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Imperial Library
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Index
Copyright
Dedication
Author’s Note
Acknowledgments
Chapter 1: Business is the exchange of entities to which values have been assigned.
Chapter 2: Business is not a single field of endeavor.
Chapter 3: Philosophy of business or business philosophy?
Chapter 4: Capital is assets in the form of money or “near-money.”
Chapter 5: Not all capital is economic.
Chapter 6: Functional silos can be dysfunctional.
Chapter 7: Business ownership
Chapter 8: A stock indicates ownership; a bond is an I.O.U.
Chapter 9: The board of directors
Chapter 10: How to run a meeting
Chapter 11: There are three ways to grow a business.
Chapter 12: Don’t just compete in existing markets; anticipate new ones.
Chapter 13
Chapter 14: Six degrees of Lois Weisberg
Chapter 15: A mission or vision statement that is impossible to disagree with might not be saying much of significance.
Chapter 16: Learn an organization’s culture before working with or for it.
Chapter 17: The most difficult and time-consuming problems in business are not business problems.
Chapter 18
Chapter 19: Most employees want to do good work.
Chapter 20: Top-down and bottom-up
Chapter 21: Command, consensus, or consultation?
Chapter 22: A manager usually should have no more than six to eight workers reporting to him or her.
Chapter 23: The party that cares less about the outcome of a negotiation is in the stronger negotiating position.
Chapter 24: There’s a trolley every 15 minutes.
Chapter 25
Chapter 26: Do your marketing while you’re busy.
Chapter 27: Cannibalize your own sales.
Chapter 28: Substitutes are competitors.
Chapter 29: Targeting the safe middle market is not necessarily a safe marketing strategy.
Chapter 30: Free can be part of a successful business model.
Chapter 31: Double-entry bookkeeping
Chapter 32: Cash versus accrual accounting
Chapter 33: Standard accounting reports
Chapter 34: Depreciation makes accounting more complex, but more accurate.
Chapter 35: In the short term, some costs are fixed and some are variable. In the long run, all costs are variable.
Chapter 36: Financial ratios
Chapter 37: Use several accounting reports to gauge performance.
Chapter 38: Profitable, fast growing companies can be chronically short of cash.
Chapter 39: Bankruptcy doesn’t necessarily mean a business ceases to exist.
Chapter 40: The price of a stock is an emotional as well as economic projection.
Chapter 41: Deflation can be bad for business.
Chapter 42: The U.S. government has two primary tools for influencing the level of business activity.
Chapter 43: One ad, one message.
Chapter 44: Repetition doesn’t make a statement true, but it can make it believable.
Chapter 45: Positive and negative feedback loops
Chapter 46: The Law of Supply and Demand doesn’t always apply.
Chapter 47: There never has been a true barter economy.
Chapter 48: Those who say theory “isn’t the real world” don’t understand what theory is.
Chapter 49
Chapter 50: Interest rates have three components.
Chapter 51: The Rule of 72
Chapter 52: A business buys a copy machine because it needs copies, not because it wants a copy machine.
Chapter 53: Customers do not buy a product or service the same way or for the same reason.
Chapter 54: A feature is a fact. A benefit is how it helps the customer.
Chapter 55: Complaints can be good things.
Chapter 56
Chapter 57: Branding
Chapter 58: Intellectual property protection
Chapter 59: Business development can save municipalities money.
Chapter 60: Materials are “free”; it’s everything else that costs money.
Chapter 61: Are retailers and wholesalers necessary?
Chapter 62: Push and pull
Chapter 63: The Internet encourages a long tail business model.
Chapter 64: Going green can make more “green.”
Chapter 65: An expert isn’t always the person who knows the most.
Chapter 66: True experts know more than they know they know.
Chapter 67: Promoting the best performer to manager is often a mistake.
Chapter 68: Why buy debt?
Chapter 69: The higher one rises in an organization, the longer it takes to implement a decision.
Chapter 70: The higher one rises in an organization, the more one must be a generalist.
Chapter 71
Chapter 72: Good, fast, or cheap: pick two.
Chapter 73: If all courses of action appear equal, get more objective information.
Chapter 74: The decision tree
Chapter 75: A good manager makes imperfect decisions.
Chapter 76
Chapter 77: Sacrifice the trivial few for the vital many.
Chapter 78: Two views on good management
Chapter 79: Tell others the result you need, not how to get it.
Chapter 80: When overwhelmed, try doing fewer things, but doing them better.
Chapter 81: Obsolete does not always mean useless.
Chapter 82: Form, storm, norm, perform.
Chapter 83: Risk homeostasis
Chapter 84: A statistical correlation does not necessarily mean a cause-effect relationship.
Chapter 85: Moral hazard
Chapter 86
Chapter 87: Don’t leave the design of your website to the IT department.
Chapter 88: Microenterprise
Chapter 89
Chapter 90: In retail, know if your business is a host or a parasite.
Chapter 91: Good merchandising is theater.
Chapter 92: Set prices according to what the customer will pay, not necessarily according to costs.
Chapter 93: An effective speaker knows his or her subject, but first seeks to know the audience.
Chapter 94: The real purpose of a visual presentation is to get people to listen, not look.
Chapter 95: Write it once.
Chapter 96: Say it twice.
Chapter 97: Running a restaurant well is about more than being a good chef.
Chapter 98: Even a one-person business has departments.
Chapter 99: Hire your boss.
Chapter 100: Some stress is good. A lot of stress is bad.
Chapter 101
About the Author
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