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。

Your company's brands hold intangible value and differentiateyour firm from rivals. So does your leadership brand - a sharedidentity among your organization's leaders that differentiates whatthey can do from what your rivals' leaders can do. In "LeadershipBrand", Dave Ulrich and Norm Smallwood show how branded leadershipdelivers unique value for firms' investors, customers, andemployees - elevating market value and creating a sharp competitiveedge. The authors present a six-step process for creatingleadership brand in your organization. A wealth of tools helps youdifferentiate your firm's leaders from those of rivals, craft aunified identity among them, and articulate a unique statement ofyour brand. With its compelling new model and hands-on approach,this book helps you clarify what makes your leaders unique - anduse your leadership brand to leave rivals far behind.

The unconscious sprang to the attention of the West a hundredyears ago, and we are still struggling to absorb its full impact.It was one thing to understand the concept, to see it and believeit, but another to live with it, to take in fully its challenge toour deepest cultural assumptions. Today, as we expand ourunderstanding of its reach, we are still coming to grips with whatit means. This “new unconscious” is driven by the identities weassume, the groups we belong to, the ideas we inherit, thelanguages we use–all the elements that provide meaning andstructure to our world. What You Don’t Know You Know is about this emergentunderstanding, and how it forces us to rethink our relationshipswith each other as well as our beliefs about what it means to be aperson, to have a self. It is for all those who want a betterunderstanding of the complexity of human motivation, whether as anexecutive faced with employees resisting change, an electedofficial trying to forge agreements among competing i

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

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

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.

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.

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

Stuck in a "win-win versus win-lose" debate, most negotiationbooks focus on face-to-face tactics. Yet table tactics are only the"first dimension" of Lax and Sebenius's path breakingtion(t)approach, developed from their decades of doing deals and analyzinggreat dealmakers. deal makersheir "second dimension"--dealdesign--systematically unlock economic and non-economic value bycreatively structuring agreements. But what sets the 3-D approachapart is its "third dimension": setup. Before showing up at abargaining session, 3-D Negotiators ensure that the right partieshave been approached, in the right sequence, to address the rightinterests, under the right expectations, and facing the rightconsequences of walking away if there is no deal. This new arsenalof moves away from the table often exerts the greatest impact onthe negotiated outcome. Packed with practical steps and cases, 3-DNegotiation demonstrates how superior setup moves plus insightfuldeal designs can enable you to reach remarkable agreements at

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.

How you can increase and sustain organic revenue and profitgrowth . . . whether you’re running an entire company or in yourfirst management job. Over the past seven years, Procter Gamble has tripledprofits; significantly improved organic revenue growth, cash flow,and operating margins; and averaged earnings per share growth of 12percent. How? A. G. Lafley and his leadership team have integratedinnovation into everything P G does and created new customersand new markets. Through eye-opening stories A. G. Lafley and Ram Charan show howP G and companies such as Honeywell, Nokia, LEGO, GE, HP, andDuPont have become game-changers. Their inspiring lessons can helpyou learn how to: ? Make consumers and customers the boss, not the CEO or themanagement team ? Innovate to grow a mature business ? Develop higher growth, higher margin businesses ? Create new customers and new markets ? Revitalize a business model ? Reach outside your own business and tap into the

Book De*ion Filled with stories of how Kraft, Procter Gamble, Safeway,and Samsung have incorporated IDEO's thinking to transform thecustomer experience, The Ten Faces of Innovation is a guide tonurturing and sustaining a culture of continuous innovation andrenewal. From Publishers Weekly Kelley's latest builds on The Art of Innovation, which celebratedthe work culture that distinguishes his high-profile, award-winningindustrial design firm, IDEO. This book covers much of the sameterritory, but focuses on the type of worker and team-buildingrather than the work environment. The authors define 10 personas,including Anthropologists, who contribute insights by observinghuman behavior; Experimenters, who try new things; Hurdlers, whosurmount obstacles; Collaborators, who bring people together andget things done; and Caregivers, who anticipate and meet customerneeds. Like its predecessor, the book is breezy and well written,with plenty of self-promotion. Kelley and Littman weave classic andrecent storie

Now in a striking new hardcover edition, Fooled by Randomnessis the word-of-mouth sensation that will change the way you thinkabout business and the world. Nassim Nicholas Taleb–veteran trader,renowned risk expert, polymathic scholar, erudite raconteur, andNew York Times bestselling author of The Black Swan–has written amodern classic that turns on its head what we believe about luckand skill. This book is about luck–or more precisely, about how we perceiveand deal with luck in life and business. Set against the backdropof the most conspicuous forum in which luck is mistaken forskill–the world of trading–Fooled by Randomness providescaptivating insight into one of the least understood factors in allour lives. Writing in an entertaining narrative style, the authortackles major intellectual issues related to the underestimation ofthe influence of happenstance on our lives. The book is populated with an array of characters, some of whomhave grasped, in their own way, the significance

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

How should a sales force be managed effectively? Like aircraftpilots, managers must analyse information and make interconnecteddecisions in order to accomplish their missions. This book providesan integrative vision of a sales manager's function, using theconcept of a dynamic sales force management process. This processadds a new dimension to the 'classical' conception of sales forcemanagement, showing how sales managers can be more effective whenthey develop and maintain a holistic vision. The first part of thebook describes the key actors and their roles, while the secondpart examines the tools used to implement the dynamic sales forcemanagement process. René Y. Darmon shows how this process relies ona clear vision of successive sales missions to be accomplished overtime by all members of a sales team, as they develop strategies andtactics which contribute to fulfilling the firm's overall aims.

A vividly told history of greed and its greatest practitionersin the last forty years, and how it gave rise to our currenteconomic ills. As Jeff Madrick makes clear in a narrative at once sweeping andincisive, the single-minded pursuit of huge personal wealth did notstart in the 2000s but has been on the rise in the United Statessince the 1970s, led by a few individuals who argued thatself-interest guides society more effectively than communityconcerns. In telling the stories of these politicians, economists, andfinanciers—who declared a moral battle for freedom but gave rise toan age of greed—Madrick traces the lineage of some of our nation’smost pressing economic problems. He begins with Walter Wriston,head of what would become Citicorp, who led the battle againstgovernment regulation. He examines the ideas of economist MiltonFriedman, who created the plan for an anti- Rooseveltian America;the politically expedient decisions of Richard Nixon that fueledinfl ation; and the actions of

Fundamentals of Carrier Transport is an accessibleintroduction to the behaviour of charged carriers in semiconductorsand semiconductor devices. It is written specifically for engineersand students without an extensive background in quantum mechanicsand solid-state physics. This second edition contains many new andupdated sections, including a completely new chapter on transportin ultrasmall devices. The author begins by covering a range ofessential physical principles. He then goes on to cover both low-and high-field transport, scattering, transport in devices, andtransport in mesoscopic systems. The use of Monte Carlo simulationmethods is explained in detail. Many homework exercises areprovided and there are a variety of worked examples. The book willbe of great interest to graduate students of electrical engineeringand applied physics. It will also be invaluable to practisingengineers working on semiconductor device research anddevelopment.

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 Jacket Status: Jacketed) Published in 1776, in the sameyear as the Declaration of Independence, "The Wealth of Nations"has had an equally great impact on the course of modern history.Adam Smith's celebrated defense of free market economies waswritten with such expressive power and clarity that the firstedition sold out in six months. While its most remarkable andenduring innovation was to see the whole of economic life as aunified system, it is notable also as one of the Enlightenment'smost eloquent testaments to the sanctity of the individual in hisrelation to the state.