Financial Products provides a step-by-step guide to some ofthe most important ideas in financial mathematics. It describes andexplains interest rates, discounting, arbitrage, risk neutralprobabilities, forward contracts, futures, bonds, FRA and swaps. Itshows how to construct both elementary and complex (Libor) zerocurves. Options are described, illustrated and then priced usingthe Black Scholes formula and binomial trees. Finally, there is achapter describing default probabilities, credit ratings and creditderivatives (CDS, TRS, CSO and CDO). An important feature of thebook is that it explains this range of concepts and techniques in away that can be understood by those with only a basic understandingof algebra. Many of the calculations are illustrated using Excelspreadsheets, as are some of the more complex algebraic processes.This accessible approach makes it an ideal introduction tofinancial products for undergraduates and those studying forprofessional financial qualifications.

In this title, Doc Searls maps out the implications of acustomer-driven business revolution that's flipping the paradigm ofsupply and demand, and putting consumers in charge. Who owns themarketplace? Is it business - or the customer? According to DocSearls, widely-read journalist and blogger and co-author of "TheCluetrain Manifesto", customers are on the verge of becoming trulyfree and independent actors in the marketplace with the power oftelling vendors what they want, how they want it, and where andwhen they should be able to get it. This imperative shift incustomer power will alter the balance of the market and usher inwhat Searls calls the "intention economy". In this book, Searlslays out a map for an economy driven by consumer intent, wherevendors can - and must - respond to the actual intentions ofcustomers, instead of simply vying for customer attention in hopesof selling them what they might want. In the intention economy,individual power increases, demand drives supply, and informationprecedes mone

“B.J. Bueno and his team at The Cult Branding Company respectand understand what so many strategists miss: before we can beexperts on product, sales, or the market, we must fi rst be expertson human nature. They have a proven track record of buildinghealthy, sustainable businesses for some of the best brands in theworld—using the very process outlined in this book.” —BERT JACOBS,chief executive optimist, The Life is good Company “B.J. Bueno yetagain deftly captures the essence of what is required to build andsustain a great brand. If you want to attract and retain highlyprofi table “brand lovers” rather than stalk new customers, thencarefully read this book. B.J. wisely outlines why this is vitaland importantly, how to actually do it in today’s marketplace! —DARRYL “DC” COBBIN, president, Brand Positioning Doctors, andformer VP of Marketing, 20th Century Fox “Customers First tells thetruth. I got a shiver up my back reading this book: What if mycompetitors read this and follow B

The best organizations have the best talent. . . Financialincentives drive company performance. . . Firms must change or die.Popular axioms like these drive business decisions every day. Yettoo much common management "wisdom" isn’t wise at all—but, instead,flawed knowledge based on "best practices" that are actually poor,incomplete, or outright obsolete. Worse, legions of managers usethis dubious knowledge to make decisions that are hazardous toorganizational health.

Business revolves around making decisions, often riskydecisions, usually with incomplete information and too often inless time than we need. Executives at every level, in everyindustry, are confronted with information overload, less leeway formistakes, and a business environment that changes rapidly. In lightof this increased pressure and volatility, the old-fashioned waysof making decisions–depending on intuition, common sense, andspecialized expertise–are simply no longer sufficient. Distillingover thirty years of groundbreaking research, WinningDecisions , written by two seasoned business advisers and worldleaders in behavioral decision studies, is a comprehensive,one-of-a-kind guide to the proven methods of making criticalbusiness decisions confidently, quickly–and correctly. Decision-making is a business skill which managers often take forgranted in themselves and others–but it's not as easy as some mightthink. The authors, whose expertise has been sought out by over ahundred companies, includi

Make every day a WOW day for your customers, your staff—andyour bottom line! “In your hands is a manifesto on how Zapposcompletely blew away the standard of delivering a consumer-centricexperience and a revolutionary company culture. Joseph helps us allunderstand how to achieve a little more of that Zappos magic.”—EricRyan, method cofounder and person against dirty “If you’re lookingfor an inspirational path for creating a likable, trustworthy, andwow! organization, you’ve hit the mother lode.”—Guy Kawasaki,former chief evangelist of Apple and author of Enchantment: The Artof Changing Hearts, Minds, and Actions “This book provides aroadmap to a successful business by taking inspiration and examplesfrom one of the most innovative, progressive companies of our time.Don’t just read it; use it.”—Tony Hawk, professional skateboarderand author of HAWK —Occupation: Skateboarder and How Did I GetHere? The Ascent of an Unlikely CEO “Thanks to Joseph Michelli, youcan learn exactly h

Mark Twain once observed, “A lie can get halfway around theworld before the truth can even get its boots on.” His observationrings true: Urban legends, conspiracy theories, and boguspublic-health scares circulate effortlessly. Meanwhile, people withimportant ideas–business people, teachers, politicians,journalists, and others–struggle to make their ideas “stick.” Why do some ideas thrive while others die? And how do we improvethe chances of worthy ideas? In Made to Stick , accomplishededucators and idea collectors Chip and Dan Heath tackle head-onthese vexing questions. Inside, the brothers Heath reveal theanatomy of ideas that stick and explain ways to make ideasstickier, such as applying the “human scale principle,” using the“Velcro Theory of Memory,” and creating “curiosity gaps.” In this indispensable guide, we discover that sticky messages ofall kinds–from the infamous “kidney theft ring” hoax to a coach’slessons on sportsmanship to a vision for a new p

Conquer the greatest challenge of every sales professional:getting face-time with top decision-makers Lots of sales booksfocus on how to make the sale once the salesperson gets in thedoor. SOAR Selling is different; it delivers a proven system forsales professionals in B2B fields to make fewer calls, reach moreexecutives, and get more appointments. The SOAR (Surge ofAccelerating Revenue) process is based on extensive field testsconducted in more than 3,000 live sales calls (by phone and inperson) in key markets throughout the U.S. and Europe. Teamsworking with SOAR won gatekeeper meetings in more than 80% of allcalls made, and overall sales team performance skyrocketed-withmeasurable ROI of up to 2000% realized in as little as 12 weeksfrom program inception. Now, this breakthrough methodology can beyours. Marhnelle and David Hibbard are cofounders of Dialexis, aleading provider of sales training and personal leadership coachingwhose clientele includes Cisco, Apple, AT T, Oracle, andToshiba.

In our lightning-fast digital age, a company can facehumiliation and possibly even ruin within seconds of a negativetweet or blog post. Over the last year companies such as BP,Goldman Sachs, and Toyota have experienced serious blows to theirimages that could have had reduced impact if their leaders hadimplemented reputation management into their business strategy andculture. There is no one in either the corporate or academic spherewith greater expertise in the area of corporate reputation than Dr.Daniel Diermeier. An award-winning professor at the Kellogg Schoolof Management, Northwestern University, Dr. Diermeier has blazed apath in understanding the significance of reputation management anddemonstrating how a company can create a program so powerful thatit can help turn a potential public disgrace into a public imagesuccess story.

Babson College president provides a simple, systematic, andresearch-based method - identical to the one taught at Babson - forachieving success in an uncertain world. In a world where you canno longer plan or predict your way to success, what is the best wayto achieve your goals? It's a daunting question, but today - whenchange seems to be the only constant - it's one that everyone, fromentrepreneurs and managers to newly minted grads, must resolve. Thesimple answer, say the authors of "Just Start": you must act. Andthen go from there. Written by a trio of seasoned business leaders- Babson College President Leonard Schlesinger, organizationlearning expert Charles Kiefer, and veteran journalist and authorPaul B. Brown - "Just Start" draws both from academic research andproven practices in organizations to lay out a simple yet reliablemethod for moving forward on anything when you are faced withvolatility. The key, say the authors, is not only to thinkdifferently (much like an entrepreneur would), but to

A Harvard Business Review Book. Widely acknowledged as theworld's foremost authority on leadership, John Kotter has devotedhis remarkable career to studying organizations and those who runthem, and his bestselling books and essays have guided and inspiredleaders at all levels. Here, in this collection of his acclaimedHarvard Business Review articles, is an astute assessment of thereal work of leaders, as only John Kotter can offer. To complementthe HBR articles, Kotter also contributes a new piece, a thoughtfulreflection on the themes that have developed throughout his work.Convinced that most organizations today lack the leadership theyneed, Kotter's mission is to help us better understand whatleaders--real leaders--do. True leadership, he reminds us, is anelusive quality, and too often we confuse management duties andpersonal style with leadership, or even mistake unworthy leadersfor the real thing. Yet without leadership, organizations move tooslowly, stagnate, and lose their way. With John Kotter on What

A compelling vision. Bold leadership. Decisive action.Unfortunately, these prerequisites of success are almost always theingredients of failure, too. In fact, most managers seeking tomaximize their chances for glory are often unwittingly settingthemselves up for ruin. The sad truth is that most companies haveleft their futures almost entirely to chance, and don’t evenrealize it. The reason? Managers feel they must make choices withfar-reaching consequences today, but must base those choices onassumptions about a future they cannot predict. It is thiscollision between commitment and uncertainty that creates THESTRATEGY PARADOX. This paradox sets up a ubiquitous but little-understood tradeoff.Because managers feel they must base their strategies onassumptions about an unknown future, the more ambitious of themhope their guesses will be right – or that they can somehow adaptto the turbulence that will arise. In fact, only a small number oflucky daredevils prosper, while many more unfortunate, bu

Drive bottom-line results with a powerful company cultureCompanies with strong corporate cultures aren't just good places towork. Powerful corporate cultures have very real payoffs foreveryone involved: employees, shareholders, and stakeholders alike.Culture Connection explains how you can outperform you peers by,first, viewing culture as the organization's most valuable asset,then using it as a strategic competitive advantage to driveresults. Parker explains how values and behaviors play a key rolein making corporate cultures successful; describes how to createthe leadership required to build and maintain the right culture;and offers best practices for measurement and alignment,recruitment and retention, training and development, compensationand benefits, and corporate social responsibility. Marty Parker isthe president, CEO, and founder of Waterstone Human Capital, anexecutive search, professional recruitment, and human capitalconsulting firm. Parker founded "Canada's 10 Most Admired CorporateCulture

Manager's Toolkit: The 13 Skills Managers Need to SucceedZeroingin on the specific skills that make great managers stand out fromthe pack, this comprehensive guide is both an essential primer fornew managers and a valuable resource for seasoned executives. Fromhiring and retaining good people to motivating and developing teammembers, from understanding key financial statements to delegatingwork effectively, and from setting goals for others to managingyour own career, this actionable guide walks readers through everyaspect of managing in a complex business world. Filled withpractical tools and tips, this essential toolkit will help managersto stay at the top of their game.The Harvard Business Essentialsseries is for managers at all levels but is especially relevant fornew managers. It offers on-the-spot guidance, coaching, and toolson the most relevant topics in business. Each book includes thecritical information that managers need on a given topic-frombudgeting to hiring to communication to strategy-and of

Most distribution channels are outdated and unwieldy, servingneither customers nor channel partners adequately. Despite newtechnologies that have streamlined many transactions and processes,a general lack of leadership combined with flawed and deeplyingrained structures make distribution channels exceedinglydifficult to change. What companies need, says V. Kasturi Rangan, is a new approach togoing to market—"channel stewardship"—that simultaneously addressescustomers’ best interests and drives profits for all channelpartners. In Transforming Your Go-to-Market Strategy, Rangan showshow any member of a distribution channel can adopt this role andlearn how to shape an effective, constantly evolving, and mutuallybeneficial channel strategy. This book outlines three disciplines that companies must masterto navigate the complex distribution environment successfully: mapthe industry channel, build and edit one’s own channel continuouslyto best serve customers, and align and influence one

Since Peter Senge published his groundbreaking book The FifthDiscipline, he and his associates have frequently been asked by thebusiness community: "How do we go beyond the first steps ofcorporate change? How do we sustain momentum?" They know thatcompanies and organizations cannot thrive today without learning toadapt their attitudes and practices. But companies that establishchange initiatives discover, after initial success, that even themost promising efforts to transform or revitalizeorganizations--despite interest, resources, and compelling businessresults--can fail to sustain themselves over time. That's becauseorganizations have complex, well-developed immune systems, aimed atpreserving the status quo. Now, drawing upon new theories about leadership and the long-termsuccess of change initiatives, and based upon twenty-fiveyears of experience building learning organizations, the authors of TheFifth Discipline Fieldbook show how to accelerate success and avoidthe obstacles that can stall momentum. The

American capitalism is in dire straits, caught in a perilouspattern of increasing volatility, decreasing investor returns, andongoing bad behavior by executives. And it's getting worse. Sincethe turn of the twenty-first century, we've seen two massivevalue-destroying market meltdowns and a string of ethics breaches,including accounting scandals, options-backdating schemes, and thesubprime mortgage debacle. Just what is going on here? Is it theinevitable decline of the American economy? Is it the new normal ina technology-enabled global marketplace? Or is it possible that thevery theories we've embraced to underpin our capital markets areactually producing these crises? In "Fixing the Game", Roger Martinreveals the culprit behind the sorry state of American capitalism:our deep and abiding commitment to the idea that the purpose of thefirm is to maximize shareholder value. This theory has led to amassive growth in stock-based compensation for executives and,through this, to a naive and wrongheaded linkin

Is your company delivering products to customers at the righttime, place, and price—with the best possible availability andlowest possible cost and working capital? If not, you’re probablyalienating your customers and suppliers, eroding shareholder value,and losing control of your fixed costs. These dangerous mistakescan put you out of business. In The New Supply Chain Agenda, Reuben Slone, J. Paul Dittmann,and John Mentzer explain how to reinvent your supply chain to avoidthose errors—and turn your supply chain into a competitive weaponthat produces unprecedented economic profit for your firm. Drawing on a wealth of company examples, the authors show how toactivate the five levers of supply chain excellence: ? Putting the right people with the right skills in the rightjobs ? Leveraging supply chain technologies such as systemoptimization and visibility tools ? Eliminating cross-functional disconnects, including SKUproliferation ? Collaborating with suppliers a

Companies have long engaged in head-to-head competition insearch of sustained, profitable growth. They have fought forcompetitive advantage, battled over market share, and struggled fordifferentiation. Yet in today’s overcrowded industries, competing head-on resultsin nothing but a bloody “red ocean” of rivals fighting over ashrinking profit pool. In a book that challenges everything youthought you knew about the requirements fro strategic success, W.Chan Kim and Renee Mauborgne contend that while most companiescompete within such red oceans, this strategy is increasinglyunlikely to create profitable growth in the future. Based on a study of 150 strategic moves spanning more then ahundred years and thirty industries, Kim and Mauborgne argue thattomorrow’s leading companies will succeed not by battlingcompetitors, but by creating “blue ocean” of uncontested marketspace ripe for growth. Such strategies moves—termed “valueinnovation”-create powerful leaps in value for both th

Product De*ion Millions of readers remember The Goal, the landmark business novel that sets forth by way of story the essential principles of Eliyahu Goldratt's innovative methods of production. Now, from the AGI-Goldratt Institute and Jeff Cox, the same creative writer who co-authored The Goal, comes VELOCITY, the book that reveals how to achieve outstanding bottom-line results by integrating the world's three most powerful continuous improvement disciplines: Lean, Six Sigma, and Goldratt's Theory of Constraints. Used by the United States Navy and United States Marine Corps to dramatically improve some of the most complex, logistically vast supply chains in the world, the VELOCITY APPROACH draws on the strengths of all three disciplines to deliver breakthrough performance gains. In physics, speed with direction is velocity; in business, the application of VELOCITY means your organization can achieve operational speed with strategic direction to outmaneuver competitors, gain loyalty with customers, and rapidl

In biological ecosystems, "keystone" species maintain thehealthy functioning of the entire system. Why? Because their ownsurvival depends on it. This book argues that business ecosystemswork in much the same way-one company's success depends on thesuccess of its partners. Based on more than ten years of research and practicalexperience within industries from retail to automotive to software, The Keystone Advantage outlines a framework that goes beyondmaximizing internal competencies to leveraging the collectivecompetencies of one's entire network for competitive advantage.

If you’re enrolled in an executive education or MBA program,you’ve probably encountered a powerful learning tool: the businesscase. But if you’re like many people, you may find analyzing casesand writing about them challenging or frustrating. That’s notsurprising—cases are not simple narratives, and good ones aretypically nonlinear and can even be purposefully misleading. Applythe conventional approach to understanding business cases, and youmay waste time (at best) and arrive at weak or meager conclusions(at worst). The Case Study Handbook presents a powerful new approach foranalyzing, discussing, and writing about cases. By using sampleHarvard Business School cases, you’ll master a number of usefultopics, including: How to recognize case situations and apply appropriate tools tosolve problems, make decisions, or develop evaluations How to quickly establish a base of knowledge about a case How to write persuasive case-based essays How to talk about cases effectively