About the Author:
Philip Kotler is the S.C. Johnson Distinguished Professor of International Marketing at Northwestern University's Kellogg School of Management and the author of more than thirty books
About the Author:
Joel Shalowitz is Professor of Health Industry Management and director of the Health Industry Management Program at the Kellogg School of Management and Professor of Medicine and Preventive Medicine, Feinberg School of Medicine, Northwestern University
About the Author:
Robert J. Stevens is president of Health Centric Marketing in Durham, North Carolina and an Adjunct Professor at the School of Public Health at the University of North Carolina at Chapel Hill
How to find your cause, create winning campaigns—and keep the cynics at bay!
Good Works!shows how businesses can do well by doing good, with contemporary examples from across America and around the world. Companies featured include:
If you think that companies can't grow in a low-growth economy, Market Your Way to Growth will change your mind. Most companies anchor their growth plans in one or two strategies, often adopted before the world became so globalized and technologically-advanced. Companies now need to examine all eight strategies that might promise fresh growth. Is your company innovative? Is your brand as strong as it could be? Are your customers satisfied and loyal? Are you able to wrest share from competitors? Have you moved into China, Brazil, or some higher growth markets? Have you done acquisitions and built new alliances? Have you been winning new customers by showing your deeply felt values? Have you partnered with governments and NGOs on new projects? See what dozens of other companies are doing to achieve higher growth in a low-growth world economy or industry.
A large number of CEOs, senior executives, and scholars have endorsed this book. Open the book and see what they say.
Mukesh D. Ambani, Chairman and Managing Director, Reliance Industries Limited, India
Shumeet Banerji, CEO, Booz & Company
Ram Charan, business consultant and coauthor of Execution: The Discipline of Getting Things Done and other bestselling business books
Jim Collins, author of Good to Great and Built to Last
Marshall Goldsmith, the #1 executive coach and author of bestsellers, MOJO and What Got You Here Won't Get You There
Wenbo He, President, China Baosteel Corporation
Qian Sheng Jin, CEO, China (Yanliang) National Aviation Hi-tech Industrial Base
William R. Johnson, Chairman, President and Chief Executive Officer, H.J. Heinz Company
Robin Li, cofounder, Chairman, and CEO, Baidu, Inc.
N. R. Narayana Murthy, Chairman Emeritus, Infosys, India
Hermann Simon, Chairman of global consultancy Simon-Kucher & Partners and author of Hidden Champions of the 21st Century
Prijono Sugiarto, CEO, Astra International, Indonesia
Xiu Guo Tang, founder and CEO, SANY Group
Peter F. Volanakis, former President and COO, Corning Inc.
Shi Wang, founder, Vanke Group
Katharyn M. White, Vice President of Marketing, IBM Global Business Services
Guang Quan Wu, CEO, AVIC International
Hang Xu, CEO, Mindray Group
Yuan Qing Yang, Chairman and CEO, Lenovo Group
Rui Min Zhang, founder and CEO, Haier Group
Most organizations are stuck in a rut. On one hand, they understand all the good things that will come with growth. On the other, they’re petrified that growth means change, and change means risk, and risk means death. Nobody wants to screw up and ruin a good thing, so most companies (and individuals) just keep trying to be perfect at the things they’ve always done.
In 2003, Seth Godin’s Purple Cow challenged organizations to become remarkable—to drive growth by standing out in a world full of brown cows. It struck a huge chord and stayed on the Business-Week bestseller list for nearly two years. You can hear countless brainstorming meetings where people refer to purple cows and say things like, “That’s not good enough. We need to create a big moo!”
But how do you create a big moo—an insight so astounding that people can’t help but remark on it, like digital TV recording (TiVo) or overnight shipping (FedEx), or the world’s best vacuum cleaner (Dyson)? Godin worked with thirty-two of the world’s smartest thinkers to answer this critical question. And the team—with the likes of Tom Peters, Malcolm Gladwell, Guy Kawasaki, Mark Cuban, Robyn Waters, Dave Balter, Red Maxwell, and Randall Rothenberg on board—created an incredibly useful book that’s fun to read and perfect for groups to share, discuss, and apply.
The Big Moo is a simple book in the tradition of Fish and Don’t Sweat the Small Stuff. Instead of lecturing you, it tells stories that stick to your ribs and light your fire. It will help you to create a culture that consistently delivers remarkable innovations.
Every new project (or job, or hobby, or company) starts out exciting and fun. Then it gets harder and less fun, until it hits a low point—really hard, and not much fun at all.
And then you find yourself asking if the goal is even worth the hassle. Maybe you’re in a Dip—a temporary setback that will get better if you keep pushing. But maybe it’s really a Cul-de-Sac, which will never get better, no matter how hard you try.
According to bestselling author Seth Godin, what really sets superstars apart from everyone else is the ability to escape dead ends quickly, while staying focused and motivated when it really counts.
Winners quit fast, quit often, and quit without guilt—until they commit to beating the right Dip for the right reasons. In fact, winners seek out the Dip. They realize that the bigger the barrier, the bigger the reward for getting past it. If you can become number one in your niche, you’ll get more than your fair share of profits, glory, and long-term security.
Losers, on the other hand, fall into two basic traps. Either they fail to stick out the Dip—they get to the moment of truth and then give up—or they never even find the right Dip to conquer.
Whether you’re a graphic designer, a sales rep, an athlete, or an aspiring CEO, this fun little book will help you figure out if you’re in a Dip that’s worthy of your time, effort, and talents. If you are, The Dip will inspire you to hang tough. If not, it will help you find the courage to quit—so you can be number one at something else.
Seth Godin doesn’t claim to have all the answers. But he will teach you how to ask the right questions.
A tribe is any group of people, large or small, who are connected to one another, a leader, and an idea. For millions of years, humans have been seeking out tribes, be they religious, ethnic, economic, political, or even musical (think of the Deadheads). It's our nature.
Now the Internet has eliminated the barriers of geography, cost, and time. All those blogs and social networking sites are helping existing tribes get bigger. But more important, they're enabling countless new tribes to be born-groups of ten or ten thousand or ten million who care about their iPhones, or a political campaign, or a new way to fight global warming.
And so the key question: Who is going to lead us?
The Web can do amazing things, but it can't provide leadership. That still has to come from individuals? people just like you who have passion about something. The explosion in tribes means that anyone who wants to make a difference now has the tools at her fingertips.
If you think leadership is for other people, think again-leaders come in surprising packages. Consider Joel Spolsky and his international tribe of scary-smart software engineers. Or Gary Vaynerhuck, a wine expert with a devoted following of enthusiasts. Chris Sharma leads a tribe of rock climbers up impossible cliff faces, while Mich Mathews, a VP at Microsoft, runs her internal tribe of marketers from her cube in Seattle. All they have in common is the desire to change things, the ability to connect a tribe, and the willingness to lead.
If you ignore this opportunity, you risk turning into a 'sheepwalker'?someone who fights to protect the status quo at all costs, never asking if obedience is doing you (or your organization) any good. Sheepwalkers don't do very well these days.
Tribes will make you think (really think) about the opportunities in leading your fellow employees, customers, investors, believers, hobbyists, or readers. . . . It's not easy, but it's easier than you think.
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