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Public Speaking for Authors, Creatives and Othe...
9,95 € *
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Are you an author or creative preparing for success? Do you want to learn to speak effectively in front of an audience? All successful creatives have to speak and present in public, whether that's at a festival, on a podcast or radio show, or as part of earning multiple streams of income. But you don’t have to be like Tony Robbins, bouncing around on stage with a booming voice and larger than life personality. You just have to be you and tell your story in your own way. In this book, I'll share everything I know as a professional speaker, author, and introvert. It includes the practicalities of speaking, as well as mindset issues like anxiety, plus the business side if you want to make speaking an income stream. You will discover: Part 1: Practicalities of SpeakingTypes of speaking, deciding on your topic, preparation, managing your energy, tips for slide packs, handouts, workbooks and more, personal presentation, giving the talk, managing people, panels, feedback and testimonials, performance tips, improving your speaking over time Part 2: Mindset Tackling anxiety, growing your confidence and authenticity Part 3: The Speaking Business How to get speaking events, running your own events, marketing, generosity and networking with others, your speaker brand, website and speaker's page, professional photos, email marketing, content marketing, social media, video, audio, how much to charge, increasing your revenue streams, financial considerations.Conclusion and Next StepsIf you want to learn how to speak effectively in front of an audience, sample or buy now. 1. Language: English. Narrator: Joanna Penn. Audio sample: http://samples.audible.de/bk/acx0/163876/bk_acx0_163876_sample.mp3. Digital audiobook in aax.

Anbieter: Audible
Stand: 04.08.2020
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The Business Model Navigator
19,98 € *
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A strong business model is the bedrock to business success. But all too often, we fail to adapt, clinging to outdated business models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of our most successful businesses. These 55 models – from the Add-On model used by Ryanair to the Subscription model used by Spotify – provide the blueprints you need to revolutionise your business and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, this book also includes each of the 55 models in a quick-read format that covers: What it is Who invented it and who uses it now When and how to apply it “An excellent toolkit for developing your business model.” Dr Heinz Derenbach, CEO, Bosch Software Innovations Product Description A strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of the world's most successful businesses. These 55 models – from the Add-On model used by Ryanair to the Subscription model used by Spotify – provide the blueprints you need to revolutionise your business and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, this book also includes each of the 55 models in a quick-read format that covers: What it is Who invented it and who uses it now When and how to apply it “An excellent toolkit for developing your business model.” Dr Heinz Derenbach, CEO, Bosch Software Innovations Backcover A strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated business models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of our most successful businesses. These 55 models – from the Add-On model used by Ryanair to the Subscription model used by Spotify – provide the blueprints you need to revolutionise your business and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, each of the 55 models are in a quick-read format, covering: What it is Who invented it and who uses it now When and how to apply it 'An excellent toolkit for developing your business model.' Dr Heinz Derenbach, CEO, Bosch Software Innovations PART I 1. The Business Model Navigator The logic of business models The age of business model innovations Elements of a business model Challenging industry thinking 2. Business Model Navigation Principles Know this: Creative imitation and the role of recombination Initiation: Analyze your environment Ideation: adapting patterns Integration: Shaping your business model Implementation: Realizing your plan 3. Change Management Promoting change Defining your line of attack Defining structures, processes, and goals Building competencies Culture as a change-driver PART II: The 55 Business Model Innovation Patterns 1 ADD-ON – Charge for Extras 2 AFFILIATION – Partner Success = Own Success 3 AIKIDO – Convert Competitors’ Strengths to Weaknesses 4 AUCTION – Going once, going twice… sold! 5 BARTER – By-Products as a Bonus 6 CASH MACHINE – “Coining” Money with Negative Working Capital 7 CROSS SELLING – Two Birds with One Stone 8 CROWDFUNDING – Swarm Financing 9 CROWDSOURCING – Outsourcing to Swarms 10 CUSTOMER LOYALTY – Rewards for Enduring Loyalty 11 DIGITIZATION – Digitizing Physical Products 12 DIRECT SELLING – Skipping Middlemen 13 E-COMMERCE – Online Transparency and Cost Reductions 14 EXPERIENCE SELLING – Emotionalizing Products 15 FLAT RATE – Unlimited Consumption at a Fixed Price 16 FRACTIONAL OWNERSHIP – Share Ownership and Use Efficiently 17 FRANCHISING – One for All and All for One 18 FREEMIUM – Free Basic and Paid Premium Versions 19 FROM PUSH-TO-PULL – Customers Create a Maelstrom to Attract Value 20 GUARANTEED AVAILABILITY – Product Access is a Certainty 21 HIDDEN REVENUE – Separating Revenues from Customers 22 INGREDIENT BRANDING – Brand-in-Brand 23 INTEGRATOR – Value Added Through Integration 24 LAYER PLAYER – Layer Specialist 25 LEVERAGE CUSTOMER DATA – Varied Use of Customer Data 26 LICENSE – Commercializing Intellectual Property 27 LOCK-IN – High Switching Costs Force Loyalty 28 LONG TAIL – Little and Often Fills the Purse 29 MAKE MORE OF IT – Multiply Competencies outside Your Core Business 30 MASS CUSTOMIZATION – Off the Rack Individualism 31 NO FRILLS – Everything, Except Expensive 32 OPEN BUSINESS MODEL – Leverage Collaborative Value Creation 33 OPEN SOURCE – Creating a Free Solution Together 34 ORCHESTRATOR – Direct the Value Chain 35 PAY PER USE – Consumption-Based Fees 36 PAY WHAT YOU WANT – What is its Worth to You? 37 PEER-TO-PEER – From Person to Person 38 PERFORMANCE-BASED CONTRACTING – Results-Based Fees 39 RAZOR AND BLADE – Bait and Hook 40 RENT INSTEAD OF BUY – Purchase a Temporary Right to Use 41 REVENUE SHARING – Split Symbiotic Returns 42 REVERSE ENGINEERING – Quickly Learn from Competitors 43 REVERSE INNOVATION – Learn from Quick and Dirty Solutions 44 ROBIN HOOD – Take from the Rich and Give to the Poor 45 SELF-SERVICE – Working Customers 46 SHOP-IN-SHOP – Piggy-Backing 47 SOLUTION PROVIDER – One Stop Shop 48 SUBSCRIPTION – Subscribe to Services 49 SUPERMARKET – Huge Selection, Tiny Prices 50 TARGET THE POOR – Customers at the Base of the Earnings Pyramid 51 TRASH-TO-CASH – Monetize Garbage 52 TWO-SIDED MARKET – Attract Indirect Network Effects 53 ULTIMATE LUXURY – More for More Strategy 54 USER DESIGNED – Customers Become Inventive Entrepreneurs 55 WHITE LABEL – Own Brand Strategy PART III: Appendix Glossary All business model patterns at a glance Further readingA strong business model is the bedrock to business success. But all too often, we fail to adapt, clinging to outdated business models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of our most successful businesses. These 55 models - from the Add-On model used by Ryanair to the Subscription model used by Spotify - provide the blueprints you need to revolutionise your business, spark innovation and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, this book also includes each of the 55 models in a quick-read format that covers: * What it is * Who invented it and who uses it now * When and how to apply it "An excellent toolkit for developing your business model.” Dr Heinz Derenbach, CEO, Bosch Software Innovations

Anbieter: buecher
Stand: 04.08.2020
Zum Angebot
The Business Model Navigator
19,98 € *
ggf. zzgl. Versand

A strong business model is the bedrock to business success. But all too often, we fail to adapt, clinging to outdated business models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of our most successful businesses. These 55 models – from the Add-On model used by Ryanair to the Subscription model used by Spotify – provide the blueprints you need to revolutionise your business and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, this book also includes each of the 55 models in a quick-read format that covers: What it is Who invented it and who uses it now When and how to apply it “An excellent toolkit for developing your business model.” Dr Heinz Derenbach, CEO, Bosch Software Innovations Product Description A strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of the world's most successful businesses. These 55 models – from the Add-On model used by Ryanair to the Subscription model used by Spotify – provide the blueprints you need to revolutionise your business and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, this book also includes each of the 55 models in a quick-read format that covers: What it is Who invented it and who uses it now When and how to apply it “An excellent toolkit for developing your business model.” Dr Heinz Derenbach, CEO, Bosch Software Innovations Backcover A strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated business models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of our most successful businesses. These 55 models – from the Add-On model used by Ryanair to the Subscription model used by Spotify – provide the blueprints you need to revolutionise your business and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, each of the 55 models are in a quick-read format, covering: What it is Who invented it and who uses it now When and how to apply it 'An excellent toolkit for developing your business model.' Dr Heinz Derenbach, CEO, Bosch Software Innovations PART I 1. The Business Model Navigator The logic of business models The age of business model innovations Elements of a business model Challenging industry thinking 2. Business Model Navigation Principles Know this: Creative imitation and the role of recombination Initiation: Analyze your environment Ideation: adapting patterns Integration: Shaping your business model Implementation: Realizing your plan 3. Change Management Promoting change Defining your line of attack Defining structures, processes, and goals Building competencies Culture as a change-driver PART II: The 55 Business Model Innovation Patterns 1 ADD-ON – Charge for Extras 2 AFFILIATION – Partner Success = Own Success 3 AIKIDO – Convert Competitors’ Strengths to Weaknesses 4 AUCTION – Going once, going twice… sold! 5 BARTER – By-Products as a Bonus 6 CASH MACHINE – “Coining” Money with Negative Working Capital 7 CROSS SELLING – Two Birds with One Stone 8 CROWDFUNDING – Swarm Financing 9 CROWDSOURCING – Outsourcing to Swarms 10 CUSTOMER LOYALTY – Rewards for Enduring Loyalty 11 DIGITIZATION – Digitizing Physical Products 12 DIRECT SELLING – Skipping Middlemen 13 E-COMMERCE – Online Transparency and Cost Reductions 14 EXPERIENCE SELLING – Emotionalizing Products 15 FLAT RATE – Unlimited Consumption at a Fixed Price 16 FRACTIONAL OWNERSHIP – Share Ownership and Use Efficiently 17 FRANCHISING – One for All and All for One 18 FREEMIUM – Free Basic and Paid Premium Versions 19 FROM PUSH-TO-PULL – Customers Create a Maelstrom to Attract Value 20 GUARANTEED AVAILABILITY – Product Access is a Certainty 21 HIDDEN REVENUE – Separating Revenues from Customers 22 INGREDIENT BRANDING – Brand-in-Brand 23 INTEGRATOR – Value Added Through Integration 24 LAYER PLAYER – Layer Specialist 25 LEVERAGE CUSTOMER DATA – Varied Use of Customer Data 26 LICENSE – Commercializing Intellectual Property 27 LOCK-IN – High Switching Costs Force Loyalty 28 LONG TAIL – Little and Often Fills the Purse 29 MAKE MORE OF IT – Multiply Competencies outside Your Core Business 30 MASS CUSTOMIZATION – Off the Rack Individualism 31 NO FRILLS – Everything, Except Expensive 32 OPEN BUSINESS MODEL – Leverage Collaborative Value Creation 33 OPEN SOURCE – Creating a Free Solution Together 34 ORCHESTRATOR – Direct the Value Chain 35 PAY PER USE – Consumption-Based Fees 36 PAY WHAT YOU WANT – What is its Worth to You? 37 PEER-TO-PEER – From Person to Person 38 PERFORMANCE-BASED CONTRACTING – Results-Based Fees 39 RAZOR AND BLADE – Bait and Hook 40 RENT INSTEAD OF BUY – Purchase a Temporary Right to Use 41 REVENUE SHARING – Split Symbiotic Returns 42 REVERSE ENGINEERING – Quickly Learn from Competitors 43 REVERSE INNOVATION – Learn from Quick and Dirty Solutions 44 ROBIN HOOD – Take from the Rich and Give to the Poor 45 SELF-SERVICE – Working Customers 46 SHOP-IN-SHOP – Piggy-Backing 47 SOLUTION PROVIDER – One Stop Shop 48 SUBSCRIPTION – Subscribe to Services 49 SUPERMARKET – Huge Selection, Tiny Prices 50 TARGET THE POOR – Customers at the Base of the Earnings Pyramid 51 TRASH-TO-CASH – Monetize Garbage 52 TWO-SIDED MARKET – Attract Indirect Network Effects 53 ULTIMATE LUXURY – More for More Strategy 54 USER DESIGNED – Customers Become Inventive Entrepreneurs 55 WHITE LABEL – Own Brand Strategy PART III: Appendix Glossary All business model patterns at a glance Further readingA strong business model is the bedrock to business success. But all too often, we fail to adapt, clinging to outdated business models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of our most successful businesses. These 55 models - from the Add-On model used by Ryanair to the Subscription model used by Spotify - provide the blueprints you need to revolutionise your business, spark innovation and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, this book also includes each of the 55 models in a quick-read format that covers: * What it is * Who invented it and who uses it now * When and how to apply it "An excellent toolkit for developing your business model.” Dr Heinz Derenbach, CEO, Bosch Software Innovations

Anbieter: buecher
Stand: 04.08.2020
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Turnaround in Indian Railways- A Study of South...
87,90 € *
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Indian Railways, the world's third largest network and one among the largest employers, has been contributing to the industrial, economic and social development of the country. It faced a severe financial crisis in 2001 which resulted in abnormal hike in freight rate. This coupled with lack of customer oriented services, led to giving up of its market share to roadways. However, certain measures taken to control cost and increase revenue brought IR from the acute financial crisis to a noticeable success which is technically known as 'turnaround'. The present study was undertaken in a situation where there has been a disagreement in respect of factors that contributed to turnaround. Research, being a fact finding enquiry, concentrates on identifying these factors.SR, the fifth largest zone in IR, with its lines spread over the southern states of Kerala and Tamil Nadu, stood an exception to the general phenomenon of increased surplus. So, the researcher makes an attempt to study to what extent the turnaround measures have improved the financial performance in SR. The book is a must read for academicians, administrators, beaurocrats, policy-makers and aspiring researchers.

Anbieter: Dodax
Stand: 04.08.2020
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Detecting Accounting Fraud - The case of Let's ...
35,90 € *
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This case study focuses on the company Let's Gowex SA and the accounting fraud committed by its CEO. By analysing the company's financial statements from 2009 to 2013 with popular fraud ratios as well as examining several qualitative factors, it seeks to find recommendations on how to better protect investors and other stakeholders in the future. The objective of the analysis is to find a valid manipulation detection strategy that could prevent big-scale fraud scandals by detecting manipulations earlier. On the basis of these findings, we recommend to automatize the comparison among the performance measures of different publically listed companies. The use of the Beneish M-Score as well as the Z-value developed by Bladu et al. to assess the general risk that a company could be a manipulator is recommended. In addition to that, general performance measures of the industry should be collected and publically traded companies should be compared to their peer group regarding revenue growth, depreciation rate and share price development in a standardized way. If that analysis gives reason for concern, an in-depth analysis of qualitative signals should be conducted.

Anbieter: Dodax
Stand: 04.08.2020
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STRATEGIC PLANNING AND ITS CONTRIBUTION TO ORGA...
71,90 € *
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Strategic planning is a backbone support to strategic management and it is a major process in the conduct of strategic management. The importance of strategic planning can be explained from four points of view including environmental scanning, strategy formulation, and linking goals to budgets and strategic planning as a process. The main objective of the study was to assess strategic planning and its contribution to National Cement Share Company (NCSC) performance. In this study, data was obtained through questionnaire and interactive interviews with 65 respondents respectively from top, middle and line managers and 2 top level managers as key informants. The study has investigated the practices and challenges in the course of designing, implementing and over sighting the plan in the ex-post implementation in order to approach the problem. However, results show that there was a gap in participating wider employees and stakeholders in the course of designing the plan. This study also shows that the implementation of the Strategic Plan has resulted in positive changes with regard to revenue collection, efficient service delivery and increased desire for qualified manpower.

Anbieter: Dodax
Stand: 04.08.2020
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Tourism Marketing in Ethiopia
79,00 € *
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The purpose of this study was to analyze tourism marketing in Ethiopia with respect to major objectives including to identify significant variables/ dimensions that attracts tourists to visit Ethiopia and determine their level of satisfaction, identify most attractive tourist market segments in Ethiopia, examine the amount of revenue generated from international tourists who visited Ethiopia and Ethiopia s market share in world tourism, explore the feasibility of governments promotional strategy used to promote tourism, assess the performance of marketing intermediaries in enhancing the level of tourist s satisfaction in Ethiopia, etc. To realize this objectives a research instrument was developed for international travelers, management groups of the various sectors in tourism and host communities. Various hypothesizes were also designed, developed, and tested using appropriate inferential statistics: independent t-test, one way ANOVAs, correlation analysis, step-wise multiple regression analysis, factor analysis. The major findings of the study have various significant managerial implications for destination marketers.

Anbieter: Dodax
Stand: 04.08.2020
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The Economics of Professional Team Sports Leagues
45,80 € *
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This book contains a collection of four independent research papers on the economics of professional team sports leagues.In Chapter 2 we will present a basic model of talent investment in a team sports league. This model may give the reader a deeper understanding of the associative character of competition. No team can improve its position in the standings without worsening the position of other teams. Since sporting and economic success are usually correlated, this rank order contest may result in destructive competition. Our analysis can explain why clubs are caught in a typical prisoners’ dilemma type of equilibrium and why clubs tend to ’overinvest’ in playing talent. The model will incorporate typical features of team sports leagues such as an endogenous league prize, additional exogenous prizes and a system of promotion and relegation.In Chapters 3 and 4 we will extend our analysis by incorporating with the clubs and the players also the consumers (fans). We will derive fan demand from a general utility function by assuming that a fan’s willingness to pay depends on the quality of the match/league. This approach will enable us to provide a full-fledged welfare analysis of a sports league. In Chapter 3 we take the currently intensive discussions of the leading European football clubs to introduce salary caps as a motivation to analyze their welfare effects. Financial disparity and spiralling wages have triggered this debate in Europe. Using a game-theoretical model of a league consisting of both small- and large-market clubs we will investigate the effect of salary caps on competitive balance, the aggregate salary payments and social welfare. In Chapter 4 we analyze the welfare effect of one of the most common means of redistribution in a sports league - gate revenue-sharing. In its simplest form, gate revenue-sharing allows the visiting club to retain a share of the home club’s gate revenues. By means of a contest model with two asymmetric clubs, we will analyze the effect of alternative gate revenue-sharing arrangements on the investment behavior, competitive balance, club profits and social welfare.In Chapter 5 we turn our attention towards the labour-market of the European football leagues and will analyze the role of transfer restrictions. Transfer restrictions have a long tradition in professional football, but have come under heavy attack in recent years. The transfer system imposed by the football governing bodies on employment relations made sure that a player could not leave his current club and sign with another club without the current club’s explicit consent. The 1995 Bosman judgement of the European Court of Justice, declaring football players to be free agents after expiration of their contracts, and the 2001 intervention of the European Commission, which, among other things, limited contract durations in football, can be interpreted as the two major steps towards restricting the application of the transfer system. We will develop a theoretical model which captures an important and widely overlooked aspect of the employment relation in professional football: the allocation of risk. Players and clubs alike do not know how the productivity of a player will develop in future periods. If risk is the key driver behind the performance uncertainty of football players then there is a potential for value creation in this industry. Risk-averse players could buy insurance against future income uncertainty when contracting with risk-neutral clubs. Our model will analyze whether risk-averse football players really benefit from less restrictive transfer systems.The book concludes in Chapter 6 with a short discussion and a summary of the main results.

Anbieter: Dodax
Stand: 04.08.2020
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Water Privatization in the Philippines
29,00 € *
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Water privatization in the Philippines began in 1997 with the high-profile award of two concession contracts for the Eastern and Western halves of Metro Manila. The concessions represent the largest population served by private operators in the developing world. As of 2010, the concession in Eastern Manila is highly successful and has led to significant improvements in access, service quality and efficiency: the population served more than doubled from 3 in 1997 to 6.1 million in 2009, the share of customers with continuous water supply incrased from 26% to more than 98% and non-revenue water declined from 63% to 16%. The concession in Western Manila failed when the company Maynilad went bankrupt in 2003. It was sold to new investors in 2007 and performance has improved since then. The share of the population with access to piped water in Western Manila increased from 67% in 1997 to 86% in 2006 and the share of customers that enjoys 24-hour water supply increased from 32% in 2007 to 71% in early 2011.

Anbieter: Dodax
Stand: 04.08.2020
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