Useful, enlightening lessons on the rewards of innovative thinking cheerlessly diminished by counterproductive...
How modern creativity and innovative visions can form the linchpin of a successful business venture.
For enterprises to succeed in today’s aggressive marketplace, strategic marketing and progressive sales models are key, writes Payne, president and founder of consulting group Fahrenheit 212, which has worked with such leading companies as Starbucks, Samsung, Coca-Cola, Hershey’s, Citibank and American Express. The author shares wisdom garnered from his corporation on how any innovator, regardless of experience, can develop products and services that “change people’s lives.” Payne directs readers toward ways they can successfully launch a new business or improve an already established one’s popularity and revenue stream by intertwining growth strategies with creativity, a philosophy Fahrenheit 212 has dubbed “Money & Magic.” Utilizing explanatory charts and graphic illustrations, the author offers professional advice on developing an effective business framework, alongside cautionary notes on avoiding the “unicorns”: proposals that brim with drawing-board potential yet sputter out when realistically positioned within the contemporary market (“It’s cool, but so what?”). As prime examples of how “two-sided thinking” (idea-building utilizing both consumer and business perspectives) comes into play, Payne explores industries mass-marketing commodities like coffee, fast food, pet food, spirits and car insurance. In all cases, creative, business-minded innovation proved a win-win situation, both companywise and in customer demand and satisfaction. While clearly a seasoned authority on the world of corporate innovation, Payne fumbles somewhat in the effective delivery of his message. Indiscreetly folded into all of this galvanizing guidance and myth-debunking are excessive self-congratulatory mentions of Fahrenheit 212’s brainstormed achievements, winning methodologies and transformational insights, which, by the book’s midsection, create a narrative that reads more like blatant self-promotion than supportive instruction.
Useful, enlightening lessons on the rewards of innovative thinking cheerlessly diminished by counterproductive cross-promotion.Pub Date: Oct. 7, 2014
ISBN: 978-0-8041-3873-4
Page Count: 288
Publisher: Crown Business
Review Posted Online: Sept. 12, 2014
Kirkus Reviews Issue: Oct. 1, 2014
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
SEEN & HEARD
© Copyright 2024 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
bookshelf