本书是黄太吉官网发布的微博，主要以介绍黄太吉传统美食管理理念、经营策略、中国传统饮食文化等为主要内容的图书。黄太吉门店成立于2012年7月28日，公司专注于产品本身，极力还原正统的饮食文化，并借助移动互联网应用的兴起，迅速的建立起良好的产品口碑与品牌文化，同时也拥有了众多的用户社群。品牌以中国传统饮食文化为积淀，融合移动互联网时代的交互特点，使得中国传统饮食文化得以加速发展，向国际化的文化品牌方向推进。2014年底，公司发展成为拥有3个独立品牌，跨越国内4座城市，建立36家自营门店，投资3个新生餐饮文化品牌的互联网餐饮文化集团公司。

The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced in the second part, they describe the steps organizations must take to build their own and, finally, they discuss how the Balanced Scorecard can be used as a driver of change. 被《哈佛商业评论》誉为75年来最伟大的管理工具 卡普兰和诺顿开创性地提出了一个将成长战略转化为日常行为的管理新视角。它代表着一种全面的、可行的公司治理理论的开端。 中国组织需要实用的解决之道去应对各种重要

A revised and updated edition of How to master the art of selling, which educates on how to succeed in sales, including new information on using the latest research techniques and using e-mail and online resources to generate deals more quickly and efficiently.

In this extraordinary book Col. Kolditz explains that his research on in extremis leadership, where followers perceive their lives to be threatened, reveals that the leadership lessons and principles in evidence in dangerous settings also apply to leading in business and everyday life. The book shows how leadership literally defines the promise of hope or future life and that extremely capable leaders are needed in all walks of life. The book describes a variety of high-risk situations that are ideal settings to seek and find great leaders, assess how they might be different, and to glean valuable insights for extraordinary leadership in our everyday lives. Through heart-stopping real-life stories of leaders in these extreme situations, Kolditz insists that leaders at all levels can improve their effectiveness. 作者简介： Colonel Thomas Kolditz is professor and head of the Department of Behavioral Sciences and Leadership at the United States Military Academy at West Point. The Leader to

Winnerofthe2010PulitzerPrize "Amagisterialwork...Youcan'thelpthinkingabouttheeconomiccrisiswe'relivingthroughnow."--TheNewYorkTimesBookReview ItiscommonlybelievedthattheGreatDepressionthatbeganin1929resultedfromaconfluenceofeventsbeyondanyoneperson'sorgovernment'scontrol.Infact,asLiaquatAhamedreveals,itwasthedecisionsmadebyasmallnumberofcentralbankersthatweretheprimarycauseofthateconomicmeltdown,theeffectsofwhichsetthestageforWorldWarIIandreverberatedfordecades.Asyetanotherperiodofeconomicturmoilmakesheadlinestoday,LordsofFinanceisapotentreminderoftheenormousimpactthatthedecisionsofcentralbankerscanhave,theirfallibility,andtheterriblehumanconsequencesthatcanresultwhentheyarewrong.

In this bestselling classic of financial management, G. Bennett Stewart, III, raises and answers these provocative questions: Do dividends matter? Are earnings per share really accurate measures of corporate performance? What is the engine that really drives share prices? More than that, Stewart lays the foundation for EVA r , the financial management and incentive system now in place at nearly 300 companies around the world, and which is rapidly becoming the global standard for corporate governance. Managers, confused about what investors really want, often find it difficult to reach informed decisions regarding business strategy, acquisitions and divestitures, financial structure, dividend policy, and executive compensation. But now an EVA r -based revolution is providing a practical framework that managers can use to build a premium-valued company. At the forefront of this revolution is the consulting firm of Stern Stewart & Co., of which G. Bennett Stewart, III, author of The Qu

Learn how to RETHINK your business, REINVENT your products, and REVITALIZE your vision of success--the Steve Jobs way. When it comes to innovation, Apple CEO Steve Jobs is legendary. His company slogan "Think Different" is more than a marketing tool. It's a way of life--a powerful, positive, game-changing approach to innovation that anyone can apply to any field of endeavor. These are the Seven Principles of Innovation, inspired by the master himself: Do What You Love. Think differently about your career. Put a Dent in the Universe. Think differently about your vision. Kick Start Your Brain. Think differently about how you think. Sell Dreams, Not Products. Think differently about your customers. Say No to 1,000 Things. Think differently about design. Create Insanely Great Experiences. Think differently about your brand experience. Master the Message. Think differently about your story. By following Steve Jobs's visionary example, you'll discover exciting new ways to unlock your creat

Peter F. Drucker discusses how the new paradigms of management have changed and will continue to change our basic assumptions about the practices and principles of management. Forward-looking and forward-thinking, Management Challenges for the 21st Century combines the broad knowledge, wide practical experience, profound insight, sharp analysis, and enlightened common sense that are the essence of Drucker's writings and landmarks of the managerial profession.

The crash of 2008 revealed that the world's central banks had failed to offset the financial imbalances that led to the crisis, and lacked the tools to respond effectively. What lessons should central banks learn from the experience, and how, in a global financial system, should cooperation between them be enhanced? Banking on the Future provides a fascinating insider's look into how central banks have evolved and why they are critical to the functioning of market economies. The book asks whether, in light of the recent economic fallout, the central banking model needs radical reform. Supported by interviews with leading central bankers from around the world, and informed by the latest academic research, Banking on the Future considers such current issues as the place of asset prices and credit growth in anti-inflation policy, the appropriate role for central banks in banking supervision, the ways in which central banks provide liquidity to markets, the efficiency and cost-effectiveness of central banks, th

One of the world s leading creative artists， choreographers， and creator of the smash-hit Broadway show， Movin Out， shares her secrets for developing and honing your creative talents at once prescriptive and inspirational， a book to stand alongside The Artist s Way and Bird by Bird. All it takes to make creativity a part of your life is the willingness to make it a habit. It is the product of preparation and effort， and is within reach of everyone. Whether you are a painter， musician， businessperson， or simply an individual yearning to put your creativity to use， The Creative Habit provides you with thirty-two practical exercises based on the lessons Twyla Tharp has learned in her remarkable thirty-five-year career. In "Where's Your Pencil?" Tharp reminds you to observe the world -- and get it down on paper. In "Coins and Chaos，" she gives you an easy way to restore order and peace. In "Do a Verb，" she turns your mind and body into coworkers. In "Build a Bridge to the Next Day

All introductory textbooks begin by attempting to convince the student readers that the subject is of great importance in the world, and therefore merits their attention. The physical sciences and engineering claim to be the basis of modern technology and therefore of modern life; the social sciences discuss big issues of governance, for example, democracy and taxation; the humanities claim that they revive your soul after it has been deadened by exposure to the physical and social sciences and to engineering. Where does the subject "games of strategy," often also called game theory, fit into this picture, and why should you study it? Dixit and Skeath's Games of Strategy offers a practical motivation much more individual and closer to your personal concerns than most other subjects. You play games of strategy all the time: with your parents, siblings, friends, enemies, even with your professors. You have probably acquired a lot of instinctive expertise, and we hope you will recognize in what follows some of

Whatmakesaneffectiveexecutive? Themeasureoftheexecutive,PeterF.Druckerremindsus,istheabilityto"gettherightthingsdone."Thisusuallyinvolvesdoingwhatotherpeoplehaveoverlookedaswellasavoidingwhatisunproductive.Intelligence,imagination,andknowledgemayallbewastedinanexecutivejobwithouttheacquiredhabitsofmindthatmoldthemintoresults. Druckeridentifiesfivepracticesessentialtobusinesseffectivenessthatcan,andmust,belearned: Managingtime Choosingwhattocontributetotheorganization Knowingwhereandhowtomobilizestrengthforbesteffect Settingtherightpriorities Knittingallofthemtogetherwitheffectivedecision-making Rangingwidelythroughtheannalsofbusinessandgovernment,PeterF.Druckerdemonstratesthedistinctiveskilloftheexecutiveandoffersfreshinsightsintooldandseeminglyobviousbusinesssituations. 《卓有成效的管理者》论述了现代企业组织的管理者应具备的素质和才能。管理者要做到卓有成效，光靠天资聪明、工作努力是不够的，还要有创造力、创新精神和组织能

Acclaimed historian Doris Kearns Goodwin illuminates Lincoln's political genius in this highly original work, as the one-term congressman and prairie lawyer rises from obscurity to prevail over three gifted rivals of national reputation to become president. On May 18, 1860, William H. Seward, Salmon P. Chase, Edward Bates, and Abraham Lincoln waited in their hometowns for the results from the Republican National Convention in Chicago. When Lincoln emerged as the victor, his rivals were dismayed and angry. Throughout the turbulent 1850s, each had energetically sought the presidency as the conflict over slavery was leading inexorably to secession and civil war. That Lincoln succeeded, Goodwin demonstrates, was the result of a character that had been forged by experiences that raised him above his more privileged and accomplished rivals. He won because he possessed an extraordinary ability to put himself in the place of other men, to experience what they were feeling, to understand their motives and desires

Aforward–thinkingapproachtoaddressingcorporatesecuritychallengesafter9/11TheSentinelCEOtakesaproactivelook–fromtheperspectiveoftopexecutives–atthewaysbusinesshaschangedsince9/11.Filledwithin–depthinterviewswithAmerica′sleadingCEOs,securityexperts,publicofficials,andacademics,thisessentialtoolunderscoreshowabusiness′scorevaluescanhelpitaddressandrecoverfromunforeseenthreats.ArevealingexaminationofthesubtleandprofoundwaysinwhichAmericanbusinesshaschanged,TheSentinelCEOexploresavarietyofrisksfacingbusinessesofallsizesthatoperateinaglobalenvironment.Thisimportantbookincludestimelydiscussionofgrowinganti–Americansentimentsworldwide,theavianflu,andtheimpactoftougherimmigrationenforcementonthetalentpoolintheUnitedStates.