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。
Referring to his first book, It's Not How Good You Are, It'sHow Good You Want to Be, Arden describes himself as "author ofworld's bestselling book," ably demonstrating one nugget of wisdomto be found in his latest: "Great people have great egos; maybethat's what makes them great." Otherwise, the book suggests thatArden is less a great person (or a great author) than a greatformer creative director at advertising powerhouse Saatchi andSaatchi. In the restrictive, often repetitive genre of managementby aphorism, Arden is an original: master of the snappy maxim andeye-catching graphic, Arden advocates unconventional thinking,skipping college, taking risks, being outrageous and failingdramatically. Missing is a page in this book emblazoned "Take myadvice with a grain of salt," or "Triumph for an advertisingcopywriter may be disaster for an accountant." Nevertheless, Mr.Arden's books are a pleasure to peruse. His writing is spare,clever, brisk and pointed. Illustrations are clean and witty. Thinkyou whateve
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
Book Description Harvard Business Review on Building Personal and Organizational Resilience Why do some people bounce back from life's hardships while others despair? This collection of articles looks at the nature of individual and organizational
在线阅读本书 Based on Jim Kouzes and Barry Posner′s classic book The Leadership Challenge , this Workbook will be your hands–on guide for improving your ability to put into action the Five Practices of Exemplary Leadership? model and become a leader who Model
In The Secret Handshake , top corporate consultant andUSC management professor Kathleen Reardon explores and reveals thehidden rules on the ins and outs of corporate politics that youwon’t find outlined in any employee handbook. Based on hundreds of candid interviews with executives at Fortune500 companies who have achieved their goals and joined the innercircle, The Secret Handshake lays bare the unstatedconventions that govern and shape corporate hierarchies. Takingreaders inside boardrooms to learn firsthand how the topdecision-makers view and assess the employees under them, it offersinvaluable advice on such career-building tactics and skills asgetting noticed, networking, persuading others, knowing whichbattles to fight, and mastering the art of the quid pro quo. Forall those who aspire to be part of the decision-making body oftheir organization, The Secret Handshake is the ultimateintelligence report on whom to trust and whom to watch out for, howto manage the inevitable conflicts t
From the author of the acclaimed book Fierce Conversationscomes the antidote to some of the most wrongheaded practices ofbusiness today. ? “Provide anonymous feedback.” ? “Hire smart people.” ? “Hold people accountable.” These are all sound, business practices, right? Not so fast, saysleadership visionary and bestselling author Susan Scott. In fact,these mantras — despite being long-accepted and adopted by businessleaders everywhere — are completely wrongheaded. Worse, they arecosting companies billions of dollars, driving away valuableemployees and profitable customers, limiting performance, andstalling careers. Yet they are so deeply ingrained inorganizational cultures that no one has questioned them. Untilnow. In Fierce Leadership, Scott teaches us how to spot the worst“best” practices in our organizations using a technique she calls“squid eye”–the ability to see the “tells” or signs that we havefallen prey to disastrous behaviors by knowin
Whetherit'sinterviewingforajob,evaluatingemployeeperformance,settinggoalsforthefuture,orkeepingcustomershappy,thePerfectPhrasesserieshasthetoolsforprecise,effectivebusinesscommunication.Distillingcomplexideasintospecificphrasesthatdiplomaticallyandhonestlydepicttheconceptsathand,thisinvaluableseriesprovides: WaystoenhancecustomerserviceinanybusinessDialoguesandscriptstopracticeinteractionswithcustomersoremployees—tailorabletoanyindustryorcompany...
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.
Why does Procter Gamble repeatedly call on enthusiasticamateurs to solve scientific and technical challenges? How cancompanies as diverse as iStockphoto and Threadless employ just ahandful of people, yet generate millions of dollars in revenueevery year? "Crowdsourcing" is how the power of the many can be leveraged toaccomplish feats that were once the responsibility of a specializedfew. Jeff Howe reveals that the crowd is more than wise–it’stalented, creative, and stunningly productive. It’s also a perfectmeritocracy, where age, gender, race, education, and job history nolonger matter; the quality of the work is all that counts. If youcan perform the service, design the product, or solve the problem,you’ve got the job. But crowdsourcing has also triggered a dramatic shift in the waywork is organized, talent is employed, research is conducted, andproducts are made and marketed. As the crowd comes to supplanttraditional forms of labor, pain and disruption are inevitable, andHowe de
那些没有找到真正财富——存在的欢乐以及与它紧密联系在一起的深深的不可动摇的宁静——的人就是故事中的那个乞丐，即便已经拥有很多财富，但他们依然在四处找寻。他们不知道，自己不仅已经拥有了所有这些，还拥有了更为珍贵的东西，那就是——当下的力量。 阅读本书的过程是一个发现之旅。在作者这位心灵导师的引导下，你会惊讶地发现，自己一直都处在大脑或思维的控制之下，生活在对时间的永恒焦虑中。我们忘不掉过去，更担心未来。但实际上，我们只能活在当下，活在此时此刻，所有的一切都是在当下发生的，而过去和未来只是一个无意义的时间概念。通过向当下的臣服，我们才能找到真正的力量，找到获得平和与宁静的入口。 这不仅仅是一本书，在这本书中还有活生生的能量，当你读这本书时你可能会感受到这种能量。它有一种惊
The Harvard Business Essentials series is designed to providecomprehensive advice, personal coaching, background information,and guidance on the most relevant topics in business. Whether youare a new manager seeking to expand your skills or a seasonedprofessional looking to broaden your knowledge base, thesesolution-oriented books put reliable answers at your fingertips.Implementing Strategy Strategic execution drives business success.This book covers strategy from the ground up, explaining whatstrategy is, how to put together a strategic plan, what tools andresources are necessary to execute it, and how to measureresults.
The authors present important research showing thatcorporatist institutions generate smaller non-competitive wagedifferentials than a decentralized system. A theoreticalexplanation is developed based on the hold-up problem ininvestments, arguing that corporatist institutions solve theproblem by specifying ex ante nominal contracts that remove thenecessity of ex post bargaining over the surplus of an employmentrelationship. The authors also argue that such institutions allowsufficient flexibility to accommodate aggregate shocks, even moreso than decentralized systems. Corporatism or Competition? is thefirst book to bring together the mass of research on comparativewage differences, wage movements and employment behaviour indifferent countries with different institutional frameworks, in anorganized and coherent fashion.
Knowledge has become the most important factor in economiclife. It is the chief ingredient of what we buy and sell, the rawmaterial with which we work. Intellectual capital--not naturalresources, machinery, or even financial capital--has become the oneindispensable asset of corporations. Intellectual Capital is a groundbreaking book, visionaryin scope and practical in applications, that offers powerful newways of looking at what companies do and how to lead them. It isthe first book to show how to turn the untapped, unmapped knowledgeof an organization into its greatest competitive weapon. Intellectual Capital cuts through the vague rhetoric of"paradigm shifts" to show how the Information Age economy reallyworks--and how to make it work for you and your business. Readerswill learn how to discover and map the human, structural, andcustomer capital that embody the knowledge assets of a corporation;how successful companies manage their intellectual capital toimprove performance; how intellectual capital
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
IDEO, the widely admired, award-winning design and developmentfirm that brought the world the Apple mouse, Polaroid's I-Zoneinstant camera, the Palm V, and hundreds of other cutting-edgeproducts and services, reveals its secrets for fostering a cultureand process of continuous innovation. There isn't a business in America that doesn't want to be morecreative in its thinking, products, and processes. At manycompanies, being first with a concept and first to market arecritical just to survive. In The Art of Innovation, Tom Kelley,general manager of the Silicon Valley based design firm IDEO, takesreaders behind the scenes of this wildly imaginative and energizedcompany to reveal the strategies and secrets it uses to turn outhit after hit.
In Shift, Carlos Ghosn, the brilliant, audacious, and widelyadmired CEO of Nissan, recounts how he took the reins of the nearlybankrupt Japanese automotive company and achieved one of the mostremarkable turnarounds in automotive—and corporate—history. When Carlos Ghosn (pronounced like “phone”) was named COO ofNissan in 1999, the company was running out of gas and careeningtoward bankruptcy. Eighteen short months later, Nissan was back inthe black, and within several more years it had become the mostprofitable large automobile company in the world. In Shift, Ghosndescribes how he went about accomplishing the seemingly impossible,transforming Nissan once again into a powerful global automotivemanufacturer. The Brazilian-born, French-educated son of Lebanese parents,Ghosn first learned the management principles and practices thatwould shape his decisions at Nissan while rising through the ranksat Michelin and Renault. Upon his arrival at Nissan, Ghosn beganhis new position by embarkin
《的战争:波音与空客的全球竞争内幕》内容简介：10000公里的航程足以覆盖世界上有人居住的所有地方，但是在民用航空领域，还没有一个飞行器拥有如此惊人的续航能力——无论是波音还是空客。尽管如此，在可以预计的未来，只要乘飞机旅行，你十有八九只能选择这两家公司的产品，但是，你知道那些带你飞翔的“大家伙”有怎样的出身与来历吗？ 越来越多的人需要飞往更遥远的地方，航空制造商需要回答，究竟是要承载更多的乘客，还是要飞得更远？这永远都是一个难以破解的悖论。可是，哪怕在这一问题上微小的进展也足以让竞争对手多一分忌惮。在这项全球为复杂的商战中，两家公司都竭尽全力企图将对手抛开，尽管事实是各自的市场份额越来越接近50%。 20年弹指一挥间，波音与空客的竞争刚刚上演了序曲。回顾短暂的过去，航空制造业的竞
Wake-Up Call for Marketers on What CEOs Want and How toDeliver It….. CEOs are more than frustrated by marketing'sinability to deliver results. Has the profession lost itsrelevance? Nirmalya Kumar argues that, while the function ofmarketing has lost ground, the importance of marketing as amind-set-geared toward customer focus and market orientation-hasgained momentum across the entire organization. This bookchallenges marketers to change their role from tacticalimplementers of traditional marketing functions-like advertisingand promotion-to strategic coordinators of organization-wide,transformational initiatives aimed at profitably delivering valueto customers. Kumar outlines seven strategy-focused,cross-functional, and bottom-line oriented initiatives that can putmarketing back on the CEO's agenda-and elevate its role in shapingthe destiny of the firm.
Why are people around the world so very different? What makesus live, buy, even love as we do? The answers are in the codes. In"The Culture Code," internationally revered cultural anthropologistand marketing expert Clotaire Rapaille reveals for the first timethe techniques he has used to improve profitability and practicesfor dozens of Fortune 100 companies. His groundbreaking revelationsshed light not just on business but on the way every human beingacts and lives around the world. Rapaille's breakthrough notion isthat we acquire a silent system of codes as we grow up within ourculture. These codes--the Culture Code--are what make us American,or German, or French, and they invisibly shape how we behave in ourpersonal lives, even when we are completely unaware of our motives.What's more, we can learn to crack the codes that guide our actionsand achieve new understanding of why we do the things we do.Rapaille has used the Culture Code to help Chrysler build the PTCruiser--the most successful American car laun
A black swan is a highly improbable event with threeprincipal characteristics: It is unpredictable; it carries amassive impact; and, after the fact, we concoct an explanation thatmakes it appear less random, and more predictable, than it was. Theastonishing success of Google was a black swan; so was 9/11. ForNassim Nicholas Taleb, black swans underlie almost everything aboutour world, from the rise of religions to events in our own personallives. Why do we not acknowledge the phenomenon of black swans untilafter they occur? Part of the answer, according to Taleb, is thathumans are hardwired to learn specifics when they should be focusedon generalities. We concentrate on things we already know and timeand time again fail to take into consideration what we don’t know.We are, therefore, unable to truly estimate opportunities, toovulnerable to the impulse to simplify, narrate, and categorize, andnot open enough to rewarding those who can imagine the“impossible.” For years, Taleb has studie
"[A]...breakthrough for the genre....Peters is not onlythe father of the postmodern corporation...he may well haveproduced the first piece of postmodern management literature."--LosAngeles Times "No matter where you are in your career, this book is a mustread. The younger your thinking the more you'll get out ofit." --The Cleveland Plain Dealer "A manual for businesses that want to survive and thrive in aworld continually undergoing change." --St. PetersburgTimes "Tom Peters has done it again."--J.W. Marriot, Jr., CEO, MarriotInternational, Inc. "[Peters] yields potent insights...his keen attention to thehuman element in organizational growth and change shinesthrough...No cutting-edge manager can afford to ignoreit."--Publishers Weekly -- Review
