Behavior Business

This audiobook provides evidence-based answers to the key questions asked by marketers every day. Tackling issues such as how brands grow, how advertising really works, what price promotions really do and how loyalty programs really affect loyalty, How Brands Grow presents decades of research in a style that is written for marketing professionals to grow their brands.

What are the underlying handful of fundamentals that haven't changed for over a hundred years? From Harnish's famous One-Page Strategic Plan to his concise outline of eight practical actions you can take to strengthen your culture, this book is a compilation of best practices adapted from some of the best-run firms on the planet. Included is an instructive chapter co-authored by Rich Russakoff, revealing winning tactics to get banks to finance your business. Lastly, there are case studies demonstrating the validity of Harnish's practical approaches.

What if you were given the ultimatum: make a radical shift in your life, or lose it all? This was the question Alan Deutschman posed in "Change or Die", his sensational cover story for the May 2005 issue of Fast Company. Surprisingly, Deutschman concluded that although we all have the innate capability and fundamental need to change our behavior, we rarely ever do.

Coleman offers a system designed to dramatically increase customer retention and as a result, the bottom line. He identifies eight distinct emotional needs customers undergo during the 100 days following a purchase, whether it's as small as a new drink at Starbucks or as big as a house. If you can understand and anticipate these phases, you can use a myriad of techniques - in-person, email, mail, and video - to cement a long and valuable partnership.

The world’s best teams don’t win because of leadership alone. They win because of teamship. Yet when it comes to success, it is leaders who are lauded; too little attention is given to the transformation of the team itself. We’ve all but ignored how to extract billions of dollars of shareholder value from the interdependency of talent in teams, Keith Ferrazzi argues. Upgrading teams is one of the least curated and under-leveraged opportunities for success. It is time to focus on teamship.

Work has recently undergone profound changes, not all for the better. Workplace expert Jennifer Moss, author of The Burnout Epidemic, takes listeners to the front lines of this historic shift. Through extensive interviews, she uncovers why work has changed and highlights the leaders and organizations who have managed to build cultures that everyone really wants.

Was it a typo when the CEO mandated that the organization "institutionalize incompetents"? If not, how did the company wind up institutionalizing incompetence instead? How to Work for an Idiot is still the confessions of a recovering Idiot Boss. After decades of writing and consulting, Dr. Hoover finally realized that many of the people he kept trying to "energize" and "enlighten" were, well, idiots. More importantly, he was an idiot for thinking he could change them. This new edition is bigger and better - and filled with even more idiots - than before.

Why do some people achieve great personal success, yet never succeed in building a business or making an impact in their organization? John C. Maxwell knows the answer. According to Maxwell, the greatest leadership principle that he has ever learned in over 35 years of leadership is that those closest to the leader will determine the success level of that leader. It’s not enough for a leader to have vision, energy, drive, and conviction. If you want to see your dream come to fruition, you must learn how to develop the leaders around you.

Carol Dweck’s multi-million-copy bestseller Mindset transformed our view of individual potential, coining the terms “fixed” and “growth” mindset: in a “fixed” mindset, talent and intelligence are viewed as predetermined traits, while in a “growth” mindset, talent and intelligence can be nurtured. In Cultures of Growth, Dweck’s protégé, Mary Murphy, a social psychologist at both Stanford and Indiana University, shows that mindset transcends individuals.

The updated Thin Book of Trust offers a framework that supports trust building as a workplace competency. It is based on the idea that building trust is a competency, a set of skills that can be learned, improved, and practiced. It will help you continuously improve your ability to build and maintain trust with others. It can also help you create and contribute to a high-trust culture at work.

Young, ambitious, and overwhelmed, Andrew O'Brien personifies a part of every leader as he wanders in search of the elusive silver bullet that will propel him to success. He happens upon an unlikely guide who distills the seemingly infinite list of leadership perils into the five temptations of a CEO. In an intense and often combative exchange, the two debate fundamental issues faced by all leaders, issues involving personal integrity and effectiveness in the ongoing struggle for success.

Comment faire de la culture d’entreprise un avantage concurrentiel... Pour développer Zappos entreprise américaine de vente en ligne de chaussures devenue légendaire dans le monde entrepreneurial Tony Hsieh n’a pas misé sur les profits et les rendements. Il a mis au cœur de ses préoccupations le bonheur de ses employés et de ses clients. Cette culture d’entreprise passionnée et différente a fait de Zappos un modèle de succès : son chiffre d’affaires a atteint 1 milliard de dollars en moins de dix ans.

The secret for creating magic in our careers, our organizations, and our lives is simple: outstanding leadership, the kind that inspires employees, delights customers, and achieves extraordinary business results. No one knows more about this kind of leadership than Lee Cockerell, the man who ran Walt Disney World Resort operations for over a decade.

Emily Heyward founded Red Antler, the Brooklyn-based brand and marketing company, to help entrepreneurs embed brand as a driver of business success from the beginning. In Obsessed, Heyward outlines the new principles of what it takes to build and launch a brand that has people queuing up to buy it on opening day.

Leadership can be learned: New evidence from neuroscience clearly points to ways that leaders can significantly improve how they engage with and motivate others. This book provides leaders and managers with an accessible guide to practical, effective actions, based on neuroscience.

Fast-paced and down-to-earth, Delivering Happiness shows how a different kind of corporate culture is a powerful model for achieving success, and concentrating on the happiness of those around you can dramatically increase your own.

Boeing is a century-old titan of industry. It played a major role in the early days of commercial flight, World War II bombing missions, and moon landings. The plane maker remains a cornerstone of the U.S. economy, as well as a linchpin in the awesome routine of modern air travel. But in 2018 and 2019, two crashes of the Boeing 737 MAX 8 killed 346 people. The crashes exposed a shocking pattern of malfeasance, leading to the biggest crisis in the company’s history—and one of the costliest corporate scandals ever.

This book demonstrates how companies can replace ineffective engagement metrics with simple, regular pulse-checks on employee well-being. This radical shift allows organizations to identify problem areas quickly, hold managers accountable, and create workplaces where people genuinely thrive. Written for busy leaders, this concise guide arrives at a crucial moment as organizations grapple with unprecedented burnout rates and post-pandemic workplace dynamics.

It is commonly believed that the Great Depression that began in 1929 resulted from a confluence of events beyond any one person's or government's control. In fact, as Liaquat Ahamed reveals, it was the decisions made by a small number of central bankers that were the primary cause of the economic meltdown, the effects of which set the stage for World War II and reverberated for decades.

Merchants of Doubt has been praised—and attacked—around the world, for reasons easy to understand. This book tells, with “brutal clarity” (Huffington Post), the disquieting story of how a loose-knit group of high-level scientists and scientific advisers, with deep connections in politics and industry, ran effective campaigns to mislead the public and deny well-established scientific knowledge over four decades.