Koch’s down-to-earth personality, business advice, and passion are good models for those interested in making their own ways.
The founder and brewer of Samuel Adams shares the story of Boston Beer Company, his business philosophy, and entrepreneurial tips.
Today, craft beer is all the rage, but that wasn’t the case in 1984, when Koch decided to quit his successful job as a management consultant to start the Boston Beer Company, which would become famous for Samuel Adams Boston Lager. Inspired by upstart San Francisco–based brewery Anchor Brewing, Koch set out to brew a high-quality, premium beverage that was basically nonexistent in the beer market at the time. In doing so, he became a pioneer of the craft, home-brew, and small-batch movements. However, Koch’s desire to start a brewery was not a whim. He is a fifth-generation brewer, and the Samuel Adams recipe has been in the family since the 1860s. Invoking “the spirit of a tavern conversation,” Koch’s chatty prose is fun and jocular as he recounts the old days when he sold Samuel Adams by hand while touring Boston’s bars and restaurants, giving impromptu taste tests and letting the quality of the beer do most of the talking. Koch does more than tell old war stories (a bar manager once pulled a gun on him during a cold call). He also shares nuggets of common-sense business wisdom, such as investing in the product over marketing, pursuing organic growth over growth at all costs, and setting challenging but attainable goals. Koch’s wisdom is summed up in his koan: “No one climbs a mountain to get to the middle.” As the brewery landed more accounts and sales increased domestically and abroad, it experienced all the growing pains of a budding business as Koch’s once-ragtag organization quickly morphed into a more streamlined and professional operation. Always true to himself, the author’s belief in Samuel Adams and the people around him is what makes his story and philosophy so genuine and endearing.
Koch’s down-to-earth personality, business advice, and passion are good models for those interested in making their own ways.Pub Date: April 12, 2016
ISBN: 978-1-250-07050-0
Page Count: 256
Publisher: Flatiron Books
Review Posted Online: Feb. 27, 2016
Kirkus Reviews Issue: March 15, 2016
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.
“Quality of life means more than just consumption”: Two MIT economists urge that a smarter, more politically aware economics be brought to bear on social issues.
It’s no secret, write Banerjee and Duflo (co-authors: Poor Economics: A Radical Rethinking of the Way To Fight Global Poverty, 2011), that “we seem to have fallen on hard times.” Immigration, trade, inequality, and taxation problems present themselves daily, and they seem to be intractable. Economics can be put to use in figuring out these big-issue questions. Data can be adduced, for example, to answer the question of whether immigration tends to suppress wages. The answer: “There is no evidence low-skilled migration to rich countries drives wage and employment down for the natives.” In fact, it opens up opportunities for those natives by freeing them to look for better work. The problem becomes thornier when it comes to the matter of free trade; as the authors observe, “left-behind people live in left-behind places,” which explains why regional poverty descended on Appalachia when so many manufacturing jobs left for China in the age of globalism, leaving behind not just left-behind people but also people ripe for exploitation by nationalist politicians. The authors add, interestingly, that the same thing occurred in parts of Germany, Spain, and Norway that fell victim to the “China shock.” In what they call a “slightly technical aside,” they build a case for addressing trade issues not with trade wars but with consumption taxes: “It makes no sense to ask agricultural workers to lose their jobs just so steelworkers can keep theirs, which is what tariffs accomplish.” Policymakers might want to consider such counsel, especially when it is coupled with the observation that free trade benefits workers in poor countries but punishes workers in rich ones.
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.Pub Date: Nov. 12, 2019
ISBN: 978-1-61039-950-0
Page Count: 432
Publisher: PublicAffairs
Review Posted Online: Aug. 28, 2019
Kirkus Reviews Issue: Sept. 15, 2019
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