Books about Dominate from Amazon.com

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Drawing on his 20 years of pioneering research and work with some 400 top companies, Robert offers today's executives guidance in strategy formulation, implementation, and deployment Filled with examples drawn from the experiences of today's commercial leaders and interviews with CEOs of companies in a variety of industries, this updated edition of a revolutionary and inspiring best seller offers a sure-fire process of strategic thinking that's been tested and refined in the "war rooms" of America's most successful corporations..
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For more than three decades, Philip Kotler has been the authority on marketing for business grad students around the world. (His seven textbooks on various aspects of the topic are available in 18 languages in 58 countries, for example, while his seminal Marketing Management is considered the most widely used volume among all MBAs.) Even with all these publications, and a consultation/seminar practice aligned with firms such as AT&T, IBM, Michelin, Shell, and Merck, Kotler never committed to paper his popular theories concerning the ways in which executives and their managers should approach their real-life marketing programs. Until, that is, Kotler on Marketing. Comprehensive yet clear, this new compendium finally synthesizes Kotler's vast experiences and proven ideas into a single accessible resource. Three meaty initial sections address a series of strategic, tactical, and administrative concerns, ranging from identifying opportunities and building brand equity to utilizing outside intelligence and evaluating performance. A brief fourth part titled "Transformational Marketing" offers Kotler's perspective on "the revolutionary impact on the marketplace and marketing practice of the new technologies ... and new media" including the Internet, fax machines, sales-automation software, cable TV, videoconferencing, and "personal newspapers." --Howard Rothman.
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In 2003 Product Development for the Lean Enterprise by Michael Kennedy was published and promptly turned product development in major corporations on its head. Now, five years later, comes a continuation of that book, including case histories that identify the pitfalls and lessons learned in implementing the Toyota product development system. The authors also show how Toyota's set-based learning system can be adapted and adopted by all areas of a business in order to produce major advantages over the competition. Whether a group of engineers is developing new cars, software applications, aerospace equipment, kitchen appliances, controls, sensors, or any of hundreds of different items, the process they follow is pretty much the same, except in one company -- Toyota, perhaps the most innovative and highly respected car company on the planet. Companies that are early adopters of the Toyota system are certain to realize tremendous advantages over their competitors. This is a change that is coming to businesses everywhere and this book shows the way. It is a must-read for anyone in management..
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"Suddenly," writes Michael Hammer in the opening to his confidently but aptly named new book The Agenda, "business is not so easy anymore " He then sets out an ambitious plan for righting what many businesses are doing wrong, much as he did a decade ago in his bestselling Reengineering the Corporation. This time, however, he retreats from the overarching "big idea" promulgated in his earlier book to present a system that incorporates nine ideas geared for an environment where customers really do rule. Hammer unveils these aligned-but-individual ideas, which relate to process and customer orientation, along with measurement, management, connecting via the Net, and eventual positioning as "components of virtually extended enterprises" rather than "self-contained wholes." He goes on to explain why they represent improvements over past procedures and cites examples of them in practice. (While discussing measurement, for instance, he shows why most companies use their carefully compiled statistics for little more than affirming what has already happened; he then tells how one firm matched fixed goals in customer retention, employee retention, and product distribution with actual performance requirements that could be tracked and changed.) The final two chapters offer specific implementation suggestions, all filtered through the eyes of an engineer who never went to business school and peppers his writing with references to the Grateful Dead and the Jack Palance character in City Slickers. In all, another provocative and practical tract that will surely attract old fans as well as new believers. --Howard Rothman.
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Discover why being a "fast second" is often more financially rewarding than being at the cutting edge.

If you get there first, you'll lead the pack, right? Not necessarily! The skill-sets of most established companies, say strategy experts Constantinos Markides and Paul Geroski, are far better suited to scaling up newly created markets pioneered by others (in other words, being "fast seconds") than to creating these markets from scratch. In Fast Second, they explore the characteristics of new markets, describe the skills needed to create and compete in them, and show how these skills match up with different types of companies. Drawing on examples of successful fast-second firms such as Microsoft, Amazon, Canon, JVC, Heinz, and many others, they illustrate how to determine which new markets have the potential to be successful and how to move into them before the competition does, when to make a move into a new market, how to scale up a market, where to position a company in the market, and whether to be a colonizer or a consolidator.

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Is there a genetic reason that African-Americans dominate professional sports? Even raising the question seems tantamount to heresy. Jon Entine not only raises the question, he strives to answer it in Taboo: Why Black Athletes Dominate Sports and Why We're Afraid to Talk About It.

Entine is no stranger to controversy, having worked with Tom Brokaw on the award-winning NBC News documentary Black Athletes: Fact and Fiction in 1989. He's also willing to ask tough questions--and come up with answers that anger people on all sides of the issue. Entine starts off with some statistics indicating that African-American athletes are disproportionately represented in professional sports: for example, 13 percent of the U.S. population is black, but the NFL is 65 percent black, the NBA is nearly 80 percent black, and the WNBA is 70 percent black. He also examines cultural issues, laying to rest the long-held idea that blacks excel in sports because it is the only avenue open for advancement.

Some scholars cry foul at the idea that blacks are physically gifted, seeing this as a subtle way of saying that they are therefore intellectually stunted. Entine carefully argues that historically athletic ability and intellectual prowess were linked--with a positive bias. The "dumb jock" stereotype is a relatively recent construct--perhaps a defensive mechanism that arose when blacks began to participate on a level playing field and gain prominence in the sporting world. There's no reason to suppose athleticism and intelligence are inversely related; Entine quotes respected sports reporter Frank Deford: "[W]hen Jack Nicklaus sinks a 30-foot putt, nobody thinks his IQ goes down." The issue of physical superiority is further complicated by fears that a genetic explanation results in a belief that blacks don't succeed because of hard work, dedication, and drive, but rather (in the words of Brooks Johnson, who doesn't believe Entine's claims) "because God just gave 'em the right gene."

Is the fear of sounding racist hindering legitimate scientific inquiry? Entine believes so, noting that, "Anyone who attempts to breach this taboo to study or even discuss what might be behind the growing performance gap between black and white athletes must be prepared to run a gauntlet of public scorn, survival not guaranteed." Taboo is destined to make most of its readers uncomfortable. Hopefully this discomfort will serve as a wedge to open up discussion of an issue too long avoided. --Sunny Delaney.
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