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Growing a Business
Business growth is a clear goal for ambitious entrepreneurs and leaders. It's often a short hand for business - and wider economic - success. But it's not without its pitfalls and challenges, and planning for, and managing, a growing business needs careful thought. Take, for example, the start-up facing for the first time the need to balance flexibility with more structure. Or a larger business tackling a range of divisions evolving at different speeds. Or an inspirational owner-founder confronting the need to step back and let others take the business forward. These are the kinds of challenges that Growing a Business tackles head-on. Drawing on a wide range of models and research, and using...
Owners
The essential guide for anyone running a small or medium-sized business who wants to make it grow, avoiding the pitfalls which bring so many companies down. There are hundreds - no, thousands - of books for managers in large corporations or multi-nationals. And there are a handful of guides to running small businesses. Amazingly, there are no books on medium sized enterprises - despite the fact that they are the most vibrant and successful part of the economy. This is the third in a series of four books on the key functions in running any growing business (along with Finance Directors, Managing Directors and Non-executive Directors), written specifically to help small and medium-sized enterprises grow successfully and avoid the mistakes that ruin so many. The problems vary from personality clashes (horribly common), to running out of cash, ill-thought out expansion plans and misconceived acquisitions. Short, concisely written, and with clear, helpful advice, this is the essential guide - born from great experience - to help businesses grow successfully.
Managing Directors
The essential guide for anyone running a small or medium-sized business who wants to make it grow, avoiding the pitfalls which bring so many companies down. There are hundreds - no, thousands - of books for managers in large corporations or multi-nationals. And there are a handful of guides to running small businesses. Amazingly, there are no books on medium sized enterprises - despite the fact that they are the most vibrant and successful part of the economy. This is the third in a series of four books on the key functions in running any growing business (along with Finance Directors, Owners and Non-executive Directors), written specifically to help small and medium-sized enterprises grow successfully and avoid the mistakes that ruin so many. The problems vary from personality clashes (horribly common), to running out of cash, ill-thought out expansion plans and misconceived acquisitions. Short, concisely written, and with clear, helpful advice, this is the essential guide - born from great experience - to help businesses grow successfully.
Rules are Not Enough
"Business history is littered with scandals that have put the spotlight on corporate governance - Robert Maxwell, Barings and Andersen on one side of the Atlantic, Enron and WorldCom on the other. More recently, the global financial crisis brought about by the credit crunch has highlighted others. Yet again, directors and regulators and those involved in partnerships, family-owned businesses and not-for-profit organisations, together with stakeholders in the many different forms of enterprise, are asking: What is the role of a director? Should there be more, less or better regulation? How should remuneration of executives be set? To whom should directors be accountable?" "Good governance is crucial to the well-being of organisations of every type and size. It is integral to management, and should be seen not as an obstacle but as an opportunity to work better, in the interests of everyone involved. It is something that should be deeply embedded in an organisation's culture, guiding principles and behaviour - simply sticking to the rules is not enough." --Book Jacket.
The Rebel Entrepreneur
Everyone wants to start their own business and there are many of books telling you how to go about it. The only trouble is that many of them are simply wrong. The Rebel Entrepreneur by Financial Times journalist Jonathan Moules explains why, in many cases, the received wisdom on entrepreneurship just isn't the best way of doing things. Full of examples of successful entrepreneurs, who've made the grade by doing things differently, this book will show you: - Why you don't need to stick to a business plan; - There's nothing wrong with learning from the ideas of others ; - Why, if things get tough, you should put your prices up; - How cutting costs can kill your business. The Rebel Entrepreneur is the alternative guide to starting your own business and succeeding that no entrepreneur can afford to be without.
Handbook of Family Business and Family Business Consultation
A close-up examination of several important consultation models and of the structure, dynamics, and operation of family businesses in Brazil, Canada, Chile, Ireland, South Korea, Lebanon, Mexico, Saudi Arabia, Scotland, Trinidad & Tobago, Turkey, the United Kingdom and the United States This book is designed to fill an important gap in t
The Director
None
The Economist Guide to Managing Growth
Successful and ambitious organisations recognise the 'growth imperative' but are often insufficiently aware of what might threaten continued success. Growth means change. What worked last year won't necessarily work next year - an organisation that wants to manage growth successfully will need to change things that aren't yet broken. Growth, and the change it brings, affects every aspect of the business - people management, marketing, customer and client management, financial management, organisational design, performance management and measurement. Growth gives rise to problems for businesses of all size. A young business run by its entrepreneurial founders is quite likely not to pay enough...
Cambridge BEC Higher
None
Heart, Smarts, Guts, and Luck
What’s your entrepreneurial profile? Do you have what it takes to build a great business? In this book, three prominent business leaders and entrepreneurs—now venture capitalists and CEO advisers—share the qualities that surface again and again in those who successfully achieve their goals. The common traits? Heart, smarts, guts, and luck. After interviewing and researching hundreds of business-builders across the globe, the authors found that every one of them—from young founder to seasoned CEO—holds a combination of these four attributes. Indeed each of us tends to be biased toward one of these traits in our decision-making, and figuring out which trait drives you will lead to gr...
