comprehensive tutorials and instruction on specific Unix subjects, commands, and projects, not just a handy reference guide. Arranged into 101 mini tutorials in 11 key technology areas, this book provides all the tricks, techniques, and training that you need to understand how the system works and start using it immediately. You will quickly learn the basics to working with the Unix command line as well as work on specific tutorials/exercises, including: browsing and searching the directory file-system; viewing, searching, and processing file content; using text editors; shell scripting; cool commands; and more.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0321374118/?ar
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    Powerful times : rising to the challenge of our uncertain world (2006)
    Upper Saddle River, NJ : Wharton School Pub. | Boston, MA :Safari,
    Details
    Language: English
    Pages: xix, 342 p. , ill. ; , 24 cm
    DDC: 909.08
    Keywords: Civilization, Modern ; 1950- ; Electronic books ; local
    Abstract: Understand the most revolutionary human transformation in four centuries... and prepare for it! We're not just living through an age of change: we're living through a 'change of age': the most profound inflection point in human history since the Enlightenment. That's the thesis of Eamonn Kelly's remarkable new book Powerful Times . From terrorism and nuclear proliferation to emerging technologies and economic globalization, Kelly weaves together 7 powerful 'dynamic tensions' that will reshape human life in the coming decades. Kelly offers breakthrough insights into how these tensions will conflict -- and how they'll resonate, creating giant waves of change beyond anything we've ever faced. He takes on the truly big questions. To answer pivotal questions, Kelly draws on breakthrough 'scenario planning' techniques he pioneered: techniques hundreds of top organizations now rely on. Simply put, this book will help you prepare for humanity's most profound transition in 400 years. For every executive, strategist, manager, entrepreneur, public policymaker, and citizen interested in the trends that will most powerfully impact business and life in the coming decades. Eamonn Kelly, the CEO and president of Global Business Network , the renowned future-oriented network and consulting firm, has for over a decade and has been at the forefront of exploring the emergence of a new, knowledge-intensive economy, and its far-reaching consequences for society, organizations and individuals. He has consulted with senior executives at dozens of the world's leading corporations in virtually every leading business sector; with key global and national public agencies, and with major philanthropic foundations. Kelly co-authored What's Next: Exploring the New Terrain for Business and The Future of the Knowledge Economy , and authored GBN's 2003 Scenario Book .
    Note: Includes bibliographical references and index
    URL: lizenzpflichtig
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    Macromedia Dreamweaver 8 unleashed (2006)
    Indianapolis, Ind. : Sams | Boston, MA :Safari,
    Details
    Language: English
    Pages: ix, 1020 p. , ill. ; , 24 cm
    DDC: 005.72
    Keywords: Dreamweaver (Computer file) ; Web site development ; Electronic books ; local
    Abstract: Macromedia Dreamweaver 8 Unleashed is your complete reference guide to developing dynamic, data-driven web sites and applications with Dreamweaver 8. Based on the newest version of Dreamweaver, you will find comprehensive and up-to-date instruction on developing complex applications, as well as how to collect information from users, personalize their online experience, and use a variety of built-in site management tools to create the ultimate web site experience. With Macromedia Dreamweaver 8 Unleashed , you will learn how to fully exploit Dreamweaver 8 by working with frames and framesets, layers, incorporating multimedia and animation, and adding dynamic elements such as a shopping cart.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0672327600/?ar
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    Adobe Bridge official JavaScript reference : automate your CS2 workflow (2006)
    San Jose, CA : Adobe Systems | Boston, MA :Safari,
    Details
    Language: English
    Pages: xviii, 264 p. , ill. ; , 23 cm
    Keywords: JavaScript (Computer program language) ; Web sites ; Design ; Electronic books ; local
    Abstract: While creative professionals spend much of their time working on illustrations, photo-editing, and laying out pages, many parts of their jobs are anything BUT creative. Too often, they spend their time doing repetitive, time-wasting tasks such as placing and replacing images, correcting errors in text, cutting and pasting, and preparing files for printing. Yet virtually every repetitive or time-consuming task that creative professionals have to do in the Adobe Creative Suite can be streamlined with the help of a script. Adobe Bridge is the new navigational center built into Adobe Creative Suite 2 software, giving users instant access to their Adobe Creative Suite project files, applications, and settings. And like all of Adobe Creative Suite 2's components, Adobe Bridge has built-in JavaScript support. Now available in print for the first time, this scripting reference provides the information experienced JavaScript users need to create scripts for Adobe Bridge, whether you're looking to create a custom file browsing view, need to export metadata from selected thumbnails automatically, or want to create custom navigational bars or dialog boxes that help streamline your company's production workflow. If you're familiar with JavaScript,, C and C++ programming, and the Adobe Creative Suite, this reference will show you how to use the scripting API to extend and manipulate Adobe Bridge.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0321409728/?ar
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    Indesign CS2 for macintosh and windows (2006)
    Berkeley : Peachpit Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: 582 p
    Keywords: Electronic books ; local
    Abstract: You already know why it makes sense for you to learn Adobe InDesign: because major magazines, newspapers, book publishers, ad agencies, graphic-design firms, and corporate creative groups worldwide use it to increase productivity and refine creative results. And you need to get up to speed on the very newest version--Adobe InDesign CS2--today! Enter Adobe InDesign CS2 for Macintosh and Windows: Visual QuickStart Guide. Using the task-based, visual approach that has become the hallmark of Peachpit's popular Visual QuickStart Guides, this volume provides a fast, easy, comprehensive introduction to everything InDesign. You'll learn about all aspects of the InDesign interface, including its tools and palettes, as well as how to create documents and master pages, import and style text and objects, automate your work, manage long documents, use the Bezier pen tools,create interactive PDF elements, and work with color. You'll also learn how to use the new Adobe Bridge file browser to locate, manage, and drag and drop assets easily into your InDesign layouts. You'll find a new chapter on working with InCopy, complete coverage of more advanced topics (like preflighting and advanced text control) and a thorough introduction to all of InDesign's productivity-enhancing features and tools.
    URL: https://learning.oreilly.com/library/view/-/0321322010/?ar
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    Collaboration explained : facilitation skills for software project leaders (2006)
    Indianapolis : Addison-Wesley | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    DDC: 005.3
    Keywords: Computer software ; Development ; Management ; Electronic books ; local
    Abstract: " Collaboration Explained is a deeply pragmatic book that helps agile practitioners understand and manage complex organizational and team dynamics. As an agile coach, I've found the combination of straightforward advice and colorful anecdotes to be invaluable in guiding and focusing interactions with my teams. Jean's wealth of experience is conveyed in a carefully struck balance of reference guides and prose, facilitating just-in-time learning in the agile spirit. All in all, a superb resource for building stronger teams that's fit for agile veterans and neophytes alike." -Arlen Bankston, Lean Agile Practice Manager, CC Pace "If Agile is the new 'what,' then surely Collaboration is the new 'how.' There are many things I really like about Jean's new book. Right at the top of the list is that I don't have to make lists of ideas for collaboration and facilitation anymore. Jean has it all. Not only does she have those great ideas for meetings, retrospectives, and team decision-making that I need to remember, but the startling new and thought-provoking ideas are there too. And the stories, the stories, the stories! The best way to transfer wisdom. Thanks, Jean!" -Linda Rising, Independent Consultant The Hands-On Guide to Effective Collaboration in Agile Projects To succeed, an agile project demands outstanding collaboration among all its stakeholders. But great collaboration doesn't happen by itself; it must be carefully planned and facilitated throughout the entire project lifecycle. Collaboration Explained is the first book to bring together proven, start-to-finish techniques for ensuring effective collaboration in any agile software project. Since the early days of the agile movement, Jean Tabaka has been studying and promoting collaboration in agile environments. Drawing on her unsurpassed experience, she offers clear guidelines and easy-to-use collaboration templates for every significant project event: from iteration and release planning, through project chartering, all the way through post-project retrospectives. Tabaka's hands-on techniques are applicable to every leading agile methodology, from Extreme Programming and Scrum to Crystal Clear. Above all, they are practical: grounded in a powerful understanding of the technical, business, and human challenges you face as a project manager or development team member. · Build collaborative software development cultures, leaders, and teams · Prepare yourself to collaborate-and prepare your t...
    URL: https://learning.oreilly.com/library/view/-/0321268776/?ar
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    Deal with your debt : the right way to manage your bills and pay off what you owe (2006)
    Upper Saddle River, NJ : Pearson Prentice Hall | Boston, MA :Safari,
    Details
    Language: English
    Pages: xviii, 214 p. ; , 23 cm
    DDC: 332.024/02
    Keywords: Consumer credit ; Debt ; Electronic books ; local
    Abstract: Most people carry debt for most of their adult lives. Yet, most books on debt focus mainly on how to pay it all off, and live forever without it. Too often, following that advice leads only to failure. People either give up, or pay off the wrong kinds of debt. They strand themselves with too little flexibility to survive a financial crisis -- and land in bankruptcy court. They neglect saving for retirement, homes, or college, and end up poorer than they might have been. For most people, it's more realistic -- and smarter -- to control and manage debt effectively, rather than eliminating it completely. Debt Smart shows how. Award-winning personal finance columnist Liz Weston explains the rules and explodes the myths surrounding debt. Discover the crucial role debt can play in a portfolio, identifying debts that actually contribute to wealth and flexibility, while avoiding or eliminating "toxic" debts. Weston presents effective strategies for evaluating, monitoring, and paying every form of debt, from credit cards and mortgages to student and auto loans. She offers practical guidelines for how much debt one should take on. Find realistic (and often surprising) guidance on everything from home equity loans and 401K borrowing to small business loans.
    Note: Includes index
    URL: lizenzpflichtig
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    BlackBerry in a snap (2006)
    Indianapolis, Ind. : Sams Pub. | Boston, MA :Safari,
    Details
    Language: English
    Pages: iv, 377 p. , ill. ; , 24 cm
    DDC: 004.16
    Keywords: BlackBerry (Computer) ; Pocket computers ; Electronic books ; local
    Abstract: Wish your BlackBerry 7100 had come with a little more meat in the owner's manual? BlackBerry 7100 In a Snap is your wish come true. This task-oriented guide goes well beyond the BlackBerry 7100 owner's manual and guides you through its devices using practical usage scenarios. Jump in anywhere, and learn how to squeeze every bit of mobile power out of your BlackBerry 7100, one task at a time. You will learn how to: Manage your BlackBerry 7100 from your desktop Take control of e-mail with the built-in Web Client Text message Use your BlackBerry 7100 as the ultimate mobile phone Manage your time with the calendar Organize your to-do list with tasks You will also learn about advanced features that go beyond simple phone and communicator usage, and you'll be able to reference quick tutorials on a broad array of features and practices with this essential guide from the In a Snap series.
    Note: "Covers BlackBerry 7100 series"--Cover. - Includes index
    URL: https://learning.oreilly.com/library/view/-/0672326701/?ar
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    Real world Adobe Illustrator CS2 (2006)
    Berkeley, Calif. : Peachpit Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xx, 531 p. , ill. ; , 24 cm
    DDC: 006.6869
    Keywords: Adobe Illustrator (Computer file) ; Computer graphics ; Electronic books ; local
    Abstract: How do you define a serious Illustrator user? How about one who uses Illustrator to produce robust and professional-looking vector graphics but also needs the program to be flexible and efficient in workflow and production cycles. If this describes you or the user you strive to be, then you need this book Filled with the industrial-strength techniques and best practices required to get you up to speed fast on Illustrator CS2 without missing a beat in your production workflow, Real World Adobe Illustrator CS2 is the definitive reference for the serious Illustrator user. Thoroughly updated for this version of the software, Illustrator pro Mordy Golding offers a complete guide to the new features such as Live Trace, Live Paint, the Control Palette, Custom Workspaces, and expanded support for Mobile devices, to name a few. You'll also find practical insights on creating type, symbols, graphs, color, effects, Web graphics, and more. Along with tips, sidebars, and expert commentary, there are also numerous illustrations and screen shots included to offer readers the most complete coverage on this extraordinary application. Designers from all fields--illustrators, animators, package designers, graphic designers, web designers, and more--will find Real World Adobe Illustrator CS2 their one-stop guide to creating powerful designs in Illustrator CS2. For more information check out Mordy's blog at http://rwillustrator.blogspot.com/.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0321337026/?ar
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    Solaris 10 system administration (2006)
    [Indianapolis, Ind.] : Que Certification | Boston, MA :Safari,
    Details
    Language: English
    Pages: xx, 1077 p. , ill. ; , 24 cm. +
    Series Statement: Exam prep
    DDC: 005.4/32
    Keywords: Solaris (Computer file) ; Operating systems (Computers) ; Examinations ; Study guides ; Electronic books ; local
    Abstract: A new edition of this title is available, ISBN-10: 0789737906 ISBN-13: 9780789737908 The Solaris 10 System Administrator Certification Exam Prep 2 is the ideal book for both new and seasoned system administrators. This book will give you the insight you need into the newest certification exams for system administrators, the 310-200 and the 310-202. It offers classroom-style training by one of the best and well-known authors in the Solaris world, Bill Calkins . It will equip you with vital knowledge for success on exam day plus it acts a reference guide that will come in handy after the test. The content addresses all the new exam objectives in detail and will show you how to apply this knowledge to real-world scenarios. The included CD features ExamGear's innovative test engine, which will be an effective tool for preparing for the Solaris 10 exam. It provides you with five different ways to test yourself, random questions and order of answers, detailed explanations of correct and incorrect answers, and it pays special attention to exam objectives. Also included on the CD is a PDF of the complete text of the book.
    Note: "Exam CX-310-200, exam CX-310-202"--Cover. - Includes index
    URL: https://learning.oreilly.com/library/view/-/0789734613/?ar
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    Sams teach yourself programming with Java in 24 hours (2006)
    Indianapolis, Ind. : Sams | Boston, MA :Safari,
    Details
    Language: English
    Pages: xiv, 558 p. , ill. ; , 24 cm. +
    Edition: 4th ed.
    DDC: 005.71262
    Keywords: Java (Computer program language) ; Electronic books ; local
    Abstract: If you have been wanting to learn Java, check out the newly revised fourth edition of the best-seller Sams Teach Yourself Programming with Java in 24 Hours . This step-by-step tutorial will teach you how to create simple Java programs and applets. Comprised of 24 one-hour lessons, this new edition focuses on key programming concepts and essential Java basics, has been improved by dozens of reader comments, and is reorganized to better cover the latest developments in Java. The book's coverage of core Java programming topics has also been expanded. A great starting point for learning Java, this book is also a great primer to reading sams Teach Yourself Java in 21 Days .
    Note: Includes index. - Previous ed. published as: Sams teach yourself Java 2 in 24 hours. 2003
    URL: https://learning.oreilly.com/library/view/-/0672328445/?ar
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    Sams teach yourself Lotus Notes 7 in 10 minutes (2006)
    Indianapolis, Ind. : Sams | Boston, MA :Safari,
    Details
    Language: English
    Pages: ix, 366 p. , ill. ; , 21 cm
    DDC: 005.5
    Keywords: Lotus Notes ; Business ; Computer programs ; Database management ; Computer programs ; Electronic mail systems ; Groupware (Computer software) ; Electronic books ; local
    Abstract: In today's fast paced world, we're lucky to get spare time each day to think, relax, read, take a nap...Who has time to learn something new? You do. Sams Teach Yourself Lotus Notes 7 in 10 Minutes is an essential reference guide to Lotus Notes 7 with practical answers for people who need fast results. Broken into concise ten minutes sections, you will learn about the features of Lotus Notes 7, including: E-mail Calendar Web Conferencing TeamRoom Discussion Templates Discover Folders Discover and master the use of features that you didn't even know existed with Sams Teach Yourself Lotus Notes 7 in 10 Minutes .
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0672328003/?ar
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    Novell Linux Desktop 9 administrator's handbook (2006)
    Indianapolis, Ind. : Novell Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xv, 362 p. , ill. ; , 23 cm
    DDC: 005.446
    Keywords: Linux ; Operating systems (Computers) ; Electronic books ; local
    Abstract: What better way to learn something than from the inside? Novell Linux Desktop 9 Administrator's Handbook brings you inside the system and inside the only Novell authorized administrator's handbook for the new Novell Linux Desktop (NLD). Learn how NLD interacts with other Novell components and how to integrate security throughout the operating system. You'll also cover: Working with graphical interfaces, devices and file systems How to boot, initialize, shutdown and run levels Linux administration With the help of Novell Linux Desktop 9 Administrator's Handbook , you will master the administration of Novell Linux Desktop 9 systems.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0672327902/?ar
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    Novell ZENworks 7 Linux Management administrator's handbook (2006)
    Indianapolis, Ind. : Novell Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xiv, 246 p. , ill. ; , 23 cm. +
    DDC: 005.438
    Keywords: Linux ; Z.E.N.works ; Graphical user interfaces (Computer systems) ; Electronic books ; local
    Abstract: Novell ZENworks Linux Management Administrator's Handbook is the official guide to ZENworks Linux Management, written by Ron Tanner , Novell ZENworks product manager, and Richard Whitehead , Novell ZENworks product marketing manager. Learn about the innovative combination of SUSE Linux and the advanced management capabilities of ZENworks that has positioned Novell as the leading enterprise Linux solution provider. You will learn about: The ZENworks family The ZENworks Management web console Registering devices into them system and system settings Reporting Common device management tasks Keeping servers synchronized Troubleshooting Gather insight directly from the minds behind ZENworks Linux Management with the Novell ZENworks Linux Management Administrator's Handbook .
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0672327848/?ar
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    Java after hours : 10 projects you'll never do at work (2006)
    Indianapolis, Ind. : Sams | Boston, MA :Safari,
    Details
    Language: English
    Pages: vii, 326 p. , ill. ; , 24 cm
    DDC: 005.2762
    Keywords: Java (Computer program language) ; Electronic books ; local
    Abstract: Take your Java programming skills beyond the ordinary. Java After Hours: 10 Projects You'll Never Do at Work will make Java your playground with ten detailed projects that will have you exploring the various fields that Java offers to build exciting new programs. You'll learn to: Create graphics interactively on Web servers Send images to Web browsers Tinker with Java's Swing package to make it do seemingly impossible things Search websites and send e-mail from Java programs Use multithreading, Ant and more! Increase your Java arsenal by taking control of Java and explore its possibilities with Java After Hours .
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0672327473/?ar
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    Adobe GoLive CS2 official JavaScript referenc (2006)
    Berkeley, CA : Adobe | Boston, MA :Safari,
    Details
    Language: English
    Pages: liii, 499 p. , ill. ; , 24 cm
    Keywords: Adobe GoLive ; JavaScript (Computer program language) ; Web sites ; Design ; Electronic books ; local
    Abstract: Written by the engineers and scripting experts at Adobe-and now available for the first time in print-this book is an essential reference guide for developers who want to extend the capabilities of Adobe GoLive CS2 using JavaScript and the special markup tags that the GoLive CS2 SDK (Software Developer's Kit) provides. If you're familiar with GoLive, JavaScript, and C and C++ programming, you'll find the information you need to create custom tools and extensions tailored to your specific GoLive tasks. For example, you can create floating palettes and task-specific dialogs that include text, graphics, and controls; add custom HTML elements that can be edited in an Inspector palette; add new controls to the Objects palette-anything that helps streamline your company's GoLive workflow. And since nearly all of the user commands in GoLive are made available in JavaScript, you can use JavaScript to automate repetitive tasks--for example, editing all the documents on your Web site automatically, or customizing menu items in GoLive according to the contents of a specific database. These are just a few of the ways that scripting can save you from hours of time-consuming tasks in GoLive.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/032140971X/?ar
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    Adobe Photoshop CS2 official JavaScript reference (2006)
    Berkeley, CA : Adobe Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xlv, 409 p. ; , 24 cm
    Keywords: Adobe Photoshop ; Computer graphics ; JavaScript (Computer program language) ; Electronic books ; local
    Abstract: Do you spend too much time doing repetitive production tasks such as placing and replacing images, resizing them, dragging them from one document to another, and preparing images for printing instead of being creative? Do you use Adobe Photoshop CS2 and have some experience with scripting? You're in luck. Since Adobe Creative Suite 2 was created with built-in support for scripting, virtually every repetitive or time-consuming task that creative professionals have to do in the Adobe Creative Suite can be streamlined with the help of a script. This book describes how to use JavaScript to manipulate and extend Adobe Photoshop within Adobe Creative Suite 2, and provides reference information for the JavaScript objects, properties, and functions defined by Adobe's applications. Now available in print for the first time, this scripting reference provides the information experienced JavaScript users need to create custom scripts for Photoshop, whether you're looking to automate Camera Raw options and settings, automatically resize and export large batches of images into your page-layout application, or want to automatically add metadata, like a copyright notice, to selected image files. These are just a few examples of how you can use Photoshop CS2's built-in scripting capabilities to save you from hours of repetitive tasks.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0321409701/?ar
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    Novell GroupWise 7 user's handbook (2006)
    Indianapolis, Ind. : Novell Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xviii, 412 p. , ill. ; , 23 cm
    DDC: 005.57
    Keywords: Novell GroupWise ; Electronic calendars ; Electronic mail systems ; Office practice ; Automation ; Scheduling ; Computer programs ; Electronic books ; local
    Abstract: Novell GroupWise 7 User's Handbook is ideal for users providing information on the features of the GroupWise 7 client to solve collaboration and communication issues. You will be introduced to the significant new features of the new version of Novell GroupWise through step-by-step instructions. You will master the new version and increase your knowledge of GroupWise from the authoritative source, Novell Press.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0672327899/?ar
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    Adobe InDesign CS2 work : projects you can use on the job (2006)
    Indianapolis, Ind. : Sams | Boston, MA :Safari,
    Details
    Language: English
    Pages: xii, 320 p. , ill. ; , 24 cm
    DDC: 686.22544536
    Keywords: Adobe InDesign ; Desktop publishing ; Electronic books ; local
    Abstract: Adobe InDesign CS2 is a powerful, but complicated, page layout technology. Sure, learning how to use the various tools and techniques is important, but what you really need and want to know is how to put those tools and techniques to use to complete projects at work. That's where Adobe InDesign CS2 Work: Projects You Can Use on the Job comes into play. The InDesign tools and basics are introduced to you in the first three chapters. After that, you will accomplish a variety of real-world job tasks with detailed instructions that allow for personalization. The projects you will learn to tackle include: Business Collateral Marketing Materials Newspaper/Magazine Ads and Posters Brochures Interactive Reports/Presentations Monthly Newsletters Product Catalogues Order Forms Annual Reports Tips, tricks and notes provide you with the information that you need to carry over what you learn in Adobe InDesign CS2 @ Work: Projects You Can Use on the Job to your job. Put your knowledge and talents to work! "I'm really impressed with Adobe InDesign @work: Projects You Can Use on the Job. Cate Indiano found just the right balance of easy step-by-step instructions and pertinent background information, including workflow, project management, and production issues. The example layouts and files are well-designed and provide real-world context for the entire book. You won't find any fluff here - just a combination of clear and purposeful text and screenshots." Adam Pratt, Application Engineer, Adobe Systems, Inc. "Cate Indiano has produced a thorough, well thought out book. She's an excellent instructor and her focus on making sure her readers learn what they need to know to produce work efficiently in the real world is very evident in this book." Sterling Ledet, Sterling Ledet & Associates
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/067232802X/?ar
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    Novell Linux Desktop 9 : user's handbook (2006)
    Indianapolis, Ind. : Novell Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xiii, 435 p. , ill. ; , 23 cm. +
    DDC: 005.446
    Keywords: Linux ; Operating systems (Computers) ; Electronic books ; local
    Abstract: Novell Linux Desktop 9 User's Handbook is the official handbook to help you take control of you Novell Linux Desktop. Walk through the new Novell Linux interfaces as you learn how to use them, interact with the operating system, create files and more. Cover everything that you need to know to effectively and efficiently use the new desktop and quickly get up to speed on the latest technology from Novell with Novell Linux Desktop 9 User's Handbook .
    Note: Accompanied by Supplemental DVD. - Includes index
    URL: https://learning.oreilly.com/library/view/-/0672327295/?ar
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    Soundtrack Pro (2006)
    Berkeley, Calif. : Peachpit Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xxi, 505 p. , ill. ; , 23 cm. +
    DDC: 006.7
    Keywords: Soundtrack ; Digital audio editors ; Electronic books ; local
    Abstract: Soundtrack Pro, Apple's exciting sound design software, is the newest member of the Final Cut Pro Studio digital video suite-And whether you're musically impaired or musically gifted, the Soundtrack Pro guide will help you get up to speed quickly. In this Apple-certified book/DVD combo, readers will find a complete, self-paced course in all aspects of Soundtrack Pro. Author Mary Plummer guides you through the secrets of editing, repairing, mixing, and arranging multi-track audio files, as well as how to create original soundtracks, score to video, add effects, and more. Step-by-step exercises and lesson files will have readers taking advantage of Soundtrack's thousands of audio loops to create perfectly synched scores in no time. Also included are dozens of advanced sound editing tips for professional users who want to take their video, DVD, and Web projects to the next level.
    Note: "Apple certified, level 1 certification"--Cover. - Includes index. - Subtitle on cover: Professional sound design
    URL: https://learning.oreilly.com/library/view/-/0321357574/?ar
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    Software security : building security in (2006)
    Upper Saddle River, NJ : Addison-Wesley | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    DDC: 005.8
    Keywords: Computer security ; Electronic books ; local
    Abstract: "When it comes to software security, the devil is in the details. This book tackles the details." --Bruce Schneier, CTO and founder, Counterpane, and author of Beyond Fear and Secrets and Lies "McGraw's book shows you how to make the 'culture of security' part of your development lifecycle." --Howard A. Schmidt, Former White House Cyber Security Advisor "McGraw is leading the charge in software security. His advice is as straightforward as it is actionable. If your business relies on software (and whose doesn't), buy this book and post it up on the lunchroom wall." --Avi Rubin, Director of the NSF ACCURATE Center; Professor, Johns Hopkins University; and coauthor of Firewalls and Internet Security Beginning where the best-selling book Building Secure Software left off, Software Security teaches you how to put software security into practice.The software security best practices, or touchpoints, described in this book have their basis in good software engineering and involve explicitly pondering security throughout the software development lifecycle. This means knowing and understanding common risks (including implementation bugsand architectural flaws), designing for security, and subjecting all software artifacts to thorough, objective risk analyses and testing. Software Security is about putting the touchpoints to work for you. Because you can apply these touchpoints to the software artifacts you already produce as you develop software, you can adopt this book's methods without radically changing the way you work. Inside you'll find detailed explanations of Risk management frameworks and processes Code review using static analysis tools Architectural risk analysis Penetration testing Security testing Abuse case development In addition to the touchpoints, Software Security covers knowledge management, training and awareness, and enterprise-level software security programs. Now that the world agrees that software security is central to computer security, it is time to put philosophy into practice. Create your own secure development lifecycle by enhancing your existing software development lifecycle with the touchpoints described in this book. Let this expert author show you how to build more secure software by building security in.
    Note: Includes bibliographical references and index
    URL: https://learning.oreilly.com/library/view/-/0321356705/?ar
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    The Adobe Photoshop Elements crafts book (2006)
    Berkeley, CA : Peachpit Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: 156 p. , col. ill. ; , 23 cm
    DDC: 745.59402856686
    Keywords: Adobe Photoshop elements ; Handicraft ; Image processing ; Digital techniques ; Electronic books ; local
    Abstract: "Elizabeth Bulger has taken Photoshop Elements to a whole new level with this unique book of projects. She shows you how to use Photoshop Elements to create all sorts of cool things: holiday gifts, book covers, coasters, postcards, and a zillion other nifty 'I didn't know you could do that!' crafts."- Scott Kelby , President, National Association of Photoshop Professionals Millions of people own digital cameras, yet most of us just store our digital photos on a hard drive or email them to friends. But what if you want to get a little more creative with your images? Armed with little more than a copy of Photoshop Elements, a computer, an inkjet printer, and a handful of basic tools, you can transform your digital photos into beautiful, custom-made crafts. Written by designer and Photoshop guru Elizabeth Bulger , The Adobe Photoshop Elements Crafts Book will motivate you to get creative with your own images while learning basic Photoshop Elements skills along the way. Each project begins with a list of the tools and materials you'll need to get started. From there, full-color photographs, clear instructions, and numbered steps walk you through every step of the project. You'll learn how to create unique crafts out of a variety of materials, including paper, ceramic, metal, glass, fabric, and polymer clay. Whether you're a longtime D.I.Y. devotee or completely new to crafting, this book will show you everything you need to create attractive, unique keepsakes for you or your family and friends to cherish. Elizabeth Bulger shows you how to Get your photos ready for projects: Learn how to import, edit, crop, and apply quick fixes to your images Create custom brushes in Photoshop Elements and make unique gift-wrapping paper with your own images Customize a notebook by creating a new cover with decorative borders, text, and your own photos Use custom shape and type tools to create unique ceramic tiles Learn how to transfer your images to fabric to create custom throw pillows, aprons, and more Design and create your own canning labels, CD covers, beverage coasters, and gift boxes.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0321368967/?ar
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    Novell Linux certification practicum lab manual (2006)
    Indianapolis, Ind. : Novell Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: x, 182 p. , ill. ; , 23 cm. +
    DDC: 005.446076
    Keywords: Linux ; Operating systems (Computers) ; Problems, exercises, etc ; Operating systems (Computers) ; Certification ; Study guides ; Electronic books ; local
    Abstract: Familiarize yourself with practicum exams to successfully take either the Novell Certified Linux Professional (CLP) or the Novell Certified Linux Engineer (CLE) exam with the Novell Linux Certification Practicum Lab Manual . The first half of the book consists of exercises with scenarios and relevant background information. The second half of the book walks through the exercises and shows the reader how to obtain the needed results, and is broken into four sections: Working with the Desktop (CLP) Intermediate Administration (CLP and CLE) Advanced Administration (CLE) Answers (CLP and CLE) You will be able to walk through the scenarios and assess your preparedness for the exam with the help of the Novell Linux Certification Practicum Lab Manual .
    Note: Accompanied by double-sided DVD-ROM. - Includes index
    URL: https://learning.oreilly.com/library/view/-/0672328402/?ar
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    Oracle database 10g insider solutions (2006)
    Indianapolis, Ind. : Sams | Boston, MA :Safari,
    Details
    Language: English
    Pages: xv, 467, [37] p. , ill. ; , 24 cm
    DDC: 005.7585
    Keywords: Oracle (Computer file) ; Relational databases ; Electronic books ; local
    Abstract: Oracle Database 10g Insider Solutions is a must-have reference guide for all Oracle professionals. It provides much-needed information on best practices, tips, and techniques in debugging, installation, deployment, and tuning of the Oracle 10g database. You can draw upon the experience and knowledge of these authors to find creative ways to put your Oracle database to work. The authors will also address common and not-so-common installation concerns, database administration, development, and tuning. Oracle Database 10g Insider Solutions will bring you the insider information that you can't get anywhere else.
    Note: "Covers release 2"--Cover. - Includes index
    URL: https://learning.oreilly.com/library/view/-/0672327910/?ar
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    Novell certified Linux engineer 9 (CLE 9) study guide (2006)
    Indianapolis, Ind. : Novell Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: x, 614 p. , ill. ; , 23 cm
    DDC: 005.446
    Keywords: Linux ; Examinations ; Study guides ; Electronic data processing personnel ; Certification ; Operating systems (Computers) ; Examinations ; Study guides ; Electronic books ; local
    Abstract: The Novell Certified Linux Engineer (CLE) Study Guide is designed to prepare you for the challenge of the most current CLE practicum. The author's experience as a certification trainer and system administrator will provide you with a real-world understanding of how to administer and troubleshoot Novell Linux products and services. Exam topics are covered through real-world examples with guided steps that were developed in the field. With the Novell Certified Linux Engineer (CLE) Study Guide , you will master the knowledge of administering and troubleshooting the Novell Linux systems and prepare for CLE exam success.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0672327872/?ar
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    Sams teach yourself CSS in 10 minutes (2006)
    Indianapolis, Ind. : Sams | Boston, MA :Safari,
    Details
    Language: English
    Pages: viii, 244 p. , ill. ; , 21 cm
    DDC: 006.74
    Keywords: Cascading style sheets ; Web sites ; Design ; Electronic books ; local
    Abstract: The short, focused lessons presented in Sams Teach Yourself CSS in 10 Minutes will help you quickly understand cascading style sheets (CSS) and how to immediately apply it to your work. Author Russ Weakley is a well-respected member of the CSS community and is known for his ability to make complicated concepts easy-to-understand for even inexperienced CSS users. With this book, you will cover the essentials for standards compliant techniques that are supported by the most common browsers. Once you master the basics, Weakley will also take you inside positioning, troubleshooting CSS, and handling common CSS bugs. Sams Teach Yourself CSS in 10 Minutes is the ultimate quick learning tool and handy desk reference guide to CSS.
    URL: https://learning.oreilly.com/library/view/-/0672327457/?ar
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    DVD studio pro 4 (2006)
    Berkeley, Calif. : Peachpit Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xiii, 722 p. , col. ill. ; , 24 cm. +
    DDC: 778.59302855369
    Keywords: DVD studio pro ; DVD-Video discs ; Authoring programs ; Digital video ; Editing ; Electronic books ; local
    Abstract: Now the best-selling book on DVD Studio Pro is even better. Fully updated for DVD Studio Pro 4 and with complete coverage of the new version of Compressor, the industrial-strength encoder that dramatically speeds up encoding of MPEG-2 and H.264 HD DVD video, this self-paced guide is the fastest way to learn to author professional, interactive DVDs. Master trainers Martin Sitter and Adrian Ramseier begin with the basics of DVD authoring and take you all the way through DVD Studio Pro's powerful advanced features. Each chapter presents a complete lesson on an aspect of DVD creation, with hands-on projects for you to complete as you go. All the files are included on the accompanying DVD. After learning how to storyboard a DVD and plan its interactions, you'll set chapter markers, build still, layered, and motion menus, and add subtitles and Web links. You'll also learn sophisticated techniques for juggling multiple audio tracks and camera angles, creating custom transitions, building advanced overlays, and scripting. By the end of the book, you'll have created four full DVDs. The Apple Pro Training Series is both a self-paced learning tool and the official curriculum of the Apple Pro Training and Certification Program. Upon completing the course material in this book, you can become a certified Apple Pro b taking the certification exam at an Apple Authorized Training Center. To find an Authorized Training Center near you, go to www.apple.com/software/pro/training.
    Note: "Apple certified, level 1 certification"--Cover. - Includes index
    URL: https://learning.oreilly.com/library/view/-/0321334825/?ar
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    Step into Xcode : Mac OS X development (2006)
    Upper Saddle River, NJ : Addison-Wesley | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    DDC: 005.4/465
    Keywords: Macintosh (Computer) ; Software ; Operating systems (Computers) ; Software ; Electronic books ; local
    Abstract: A Step-by-Step Guide to the Xcode Mac OS Development Environment Every copy of Mac OS X comes with Xcode, the powerful development suite that Apple uses to build applications ranging from Safari to iTunes. But because Xcode is complex and subtle, even experienced Mac programmers rarely take full advantage of it. Now, Mac developer Fritz Anderson has written the definitive introduction and guide to using Xcode to build applications with any Macintosh technology or language. Anderson helps you master Xcode's powerful text editor, industry-standard gcc compiler, graphical interactive debugger, mature UI layout and object linkage editor, and exceptional optimization tools. One step at a time, you'll develop a command-line utility, then use Xcode tools to evolve it into a full-fledged Cocoa application. Anderson provides expert guidance on development frameworks, source code management, Core Data modeling, localization, and much more. Coverage includes Understanding Xcode workflow and the Mac OS X application lifecycle Porting established legacy projects into Xcode Using the Model-View-Controller design pattern to build robust graphical applications Building static libraries and working with Xcode's build system Making the most of bundles and package directories Creating applications compatible with older versions of Mac OS X Creating universal binaries to run on both Intel and PowerPC Macintoshes Adding Spotlight searchability to data files Leveraging Xcode's built-in support for unit testing Using Xcode on makefile-based UNIX development projects Step Into Xcode 's breadth, depth, and practical focus make it indispensable to every Mac developer: current Xcode users upgrading to Xcode 2.1, experienced Mac programmers migrating from CodeWarrior, UNIX/Linux programmers moving to Mac OS X, and even novices writing their first programs or scripts.
    Note: Includes bibliographical references and index
    URL: https://learning.oreilly.com/library/view/-/0321334221/?ar
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    Hands-on Microsoft Access : a practical guide to improving your Access skills (2006)
    Upper Saddle River, NJ ; : Addison-Wesley | Boston, MA :Safari,
    Details
    Language: English
    Pages: xxiii, 496 p. , ill. ; , 24 cm
    DDC: 005.7565
    Keywords: Microsoft Access ; Database management ; Electronic books ; local
    Abstract: Praise for Hands-On Microsoft Access "Bob has distilled the essence of database design and Access development into a highly valuable and easily understandable resource that I wish was available when I first started out." -Graham R. Seach, Microsoft Access MVP "If you've been using Access with that typical uncertainty, asking yourself 'Just how could I do that?' or 'Why isn't this working?', if you'd like to know what you're doing before you hit the wall, this book is probably perfect for you." -Olaf Rabbachin, CEO, IntuiDev IT-solutions "Life at the cutting edge of Access development is exciting and very challenging. The knowledge and experience gained over many years of research and trial-and-error has been hard won. But Bob's new book encapsulates the knowledge we now take for granted, and for the first time the beginner is afforded the opportunity to bypass all that hard work. In this his latest work, Bob has distilled the essence of database design and Access development into a highly valuable and easily understandable resource that I wish was available when I first started out." -Graham R Seach, MCP, MCAD, MCSD, Microsoft Access MVP, author "This is an excellent book for beginners, with an easy reading style. It is now on my recommended list of books that I hand out in every Access class that I teach." -M.L. "Sco" Scofield, Microsoft Access MVP, MCSD, Senior Instructor, Scofield Business Services "If you've been using Access with that typical uncertainty, asking yourself 'Just how could I do that?' or 'Why isn't this working?', or if you'd like to know what you're doing before you hit the wall, this book is perfect for you. Access is a tremendous product and a database is created using a few clicks; but without at least some theoretical background you're bound to encounter problems soon. I wish a book like this one would've been available when I started getting deeper into working with Access some ten years ago." -Olaf Rabbachin, CEO, IntuiDev IT-solutions "This book is for any level DB developer/user. It is packed full of real-world examples and solutions that are not the normal Northwind database that most Access books use. The examples and the technical content surrounding them are the real strength of the book. Schneider uses real-world scenarios that make for excellent reading. It made me want to go and redo a lot of my older Access DBs that were not written as well as they could have been. This book taught me different approaches to...
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0321245458/?ar
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    Ultra-wideband communications : fundamentals and applications (2006)
    Upper Saddle River, NJ : Prentice Hall PTR | Boston, MA :Safari,
    Details
    Language: English
    Pages: xix, 213 p. , ill. ; , 25 cm
    Series Statement: Prentice Hall communications engineering and emerging technologies series
    Keywords: Broadband communication systems ; Ultra-wideband devices ; Wireless communication systems ; Electronic books ; local
    Abstract: The Easy-to-Understand, Up-to-the-Minute Guide to UWB Technologies, Applications, and Markets Ultra-wideband's exceptional capacity and power characteristics make it one of this generation's most exciting technologies. From wireless communications to entertainment, and from the automotive industry to homeland security, UWB is poised to revolutionize an extraordinary array of applications. Now, one of the field's leading experts presents the most accessible and up-to-date UWB guidebook ever written. Dr. Faranak Nekoogar explains UWB principles and technologies simply and clearly, addressing key issues such as pulse generation, modulation, multiple access techniques, and interference. In addition, she presents a complete market analysis--identifying the most promising applications, initial and future markets, and regulatory trends. Ultra-Wideband Communications: Fundamentals and Applications will be indispensable for everyone interested in UWB technology, regardless of their radio frequency experience: engineers, managers, marketers, analysts, purchasing agents, business strategists, journalists, and students alike. Inside you will find An introduction to UWB: history, background, advantages, and challenges How UWB compares to narrowband and spread-spectrum wideband systems Fundamentals of UWB short-pulse generation and propagation Competing single-band and multiband approaches UWB antenna concepts and their implications for systems and networks Popular modulation/demodulation schemes and multiple-access techniques Coexistence with today's WLAN, GPS, and cellular phone systems Current and evolving FCC and worldwide regulation of UWB technology In-depth coverage of UWB applications and markets, with adoption timelines and forecasts through 2010 A comprehensive, easy-to-understand glossary and extensive references for further reading
    Note: Includes bibliographical references and index
    URL: lizenzpflichtig
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    Winning the 3-legged race : when business and technology run together (2006)
    Upper Saddle River, N.J. : Prentice Hall | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    DDC: 658.5/14
    Keywords: Industrial management ; Information technology ; Management ; Managerial economics ; Strategic planning ; Electronic books ; local
    Abstract: Like an old-fashioned three-legged race, the business and technology sides of any company are running today with the left leg of one tied to the right leg of the other. Some companies understand that and run well; some don't. The top executives interviewed in this book (see overflow page for a partial list) know where competitive leaders are headed. Winning the Three Legged Race is the first major output of the new Business Technology Management (BTM) Institute, reflecting insights from world-class experts in industry and academia. It gives enterprise, line-of-business, and IT leaders a powerful framework for optimizing areas critical to producing sustainable value from technology: 1. Strategy, planning, and management. 2. Technology investment. 3. Strategic enterprise architecture. 4. Governance and organization. For each area, the authors identify implications for ordered processes, organizational structures, information requirements, and technology. Winning the Three Legged Race introduces the BTM Maturity Model: a breakthrough benchmark for setting priorities and mapping effective change paths. The authors support their framework with up-to-the-minute data, new case studies, executive interviews, and Top 10 Action Lists that empower decision-makers to act--and get results.
    Note: Includes index
    URL: lizenzpflichtig
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    Understanding arbitrage : an intuitive approach to investment analysis (2006)
    Upper Saddle River, N.J. : Wharton School Pub. | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    DDC: 332.64/5
    Keywords: Arbitrage ; Hedging (Finance) ; Speculation ; Electronic books ; local
    Abstract: Arbitrage is central both to corporate risk management and to a wide range of investment strategies. Thousands of financial executives, managers, and sophisticated investors want to understand it, but most books on arbitrage are far too abstract and technical to serve their needs. Billingsley addresses this untapped market with the first accessible and realistic guide to the concepts and modern practice of arbitrage. It relies on intuition, not advanced math: readers will find basic algebra sufficient to understand it and begin using its methods. The author starts with a lucid introduction to the fundamentals of arbitrage, including the Laws of One Price and One Expected Return. Using realistic examples, he shows how to identify assets and portfolios ripe for exploitation: mispriced commodities, securities, misvalued currencies; interest rate differences; and more. You'll learn how to establish relative prices between underlying stock, puts, calls, and 'riskless' securities like Treasury bills -- and how these techniques support derivatives pricing and hedging. Billingsley then illuminates options pricing, the heart of modern risk management and financial engineering. He concludes with an accessible introduction to the Nobel-winning Modigliani-Miller theory, and its use in analyzing capital structure.
    URL: lizenzpflichtig
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    Shake 4 (2006)
    Berkeley, Calif. : Peachpit Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: ix, 468 p. , col. ill. ; , 24 cm. +
    DDC: 778.5930285536
    Keywords: Digital video ; Editing ; Data processing ; Video tapes ; Editing ; Data processing ; Electronic books ; local
    Abstract: Talk about making an impact: Apple's Shake compositing and visual effects software has been used in every Academy Award-winning film for visual effects since its debut. It's no wonder that trained Shake artists are in high demand, and there's nowhere better to begin getting that training than with this fully updated (for Shake 4) and comprehensive Apple-approved guide (which includes a free 30-day trial version of this multi-thousand dollar software) Using step-by-step, hands-on instruction, Hollywood effects wizard Marco Paolini takes you through Shake's interface and features, including its color correction tools, tracking and stabilization capabilities, integrated procedural paint, powerful new floating point technology, advanced keyframing, blue and green screen techniques, rotoscoping tools, and more. As with the other titles in the Apple Pro Training series each chapter in this guide represents a complete lesson, with a project to complete, a review section, and bonus exercises to help test what you've learned. The accompanying DVD includes the lesson files needed to complete the book's projects. You can work through the book from cover to cover to get an entire course or you can go straight to the lessons that interest you most. Either way, you'll find the coverage you need to confront even the most daunting compositing and effects tasks with Shake.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0321256093/?ar
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    Unix for Mac OS X 10.4 Tiger (2006)
    Berkeley, CA : Peachpit Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xix, 530 p. , ill. ; , 23 cm
    Edition: [2nd ed.].
    DDC: 005.432
    Keywords: Mac OS ; UNIX (Computer file) ; Operating systems (Computers) ; Electronic books ; local
    Abstract: As Unix spreads its tentacles across users' desktops, more and more Mac users are starting to pop the hood and learn about the operating system that's at the root of it all. And there's no better way to conquer that fear than by consulting this Visual QuickPro Guide. Matisse Enzer , who wrote the first edition of this book, Unix for Mac OS X: Visual QuickPro Guide has completely updated this guide to reflect all that's new in Tiger's version of Unix. Readers will learn everything they need to know to make sense of the commands and technical jargon surrounding Unix. In the process they'll find out about useful utilities, editing and printing files, security, and more--all through simple, step-by-step instructions that break the learning process into manageable chunks. Throughout, users will find plenty of the tips and visual references that have become the hallmark of Peachpit's popular Visual QuickPro Guides. Unix for Mac OS X 10.4: Visual QuickPro Guide is perfect for any Mac user interested in learning about the Unix operating system.
    Note: Includes index. - Previous ed.: 2003
    URL: https://learning.oreilly.com/library/view/-/0321246683/?ar
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    Let go to grow : escaping the commodity trap (2006)
    Upper Saddle River, NJ : Prentice Hall Professional Technical Reference | Boston, MA :Safari,
    Details
    Language: English
    Pages: xx, 202 p. , ill. ; , 24 cm
    DDC: 658.4/012
    Keywords: Business planning ; Strategic planning ; Electronic books ; local
    Abstract: Praise for Let Go To Grow "Over the next ten years large companies will be hit with a wide array of harrowing new business challenges-commoditization being at the top of that list. Let Go To Grow elegantly outlines the critical new innovation, standardization, and globalization strategies that corporations can use to hurdle these obstacles and thrive in the coming years." -George F. Colony, CEO, Forrester Research, Inc. "This is a very important book for CEOs and top executives who are facing brutal, global competitive pressures, which is probably a majority. Let Go To Grow describes a strategy that will allow you as a business leader to do what you do best, while sidestepping the commoditization that's driving down profit margins in so many businesses. This book reflects not only what IBM is thinking, but also what other companies ranging from Dell to FedEx to Wal-Mart are doing to win in extremely competitive markets. Read this book for practical real-world insights, not for any academic theories." -William J. Holstein, Editor-in-Chief, Chief Executive magazine " Let Go To Grow is a must-read for executives who are trying to use strategy and management practices to drive innovation and productivity gains. It puts concepts like componentization, outsourcing, and off-shoring in a much more strategic context than anything else I've read. The book clearly shows how winning companies have gone from optimizing value chains to managing global "value webs" for competitive advantage. The argument is enhanced significantly by specific practical case examples featuring leading companies like Dell, eBay, GE, Procter & Gamble, and Toyota." -Tony Friscia, President and CEO, AMR Research "Sanford and Taylor carefully analyze the global marketplace and offer a progressive new strategy for transforming an underperforming business...A pioneering blueprint for the 21st-century business." -Kirkus Reports Drive sustained growth! -Use on demand techniques to gain unprecedented speed, flexibility, and adaptability -Construct dynamic "value webs" that leverage innovation from any source Deregulation, globalization, and the Internet are driving rampant commoditization in virtually every industry. To escape that trap and grow profitably, you must "let go" of traditional control mechanisms. In their place, you must build new models, relationships, and platforms that capture and deliver value from multiple sources, inside and outside the enterprise. In Let Go To Grow ,...
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    Data binding with Windows Forms 2.0 : programming smart client data applications with .NET (2006)
    Upper Saddle River, NJ : Addison-Wesley | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    DDC: 005.1
    Keywords: Microsoft Windows (Computer file) ; Computer software ; Development ; Microsoft .NET ; User interfaces (Computer systems) ; Electronic books ; local
    Abstract: "Brian Noyes' writing style easily captures your attention as he elaborates on all aspects of data binding in his book. He has a refreshingly clear and crisp delivery as he starts each chapter with a simple tour of each topic, and then leads you into practical concerns for sound practices and extensibility opportunities. Most importantly, as Brian explains approaches to data-binding architecture, patterns of usage, the value of data sets, binding controls and the rest, he always describes how he reaches his recommendations on the topic. This book is perfect for newcomers to .NET 2.0, but also for those that have some experience. Anyone who cares about data in their applications (okay, that should be almost everyone) is guaranteed to learn something new and useful by reading Brian's book." -Michele Leroux Bustamante, IDesign chief architect, Microsoft regional director, and MVP "Brian has saved me a lot of time. I'm writing The Hitchhiker's Guide to Visual Studio and SQL Server 2005 (7th Edition) and I'm not going to have to cover data binding nearly as deeply because Brian has done it for me. His book gets right to the meat of the subject and makes data binding look easy. I was also pleased to see that the book focuses on the misunderstood and under-applied Windows Forms architecture. It's a must-read for anyone trying to make their application more interactive and to leverage the new Visual Studio 2005 technology. I'm planning to point my readers to this resource when they need an in-depth treatment of data binding." -William Vaughn, president, Beta V Corporation "Data binding has finally come of age in Windows applications. Back in the Visual Studio 6.0 days, I ignored data binding completely and wrote my own repetitive code to encapsulate my business logic. With Visual Studio 2005, we finally have a robust and compelling data-binding technology. To ignore it today would make you inefficient and put you behind the curve. Brian delivers a clear and concise discussion of a core topic of development for Windows today. A combination of an easy-to-follow conversational yet technical tone, excellent examples, and solid explanations make this a must-read for any developer writing for Windows or learning to write for Windows." -Stephen Forte, chief technical officer, Corzen Inc. "This book provides a clear, readable, and in-depth treatment of data binding, with detailed discussions of best practices in the presentation and use of data. Brian c...
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/032126892X/?ar
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    Big winners and big losers : the 4 secrets of long term business success and failure (2006)
    Upper Saddle River, N.J. : Pearson Education | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    DDC: 658.4/09
    Keywords: Business failures ; Corporations ; Case studies ; Industrial management ; Case studies ; Management ; Strategic planning ; Success in business ; Case studies ; Electronic books ; local
    Abstract: What keeps great companies winning, year after year, even as yesterday's most hyped businesses fall by the wayside? It's not what you think -- or what you've read. To find the real answers, strategic management expert Alfred Marcus systematically reviewed detailed performance metrics for the 1,000 largest U.S. corporations, identifying 3% who've consistently outperform their industry's averages for a full decade. Many of these firms get little publicity: firms like Amphenol, Ball, Family Dollar, Brown and Brown, Activision, Dreyer's, Forest Labs, and Fiserv. But their success is no accident: they've discovered patterns of success that have largely gone unnoticed elsewhere. Marcus also identified patterns associated with consistently inferior performance: patterns reflected in many of the world's most well-known companies. Drawing on this unprecedented research, Big Winners and Big Losers shows you what really matters most. You'll learn how consistent winners build the strategies that drive their success; how they move towards market spaces offering superior opportunity; and how they successfully manage the tensions between agility, discipline, and focus. You'll learn how to identify the right patterns of success for your company, build on the strengths you already have, realistically assess your weaknesses, and build sustainable advantage one step at a time, in a planned and logical way.
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    Optimizing your Final Cut Pro system (2006)
    Berkeley, CA : Peachpit Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: xxii, 888 p. , ill. ; , 24 cm. +
    DDC: 778.5'93'0285536
    Keywords: Final cut (Electronic resource) ; Digital video ; Editing ; Data processing ; Video tapes ; Editing ; Data processing ; Electronic books ; local
    Abstract: If it's good enough for the legendary Hollywood film editors, it's good enough for you! This guide is aimed squarely at Final Cut Pro users just like yourself--at corporate, commercial, and independent post-production houses--who want to move beyond simple Final Cut Pro installations for their film and video masterworks. Through project-based lessons and step-by-step instructions, this self-paced guide shows you how to integrate high-end capture cards, storage systems, and other industry-standard hardware into a Final Cut Pro workflow, as well as how to install and configure Final Cut Pro to make the most of your professional non-linear editing system. This is the technical information most frequently requested by Final Cut Pro users, pulled together into one book that is both a self-paced learning tool and the official curriculum for the Apple Pro Training and Certification Program. The guide covers everything from system configuration, storage, and device connectivity to the intricacies of SAN solutions, and includes special sections on optimizing short-form/broadcast workflows and long-form/HD workflows. It offers troubleshooting advice at every turn: for dropped frames, mismatched audio and audio distortion; imported graphic file issues, media management, file recovery and archiving strategies, and much more. DVD with lesson files and media included.
    Note: Includes index
    URL: https://learning.oreilly.com/library/view/-/0321268717/?ar
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    Voice over ip first-step (2006)
    Indianapolis, IN : Cisco Press | Boston, MA :Safari,
    Details
    Language: English
    Pages: p. cm
    Edition: 1st ed.
    Keywords: Electronic books ; local
    Abstract: Your first step into the world of IP telephony No IP telephony experience required Includes clear and easily understood explanations Makes learning easy Your first step to the world of IP telephony begins here! Learn how voice and data communications merge in voice-over-IP technology Use this reader-friendly guide to understand the benefits of this technology Explore real-life applications and theories through case studies in every chapter Welcome to the world of voice over IP We use either a telephone or e-mail for much of our day-to-day communication. Today, these two worlds are merging, and companies can place phone calls over their existing data network infrastructures using a technology called voice over IP (VoIP). No prior experience with VoIP technology is required Voice over IP First-Step is anyone's introduction to the world of VoIP networks. The concepts in this book are presented in plain language, so you don't need in-depth background knowledge to comprehend the technologies covered. If you work with data networks, if you work with telephony networks, if you're a home user interested in how VoIP can reduce your monthly phone bill, or if the concept of VoIP simply intrigues you, this book is for you.
    URL: https://learning.oreilly.com/library/view/-/1587201569/?ar
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