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Why Johnny Can't
Brand:
Rediscovering the Lost Art of the Big Idea
by Bill Schley & Carl
Nichols, Jr.
Hands-down, the most
lucid, refreshing and enjoyable branding book of the decade. Schley
& Nichols have succeed in breaking down branding into its essential
elements and, in the first fifty pages, deliver seventeen dead-on
branding commandments – dubbed The Granite Pages – designed to help
readers develop a clear, focused and unique "Dominant Selling Idea"
for products, services or even individuals. Run, don't walk, to get
this book.
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Selling The Invisible : A Field Guide to
Modern Marketing
by Harry Beckwith
An invaluable primer on
how to position, market, and promote intangible skills and services,
Selling The Invisible tackles the tricky subject of how to
communicate the value of services that can't be boxed, bottled or
shrink-wrapped. "Services are just promises that somebody will do
something," Beckwith points out. So, while a dress, doorknob, sports
car or cupcake can be seen, felt or tasted; massages, medical
treatments, accounting services and counseling services cannot.
While targeted toward services firms, Invisible offers
practical advice and a fresh perspective on businesses of all
stripes.
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The Art of the Long View: Paths to Strategic Insight for Yourself
and Your Company
by Peter Schwartz
Schwartz brings the art of
envisioning the future down to the ground in a simple, elegant,
practical and incredibly concise volume. In a nutshell, scenario planning is
the basic work of constructing a set of stories about the best,
neutral and worst case scenarios and the organization's likely
response ("and then this happened...so we did this..."). Having
"seen it all before," inevitable twists, bends and dead ends in the
road suddenly seem more familiar and less daunting. Deja view,
anyone?
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Execution: The Discipline of Getting
Things Done
by Larry Bossidy,
Ram Charan, Charles Burck
What is the essential element that
separates industry leaders from their also-ran competitors? Bossidy
& Charan (the former CEO of Honeywell and a distinguished Harvard
Business School professor, respectively) say that it comes down to
one key factor: the basic ability to get %#*! done. Leaders commonly
delegate execution-oriented tasks to their lieutenants so they can
spend more time working out the "big picture." The authors debunk
this common practice and offer a thought-provoking prescription for
creating faster, more responsive and (gasp!) more productive
organizations.
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Fast Company Magazine
An always insightful and
provocative take on what's now and what's next in business, Fast
Company (www.fastcompany.com) is a spunky celebration of the innovative people, places
and things that put the fizz in fiscal responsibility.
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