Profit The Books

I must say I was very surprised at how good this book was! Yes there were basic things included as well, as mentioned in another review but there was also tons of new ideas and more advanced strategies. I understand how many people dont know the basics such as my bass player..lol Myself I know alot more than basic and this book gave me lots of ideas.. we already have booked more shows and following is growing for sure as more people are coming to shows..and got a review in the paper! never would of done that without this book! great read, Great strategies, and useful ideas here! Thank-You, Thank-You, Thank-You!

The book has some good ideas, but much of it explains really basic things like how to upload audio and video files. There's simply too much filler. All of the really good marketing ideas could have been written in ten pages or less.

There has never been anything available before that offers such clarity and knowledge of this industry. A must have for someone starting out either as an artist or anyone wanting to get into the field. The author really knows his stuff.

In today's world where music is the number one download on the Internet and connected with the top gift lines of today, making money with it has not been the on the "top of the online businesses to make money" for the average person. Until now.

From basic HTML codes to social networking, this book clearly and simply explains every single step of the way to the bank, with success whistling all the way. Its contents and index provide an easy way to browse through the book to find exactly what you need to know or do, with professional advice and teaching from cover to cover.

The book is written from heartfelt experience, tough roads, and successful insight. I enjoyed reading it, and with the information in this book opening up a new field on line--it would be best to jump in now ahead of everyone else.

I'm extremely suspicious of this book getting 17 5-star ratings. It was alright! Seriously though, any more than 3 stars is generous.

THE BAD:
It's quite basic, explaining how to set up a myspace page, etc. Now, maybe I'm biased because I was not new to MySpace when I purchased the book. I already knew about bulletins and blogs and messages and how things work on MySpace. I was more interested in getting more traffic to my band's page.

Certain things about the book were frustrating. For instance, there is a subheading in one of the chapters titled "Getting on the Front Page." Well, in that section it talks about what a great opportunity it is to get on MySpace's homepage. (Duh.) However, it does NOT tell you how to accomplish this. Instead, it states how unlikely it is, but that it's a "wild dream for everybody." Useless. Basically, the book tended to tell you which things would be good things for you to do but then left you clueless as to how to go about it.

There was a type-o probably every 5th or 6th page, and that REALLY irritated me. It was hard to take the book seriously when it clearly had not been edited.


THE GOOD:
It is a quick read. You could go through the whole book in a day.

It talked a good deal about promotions for your band. Although, most of it involved writing or hiring a writer rather than flyers or other traditional techniques I assumed would be the most proficient.

Nicky Kalliongis obviously has a lot of contacts and has done some great stuff in his musical career. ... but I would not by any means consider him a good author.

Anyway, yeah, 3 stars, no more.

This book was a delightful read not only because it was short and to the point, but also for it's many real-life examples. I've felt for a long time that prices need to be set to the customer's perception of the value of the product or service, so it was very encouraging to read a book where the author was able to break down the reasons and supply applications for this type of pricing he calls "Value pricing". As with an auction (a theme covered in the book) there is a price for every interested buyer, but it is not always the same for everyone. Just as only one person is willing to pay the highest "winning" bid, there are those who will pay more for any product or service than the average customer. This book helps you to identify those people.
Rich

The suggestions about add-ons, segmenting your buyers and really trying to assess the value of your product when you price it were helpful. The problem of "goodwill" opened my eyes as I think this isn't an uncommon way that profits are bled from businesses. After reading this book, I'm really thinking more and more about getting to know my customers in terms of (1) what they want and (2) precisely how much they value my product. This is a great first step to obtaining optimal pricing. This book gets you thinking and can stir your creativity about how to better price your good/service.

Key to Mohammed's thinking is to set different prices for different customers having different valuations of what they are willing to pay - eg. matinee and evening prices for movies, early-bird prices at restaurants, discounts for those willing to order airline seats ahead of time.

To minimize sales staff giving away profits it is useful to show them the differential profits/product (and hopefully link their compensation to the firm's profits). Beware of sales-boosting gimmicks (eg. frequent-flyer miles) that can be "gamed" by focusing on high-volumes of low-cost purchases. One can test different strategies via eg. varying coupon offers placed within catalogs.

Other important concepts include add-ons (warranties, financing), differential pricing according to location, and taking a long-term perspective (eg. fairness during disasters and temporary product shortages).

"Cost-plus" pricing is not one of Mohammed's recommendations - however, it is increasingly utilized by successful low-cost retailers such as Costco and Wal-Mart. Setting prices using data about alternatives/substitutes is a suggested approach - however, Mohammed does not go into eg. focus-group assessments of how much specific options or new products might be worth.

I am a small business owner and get involved in pricing daily. This book provided extremely useful insight into how to make the most money from each deal. An easy read about a topic that is all too often neglected by the small business owner.

Rafi's treatment of the subject of pricing was just what I needed to open my eyes to a whole new set of strategies for increasing profits. As a former Corporate Engineer and Manager turned entrepreneur, I needed a more thorough understanding of pricing and found exactly what I was looking for in The Art of Pricing. I appreciated the easy to read and entertaining writing style along with the many examples presented in the book. Books that make it easy for me to remember new concepts also make it easier for me to quickly apply those concepts in real world situations. I will be honing my new pricing skills for years to come. The Art of Pricing has become one of my favorite books to recommend to others.

As part of our mantra at Rocket Builders to bring metrics into sales and marketing I was asked to review this book. A very valuable book for those in the enterprise sales market and/or markets where the customer needs material that really shows the ROI from using your goods and services. This includes customers who have become "jaded" by implementations that took longer and cost more than budgetted with little to show for it. They will love the part where you can show them the cost of waiting/not deciding. (So will you)

Not a book for the faint of heart as it is quite thorough and all encompassing wrto getting and using metrics in sales. It is definitely written with VP sales and CFO in mind. The very last chapter discusses ROI used in marketing and despite the brevity, it is a useful chapter. If I was to point to one flaw, it is that this book, like so many others in sales , does not address how and why most marketing materials do not really help the sales process. The problem is as much due to sales as marketing. But that is the subject for another day(s)?

Chapters are quick, short and perhaps a bit too concise in explanation. It takes a while to get through and I would not recommend it as an airplane book. You need quiet, time and reflection to use this. If you do, the results should be very useful to you

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Written with the professional in mind: very understandable and credible step by step process for gathering and collecting customer information which will be used in the ROI presentation. Very useful for all sales prefessionals - regardless of experience.

I really recommend it to any person who wants to learn how to build a solid Roi Model. This is the best tool to show your prospects/customers a truly value justification based on real information from their own company. Improve loyalty 100%!!
I am glad I found this book!
Congratulations to the author!

Having been a sales mentor for 7 years, and having sold large solutions into the Enterprise for 23, this book has been exactly what I have been looking for. The need to quantify value in an easy, neutral fashion, and have your prospect do it with you, is exactly how the deals are being done today in this overheated, competitive technology market.

I have adapted my practice to ROI selling, brought it to my clients, and have found new clients because of it. One of the best elements of the book is the ability to engage with the author, and actually get his help. In several instances, I did this, and it was very competitive and highly professional.

I recommend this to vendors selling software and technology, CEO's who have to buy those solutions, and executives who need to sell there projects to their own C-level. With tools like ROI Selling, you can more easily advance your business and career. Great work!

ROI Selling: I recommend for any individual working on or thinking about implementing value justification/ROI documentation into the sales process. As more and more sales situations increase in complexity the greater the need for a valid credible documentation of ROI will be needed. Customers do not have a sohpisticated method of valuing a solution, those sales professionals that can provide a credible model will win more than lose.

The methodology is great. The process the book uses is very nice to follow and not only is helpful on a general level but is providing actionable results.

My only wish is to have more examples from real life that could be packaged on a cd-rom. However the handful that are provided are a great starting point from which to build.

Even if you think you have a good ROI model you should get this book to validate your model.

This is a very good book, I've read several real estate books in the past and this one is one of the better ones. Content is more down to the real world and has a lot of number crunching which is great. Recommended reading.

This is a book that turns conventional wisdom on it's ear. This book was eye-opening for me in much the same way that "Rich Dad Poor Dad" was years ago. This book is a great starting point for anyone interested in real estate investing. I also recommend looking up their podcast on I-tunes called "The Real Estate Guys".

I learned of the book through a weekly podcast of Real Estate Guys Radio, which is hosted by the authors. I have read many books on real estate investing, but this one really challenged my thinking on several philosophies. (I hate to admit this, but I had some similar ideals to the fictitious Conrad Soomer in the introductory section).

Since finishing the book, I have created a written plan and made an offer on a six unit apartment building. I have also re-evaluated my previous guiding principle of paying down loans faster and am planning to pull some equity out of existing properties.

I strongly recommend this to any reader who understands that real estate investing is a proven way to build net worth, but needs a kick in the pants to get started.

I gained so much from reading (and re-reading sections) of the book, I bought copies for all my RE partners. I read A LOT of real estate books and was very impressed with the ideas and the presentation. A must for newbies to help you get the concepts down and experienced people to reflect and review and learn some new things.

These guys have a great and entertaining way of writing about real estate. They are also honest, there's none of this "make a million overnight with real estate" garbage. Instead they lay out the foundations for changing your mindset, which a lot of books dont even mention. How are you going to win at the real estate game if you have the wrong mental attitude and work ethic going in? After they change your attude, they lay the foundation for getting started in real estate, and telling you realistically that there will be ups and downs, but over the long haul, like a 15 year or more period, you will make substantial wealth with real estate. Loved the tone of the book as well, funny and frank with their information. They have a home study course, which I'm sure goes into more detail than this book does, and I'm going to order it. But this book is a great place to start.

I read at least hundred books a year on business and this one as provided some incredibly coherent thinking on the nature of strategy and systems thinking! We use the concepts in the Stanford Advanced Project Management program and managers really begin to understand the nature of what good planning looks like!

“This book develops a set of concepts that allow you to design business models where the risk can be reduced to practical proportions. The risks in any business come from not knowing the demand, threat from competition, and not having the appropriate capabilities. The basic theme repeated over and over again is that to reduce risk, you need to have clarity regarding where the risks are and create choice, or options, in tackling those risks. We use numerous examples of business strategies to illustrate the concepts. But more to the point, the concepts developed in this book enable you to quickly visualize successful strategies as well as avoid the common pitfalls. However, by no means are we claiming that the strategies we use as examples were developed using our frameworks. We are very aware of academic ‘after the fact’ analysis of famous strategies that in no way portrays the reality of how those strategies were developed. Notable examples are Honda, Wal-Mart, and Southwest. This is where our book differs. Rather than looking backward to try to understand these famous strategies, which is often the case with academic analysis, we use these examples as ‘exercises’ to help you re-create these strategies using our framework and methodology – a process that should help you internalize our concepts faster (from the Introduction).”

In this context, Sayan Chatterjee divides this excellent book into two broad sections-ten chapters and an Appendix. He briefly summarizes each of them as following:

I. THE FIRST SECTION develops concepts that allow a firm to clearly understand the nature of the risks in a given business.

1. In the first chapter, we explore the choice dimensions when designing a strategy – how to identify multiple business models. By identifying multiple business models, you will be able to minimize competitive risks by essentially changing the rules of the game.

2. This brings us to the final concept, which you will explore further in Chapter 2. Even if you manage to reduce competitive risks by identifying a competitive logic that is distinctly different from competitors, you are still vulnerable to capability risks.

3. In Chapter 3, we revisit the choice dimensions that allows you to consider different capability configurations that can deliver the same core objectives without making the mistakes made by Continental CALite. This will help you understand how elements of a successful strategy from one business can be applied to just about any business without undue capability risks.

4. In Chapter 4, we will review the different options to reduce capability risks that we have seen so far with some more examples. These options are using an existing or off-the-shelf capability and investment in capabilities that affect part of the value chain, sometimes in order to outsource the risky capabilities. Thus Lilly, Cisco, FedEx Custom Critical, and Sony PlayStation have outsourced the critical parts of their value chains contrary to conventional wisdom.

5. In Chapter 5, you will consider some techniques for reducing capability risks at the operational level.

6. In Chapter 6, we describe the characteristics of organizations that are the best suited to benefit from the types of frameworks described in this book.

II. THE SECOND SECTION expands the framework developed in the first section to growth and diversification strategies.

7. In Chapter 7, we look at generic strategies for adapting to a market.

8. In Chapter 8, you will consider entry strategies based on low price. You also will consider the market characteristics that reduce the risks of such a strategy. In particular, you examine one of the foremost proponents of the low-price strategies, Dell Computer, and how it has leveraged its low-cost operations into many markets by under pricing incumbents. Firms contemplating a low-price entry strategy can learn some important lessons from Dell.

9. In Chapter 9, you will look at the risk factors in shaping a market from scratch. These strategies take a long time to come to fruition, involve much bigger bets, and are inherently more risky. The strategies are usually also the most profitable and most long-lasting.

10. In Chapter 10, you look at managing these risks in a more dynamic context. You will see how to identify choices not only when designing a strategy, but how to keep the options open and defer commitments. By keeping options open, you will be able to commit resources when you have the best understanding of the risks.

III. THE APPENDIX presents a detailed analysis of the rise and fall of Enron using the risk management lens.

Finally, S. Chatterjee says that “Most management books use examples of past successes and failures to justify their frameworks. Of course, this is necessary, and we have also done that to a large extent. However, we have also gone out on a limb and made predictions about the strategies of the best companies in the world. Some of these predictions are not favorable, but if we believe in our frameworks, the true test will have to come in their predictive ability and not by looking in the rearview mirror. Imagine if someone had predicted Enron’s problems in 1999!”

Strongly recommended.

No strategy is failsafe, of course, but there is much we can do to take better risks and avoid mistakes. "The whole reason business exists is to take risks; otherwise we should be keeping our money in treasury bills," writes Sayan Chatterjee, a professor of management policy at Case Western Reserve University. To mitigate risk, he continues, executives need both clarity and choice, and to that end his guide offers expert case studies and a practical framework. Chatterjee's ideas are broad enough to encompass products and services as diverse as computer games, cars, printers, airline travel, medical imaging, and more.

Section one focuses on designing a strategy that anticipates and avoids risk. The point he makes, through discussion and examples of companies such as Dell, Microsoft, Continental, Southwest, Sony, Nintendo, and others, is that the design of a strategy needs to be flexible and replicable, as well as clearly understood by all employees and easy to talk about at the water cooler.

Section two explores risk in the context of growth and diversification strategies, and Chatterjee's detailed analysis uses some of the same companies. Comparing Dell and Microsoft, for example, he suggests that Dell tends to adapt to existing markets by leveraging the capabilities it already possesses, while Microsoft is proving itself more the market shaper.

No framework should operate as a template or checklist. But if this one is considered in a thoughtful way, Chatterjee says, it might help a company devise a strategy tailored to its own opportunities and risks.

Table of Contents:

Introduction: Understanding risk: the real key to competitive strategy
Section I: Designing strategies for avoiding risk

1. How to see gold where others see risk: identify more choices to get the gold
2. Three steps to design a low risk strategy
3. Identifying multiple capability configurations
4. Designing strategies with low capability risks
5. Lowering capability risks with visible and invisible outputs
6. Organizations that can benefit from the outcome to objectives framework

Section II: The risks in growth and diversification strategy

1. When and how to use differentiation entry strategy
2. When and how to use a low-price entry strategy
3. Strategies to shape markets: products, process and platform
4. Develop multiple migration paths

Appendix: Enron's incremental descent into bankruptcy: a strategic and organizational analysis
Epilogue

Everything in life has risk. The advantage that the entrepreneurial business model has is that it encourages risk taking. The entrepreneur is willing to risk his time, his investment in a venture that the established companies are unwilling to undertake. The bigger the company, and perhaps the older, the more risk adverse it becomes. Perhaps I should say organization rather than company, because bigger organizations like our Federal Government cannot afford risk, the price of failure is too high when the '60 Minutes' reporters show up.

In this book Dr. Chatterjee attempts to define business risk in ways that a corporation might use to understand, minimize and work around failure in a proposed venture. As he puts it in Chapter 1, 'How to See Gold Where Others See Risk: Identify More Choices to Get the Gold.' While you have to accept that any risk at all means that sometime you will fail. It is also axiomatic that the higher the risk, the higher the potential for return.

This book gives a framework for identifying high risk/high return opportunities, and first evaluating the risk and then finding ways to minimize the loss in the case of failure.

Business is a specialized extension of life, so the reality is that there is no failsafe. However, that is what makes the game so interesting. For if you could not fail, business, like life, would be very dull and uninteresting. In the modern world, jobs are being created and destroyed at a rate faster than at any time in history. There is also no doubt that the pace of change will continue to accelerate. Furthermore, the physical location of jobs is also changing at a rapid rate. However, the rate of change of job movement will slow and eventually flatten out. As countries such as India and China develop, the wage differential will narrow. Finally, at some point most of the jobs that can be outsourced will have been outsourced.
In this environment, the challenges can be overwhelming. The sensible person explores every possible advantage and there is a great deal of sense in this book. Overall business strategy, rather than operational aspects, is the focus. While new technologies are continuously being developed and are creating new business opportunities, the strategies examined here are applications requiring very little new technology.
There are two key points, the first is how to identify a new market that can be exploited and the second is how to manage your growth. Two aspects of markets are described. The first is as a white space, which is a market niche that is currently unexploited. While these are market opportunities, there is a danger in being the first mover. With no history to examine, it is easy to be a trailblazer for others who will avoid your mistakes and be in a better position to exploit the market. The second is the sweet spot, which is a location that will allow you to maintain your advantage and defend it against others who might want to challenge your position.
Several case histories are presented, including an extensive one about Enron in an appendix. Companies such as Dell computer, Southwest airlines and Jet Blue are examined, including their strategies for entering markets and how they manage to maintain their position and profits, even through difficult times. However, I found the case history of Enron to be the most interesting. Their initial business strategy was a brilliant one, but when Enron branched out into other areas without performing the due diligence of research, they began to experience failures. It was the attempt to maintain the façade of unrelenting success that led to their downfall. Rather than admit to the failures, managers at Enron began to engage in account manipulation that snowballed as failures grew in magnitude and number.
As the world changes rapidly, market niches are created and destroyed and are not always evident. Entering these niches requires forethought, courage and determination to succeed. If even one is missing, failure is likely. The information in this book will help you to identify new niches and ask the right questions concerning whether you should enter one. You must supply the courage and determination.

Interesting way of looking at things can give fresh ideas and thin book was a great read.

Almost every book I've read about the hospitality industry (or "management" books in general) are boring. This dude has some style and flair. Just read "MYOB" on vacation in November 2002, and was impressed with the detail and the ideas Sullivan shares in the book. This guy is obviously in the biz. He covers marketing, service, selling, team, etc and while some of it is too basic for me, it served as a reminder for my younger managers. Best part is whether the idea was new or old you can use it right away. There's a lot of graphics and the layout pretty cool. It'll be a key tool for keeping a temperamnetal restaurant team together. I wish there's been more on Team Meetings and E-learning, but he refers you to his website for that information and it's free there, so that's worked out well. I've been running chain restaurants for 12 years and this is the best book on the basics of managing hospitality; that I've seen, anyway. I gave my 3 other managers copies for Christmas. The price is great for the amount of info you get in return. Anyway, that's my 2 cents on it.

MYOB: The heart and Soul of Hospitality is Jim Sullivan's new book, addressing the keys to Restaurant Customer Service-- from an experienced pro. Jim's humorous approach to a subject dear to any restaurateur or service person's heart is an easy read.

Heavy on specific examples and tips of ways you can change your service to improve service, sales, and profitability, MYOB is a primer for doing a service business right in the competitive 2000's. As numbers of eateries increase in the US and abroad, the key differentiation will be service received and Customers' value perception.

Sullivan combines a variety of methods that will energize salespeople in your operation.

I've recommended this book to people in other Service businesses, too, since it is so insightful into the service delivery. My friends in grocery, hotel management, retail sales, etc. have all purchased the book and gleaned successful selling/service tips from it.

If you're in a service business, this could be a MUST READ this year!

HOSPITALITY MUST READ! MYOB is written from the front-line operator perspective with Jim's passionate voice calling to that person inside. The person inside is the one that started in the Hospitality business and remembers how fun the "rush" is and all the special ingredients that led to choice of this industry.

I recently visited with Jim during one of his dynamic seminars at the Toronto, HOST EX - Restaurant Expo. I immediately ordered his book via Amazon.com and I just finished reading it! I couldn't put it down - I read it again - cover to cover! What a joy. Today - I am purchasing 8 copies for my Interns at Penn State. Jim - thanks for the continuous inspiration!

Practical and effective. A balanced book with an understandable writing and depth of analysis.

At the peak of the dot-com bubble, buying Internet stocks was momentum investing at its most pure - get in when a new stock or sector is on its upswing, and get out while the gettin's good. But Peter S. Cohan has created new criteria for Internet investors to apply in the traditional method of fundamental analysis. Instead of looking to old-line gurus like Graham or Buffet for advice, Cohan draws on the business strategies of John D. Rockefeller to come up with fresh e-commerce attributes like economic leverage, closed-loop solutions and adaptive management for investors to measure. We [...] recommend this book to executives, employees and students with equal vigor, although consider yourself forewarned that Cohan's extended barking-dog analogy will grate on your nerves. Nevertheless, anyone who invests in Internet companies or even traffics in Internet commerce for business or pleasure will gain insights from this book, regardless of whether Cohan's investment criteria prove to have staying power.

This is the most lucid, sensible analysis I've read thus far of the likely implications of engaging in e-commerce from different strategic perspectives and business models. Cohan provides a valuable framework and applies it to scores of real cases. I find myself returning to his book time and again to apply his methodology. His only off-base advice: don't invest in companies led by folks over 35. I'll forgive him that one. The rest of the book is a real gem. It should age well.

I enjoyed the book tremendously, and think Peter's done a fabulous job dissecting the Internet investment frenzy, providing the logic to the momentum everyone else seems to have missed.

This book is good for Newbie to the internet but certainly don't worth a look for someone looking for insight.

The framework is nothing new but more or less a simplified business plan.

In Chapter 13, Advice for Internet Management and Investors sounds like a common sense and existing strategy using by most of the dotcom. Common Sense: Strategy 1 of those advices is moving the company into a more profitability region in short. (It dividies the market into 3 levels of profitability. so called Lossware, Brandware and Powerware. Well, no matter if it is New or Old economy, there is always different degrees of profitability.)

Existing strategies: Selling out of a porfolio builder, deep pockets and restructuring. We are seeing consolidation in the market a long long time ago and a lot of big or small players already know it is the way.

This book is more like a news reporting and a lot of newly invented words cannot make this book a standard of new economy rules but disappoint me only.

Have you read "Good to Great" by Jim Collins? If the answer is "Yes", you don't have to spend a lot of time in reading this book. At least, 50% of the book conveys what is already told in Good to Great. Of course, with different stories as example.

I liked two concepts from this book - "Have everyone think and act like an owner" & "Choose your competitors". It is hard to institutionalize the first concept, though.

Choosing your competition is something that many companies forget to do (or) they don't do it right. Many of them aim to reach the sky and at the end, do not even take off from the land.

If you are wondering how to keep the startup spirits alive in your giant corporation, this is a good book to read.

I loved this book. It's an easy, enjoyable read, and very rich in information on how companies we know and love have made it through difficult times and the habits and beliefs they live on a day-to-day basis. Very interesting and insightful. I plan to re-read it in case I missed anything the first go-round.

This book reminds us to set aside our own egos when managing a business or a department. It is a quick read with a clear message. I would recommend that all senior managers and those who aspire to be a senior manager read this book.

The book covers the study of 10 companies that have had an increase in revenue and profit of 10%, or more, for 10 consecutive years. There are many similarities with "Good to Great", however, this book deals with smaller companies and the leader at the helm is written about in more detail than "Good to Great". Like any great book on leadership and business you will find that the key to greatness is, you guessed it, FUNDAMENTALS. I particularly enjoyed the study of Koch Industries. Mr. Charles Koch guiding principles are outlined well in this book and I believe they are worth studying and implementing. They certainly have produced incredible results for his business conglomerate. Overall this book was well written and I was able to get some great nuggets of practical information from all 10 of the companies studied. I really enjoyed it, and got enough out of it to give it the 5 stars.

This is a great business practice/philosophy book. It doesn't throw numbers at you or tell you how to hit your quarterly target. Instead, the stories of nine culturally healthy and monetarily profitable companies are told. The format is interviews with the company leaders and other key players. Jennings expounds on the interviews and builds similarities among the companies. For instance, these companies don't acquire customers or clientèle, they build communities and fans.

The stories are inspiring because they truly start from the beginning. For example, Dick Cabela purchased fishing flies in Chicago for only pennies apiece. When he returned home to the Midwest, he put an ad in a sportsmen magazine and the orders started to roll in. He and his wife filled orders on the kitchen table and their first warehouse was the shed in the backyard. Today, Cabela's is one of the largest outdoors specialty merchandisers/retailers in the US, grosses more than $1.5B, and their stores are considered tourist attractions.

One more story: Charles O'Reilly and his son Chub worked at an automotive parts store for years. Charles was let go at the age of 72 and Chub was transferred out of state by some higher-ups, as I like to call them. So Charles decided to open a competing store. Chub was a cofounder and they also hired 10 employees from their competitors under one condition, "anyone joining the new company had to make an investment and become and owner."

These companies don't make big 5-10 year plans, instead they focus on today through next year and sometimes two years ahead. They claim making big plans never work because trends, business, technology, etc. change too often and you lose site of the fundamentals and current goals and neglect suppliers (partners) and customers (the community). Additionally, resources are wasted trying to achieve something that might never be. However, they do focus on being extremely adaptable; ready to refocus the entire company or invent new businesses in short notice.

Bottom line, all the stories and lessons are inspiring and invaluable. Considerable focus is placed on the cultures of these companies. Basically, they don't worry about making money and acquiring customers. They concentrate on building a healthy culture, make sure employees are happy, and provide solutions to problems; gaining wealth and customers is only an axiomatic consequence.

The nine companies interviewed are PETCO, Koch Industries, Sonic, Cabela's, Medline Industries, O'Reilly Automotive, Dot Foods, SAS Institute, Strayer Education. The companies presented have grown revenues by at least 10% for 10 consecutive years.

Perry Ludy's book, Profit Building examines a powerful dichotomy for business in the new millennium. It empowers commerce to make effective choices to achieve profit building by cutting costs without cutting people.

Profit Building is also an imperative to examine conventional business models during periods of economic uncertainity. This book is precise, concise and truly on the cutting edge of contemporary issues in today's economy.

Profit Building is a must read for savvy business management - or those who expect to join the ranks - to "get ahead of the curve" or virtually reinvent the human possibilities.

Reviewed by former Group Publisher CBS.

If you are looking for a way to increase profits in your organization, I strongly recommend that you start by first reading Profit Building - Cutting Costs Without Cutting People. Mr. Ludy takes you step by step though the process of building an on-going profit build team for your organization. We have used it as a blueprint for our company and it has really turned our employees. The book moves fast and I found it to be an easy read.

Perry J. Ludy, a seasoned executive, presents his strategies for building profits and cutting costs in this well conceived book. He provides a team-based, profit-making plan that companies of any size could implement. In this simple, highly effective book, Ludy dispels myths about cutting costs and building profits. He uses examples from his professional experience to show his suggestions in action. We [...] recommend this book to managers and executives who are responsible for cost cutting and profit building.

As one CEO said to me recently, "No one who has a conscience ever wants to lay anyone off." Yet the headlines are filled with announcements that companies are making massive cuts in jobs and employees. Recently, these cuts are even coming in the fastest growing technology industries. If people don't like to fire anyone and people don't like to be fired, why is this happening?

Mr. Ludy argues that faced with missing budgets, the orders come down to spend less. Most people do know how to fire someone, so that option gets plenty of attention. Most people do not know many other ways to cut costs or boost profits in the short term, so the alternatives get little attention.

Our firm did a study more than a decade ago that has been quoted in dozens of books and magazine articles. We found that the stocks of companies which did layoffs usually underperformed the stocks of companies that did not. By the end of four years, the differences were enormous in favor of those who did not do layoffs.

Many people believe that this is because people do layoffs poorly, and many people do. But it also because the effort that goes into the layoffs could be better deployed in activities that increase profits. Usually, the bulk of those who go are the most employable people. They end up working for the competition, or having to be hired back as expensive consultants. How does either alternative help, while you are paying severance benefits as an additional cost?

Mr. Ludy points out, based on his extensive experience, that most executives, managers, and supervisors know little about profit improving.

Much of the recent training in companies has been on how to reduce errors, and that may help cut costs in main processes. That learning is often of little help in secondary processes and in areas where the processes need to be totally replaced, revised, or outsourced. Xerox and Motorola are both famed for their quality processes, and both companies are struggling now to make a profit.

Mr. Ludy has developed a process described in the book that helps to get people focusing on the best opportunities, and following through to implement the opportunites that they select. He also provides lists of items which many companies ignore, to help get the process started.

Although I have not seen this process working in practice, it is similar enough to elements of successful processes I have seen that is has credibility to me.

If you decide to pursue this process, I suggest that you can improve upon it. First, rather than just having one small team working on this, you should try to get as many people working in small teams as possible. The most successful profit-improvement program I ever saw involved over 14,000 people in suggesting ideas. Second, be sure to compare the performance you are achieving in one part of the company with what you are achieving in another part of the company in the same activity. Most large companies get their best ideas from benchmarking to their own best practices. Third, be sure to create an e-intelligence capability to get more information to everyone about how the company is performing. E-Business Intelligence is a book that can help you understand this point better.

The three strengths of Mr. Ludy's process to me are:

1. The emphasis on finding ways to improve profits, without hurting people.

2. Training people about how to improve profits.

3. Eliciting questions to locate opportunities.

In regard to the second point, you may find it helpful to read Dr. Ram Charan's new book as well, What the CEO Wants You to Know. That book focuses on simple business concepts and metaphors to make everyone better able to relate to the issues of the enterprise.

One of the major weaknesses of companies is that leaders are often asked to pursue tasks for which they do not have relevant information, experience, or training. Where else does your company have this issue? In my experience, two areas stand out.

(1) Finding better solutions to repetitive problems.

(2) Choosing directions that will lead to better results, regardless of business conditions.

May you find more intelligent, and more humane, ways to profit!

It is axiomic that the role of the firm is to maximise profit; some would say to maximise shareholder value. Profit can be increased by selling goods and services at a premium price that the customer is prepared to pay. However, in a highly competitive environment, prices can be depressed and the company may have to focus on cutting costs whilst maintaining an acceptable level of service and quality.

With the various economic shocks that the world is subjected, one typical and favourite target for cost cutting is reducing the workforce. This short-sighted approach to cost cutting not only causes a lot of human suffering but seldom achieves the intended objective of reducing costs in the long-run. Perry Judy proposes a more progressive approach that focuses on profit improvement. The Profit-Building Process that the author proposes appears to be an effective and workable method for building profit without employing the short-sighted and often self-defeating cost-cutting through cutting people.

I work in the airline industry where people cutting is a favourite strategy employed during lean times. Very often, following the drastic reduction in manning levels, service levels are reduced to such an extent that customers are turned away, further worsening the plight of the airlines concerned. The step-by-step approach of building on-going profit through motivated teams appears to be an excellent strategy for companies to employ when cost-cutting is required.

The book is required reading for all managers tasked with the responsibility to cut costs and build profits in any department.

This is a good book, that covers a lot of info. It also holds up as a book, and not just a how-to. All the info in this book is good info, but it is better suited for large markets. Don't expect to be able to read this book and be able run a business right of the gates, but at the same time this will help get you on the right track. Get this book, it is a good look into how someone got into the business and was able to make it work for a long time.

A great book that gives you the important information you need to run your own production company! I don't know of another title that actually tells you how to get the work that will support your financial needs. After all, you have to have work coming in the door or else...

I am an instructor at advanced multimedia classes at a Business School close to Copenhagen, Denmark. I've been around for a while and have been working with 3D, animation, database programing and webdesign and I have also read parts of this book with great excitement and can't wait to finish it. This is a book that has been a demand for on the Danish market for several years...and now it is here. Wonderful. I particularly like the very direct and bold way it describes how the future entrepreneurs should behave on the market in order to survive. Conclusion: the absolute BEST step-by-step book ever written on the topic and a must for anyone going into the media business.

As a reader just finishing the final pages of 'Desktop Video Studio Bible', I must say I totally enjoyed it. This is an excellent guideline to starting and maintaining a business. I'll keep this as a reference for years.

My wife and I have recently started a media production business on the side as presently we both work for a large computer company. I have been in the engineering related field for over 20 years. We got started in this media business at home doing simple home movies and transferring video tape. Slowly the word spread at work and among friends and before too long we saw a nucleus for a potential business. This spring we presented a surprise 40th birthday video produced by our company at a party hosting about 80 people. It was a great success and was a rush and now we are hooked. Maybe this was a peripheral effect of the "Really Big Thing"? Read this book to find out about the "Really Big Thing".

Even though I have over 16 years experience in the video industry, this book has given me the tools, advice and motivation that I'll need to finally realize my dream of owning my own media creation business.

Not only is the book extremely informative, it has a very readable and enjoyable writing style that made me feel as if the author were speaking directly to me. If you have even the slightest interest in getting involved in digital video production and/or web production, you need this book!