Product Details 基本信息 ISBN-13 书号 9780071614139 Author 作者 O'Neil, William J. Pages Number 页数 454页 Publisher 出版社 McGraw-Hill Publication Date 出版日期 2009年06月01日 Product Dimensions 商品尺寸 2.03x1.52x1.52 cm Shipping Weight 商品重量 635g Language 语种 ENG Book Contents 内容简介 A BUSINESSWEEK BESTSELLER "Anyone" can learn to invest wisely with this bestselling investment system Through every type of market, William J. O'Neil's national bestseller, "How to Make Money in Stocks," has shown over 2 million investors the secrets to building wealth. O'Neil's powerful CAN SLIM(R) Investing System--a proven 7-step process for minimizing risk and maximizing gains--has influenced generations of investors. Based on a major study of market winners from 1880 to 2009, this expanded edition gives you: Proven techniques for finding winning stocks before they make big price gains Tips on picking the best

In this breakthrough book based on her company s #WomenWhoWork initiative, Ivanka Trump wife, mother, real estate developer, entrepreneur, and founder of her eponymous fashion brand and IvankaTrump.com disrupts the existing narrative of women and work to present a new worldview that celebrates how women work in all aspects of their lives. Through highly tactical, solution-oriented content, Trump empowers readers with the insight and tools to define success on their own terms and create the lives they want to live. Fifty percent of the world s workforce is made up of women, yet the term working women is still used as if they re an anomaly. Thanks in part to the generations of women who came before and fought hard to earn a seat at the table, today s working women among them, tens of millions of millennials are able to do things differently. Disappearing are the days of face time for the sake of face time, 9-to-5 hours, and perfectly mapped career paths. Today's generation of women is the first to

The market for business knowledge is booming, as companieslooking to improve their performance pour billions of dollars intotraining programs, consultants, and executive education.Why, then,are there so many gaps between what firms know they should do andwhat they actually do?Why do so many companies fail to implementthe experience and insight they've worked so hard to acquire? TheKnowing-Doing Gap is the first book to confront the challenge ofturning knowledge about how to improve performance into actionsthat produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors andteachers, identify the causes of the knowing-doing gap and explainhow to close it.The message is clear-firms that turn knowledge intoaction avoid the "smart talk trap."Executives must use plans,analysis, meetings, and presentations to inspire deeds, not assubstitutes for action.Companies that act on their knowledge alsoeliminate fear, abolish destructive internal competition, measurewhat matters, and promo

You want to get the word out to buyers about all the greatthings your business has to offer. Too bad a big-bucks marketingcampaign just isn't in your budget right now. The Complete Idiot'sGuide(r) to Target Marketing is full of clever, practical, andeasy-to-use strategies to help you get your message out to theright people, at the right time, and in the right place. You'lllearn: *Five easy steps to identify the most lucrative nichemarkets *Tech-savvy tips on using online surveys and other e-tools toidentify your customers' needs *Powerful pointers on viral marketing, blogging, webinars, andother web marketing ideas *Highly-effective and low-budget advertising strategies andcustomer retention techniques

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

During Toyota’s highly publicized recalls of 2009 and 2010,the legendary carmaker’s 60-year-old reputation for operationalexcellence was put under the microscope. Business pundits wonderedout loud if Toyota’s quality levels had decreased dramatically,while the harshest critics predicted the end of the company as weknow it. For the most part, the government’s fi ndings absolvedToyota of serious defects and accidents, and Toyota recoveredrapidly—but mistakes were made, which showed that Toyota is notperfect. In fact, there is always opportunity for improvement inevery process. In his bestselling business management classic The ToyotaWay , Jeffrey Liker introduced the world to the foundationalprinciples that have made Toyota the envy of companies around theworld. Now, in The Toyota Way to Continuous Improvement ,Liker teams up with former Toyota production engineer James Franzto explain the underlying thinking behind continuous improvementand why any company needs a disciplined approach

The management of human resources, says the author, holdsthe key to an organization's future success. HR people serve asstrategic players, administrative experts, employee champions andchange agents. Full of illustrations and examples from dozens ofcompanies, this book show how HR professionals can operate in allfour areas simultaneously.

Stop pushing products--and start cultivating customerrelationships. If you need the best practices and ideas for marketing today--butdon't have time to find them--this book is for you. Here are 10inspiring and useful perspectives, all in one place. This collection of HBR articles will help you: - Figure out what business you're really in - Collaborate with customers to meet current and futureneeds - Create products that perform the jobs people need to getdone - Get a bird's-eye view of your brands' strengths andweaknesses - Tap a market that's larger than China and India combined - Deliver superior value to your B2B customers - End the war between sales and marketing

Drawing upon forty years of experience from his own sports andcelebrity management practice, Mark H. McCormack is back withcommon-sense advice aimed at business owners and would-be CEOs.McCormack's tips include: End your day on time People who say they can keep a secret usually can't It pays to overestimate your competition The best ideas cannot be stolen Know when to say "It's none of your business" Get paid for thinking rather than doing Time in front of the customer is the best time of all Be wary of unanimous agreement Not every budget deserves your respect Learn the art of picking up the check In ninety brief chapters that range in topic from getting aheadto staying competitive, McCormack makes clear that doing businessin today's climate still involves the same basic elements of humaninteraction-intelligence, creativity, and efficiency-that havealways meant the difference between success and failure.

Named one of the Best Business Books of 1997 by BusinessWeek , Inside Intel is the gripping business saga of acompany that rose to dominance through technological innovation,and maintained its leadership against competitors throughaggressive marketing, tough business tactics, and liberal use oflegal firepower. In his in-depth portrait of Intel, the firsthistory/expose of the company, Financial Times columnist Tim Jackson reveals that: * Intel's corporate culture isdeterminedly secretive and authoritarian. * The company retains itsown force of private investigators to prevent its employees fromgoing astray. * Intel routinely uses the threat of lawsuits againstworkers and rivals. At the center of this story is AndyGrove , Intel's high-profile CEO and chairman, once a pennilessimmigrant who waited tables to put himself through college. It isGrove who has made the unpopular decisions which have kept Intel atthe top of the chip market. Exhaustively researched from courtrecords, unpublished documents,