Value Creation
Every successful business creates something of value. The world is full of opportunities to make other people’s lives better in some way, and your job as a businessperson is to identify things that people don’t have enough of, then find a way to provide them.
Key Ideas in Chapter 1 →
Chapter 2
Marketing
Offering value is not enough. If no one knows (or cares) about what you have to offer, it doesn’t matter how much value you create. Without marketing, no business can survive — people who don’t know you exist can’t purchase what you have to offer, and people who aren’t interested in what you have to offer won’t become paying customers.
Key Ideas in Chapter 2 →
Chapter 3
Sales
Every successful business ultimately sells what it has to offer. Having millions of prospects isn’t enough if no one ultimately pulls out their wallet and says, “I’ll take one.” The sales process begins with a prospect and ends with a paying customer. No sale, no business.
Key Ideas in Chapter 3 →
Chapter 4
Value Delivery
Every successful business actually delivers what it promises to its customers. There’s a term for a person who takes other people’s money without delivering equivalent value: “scam artist.”
Key Ideas in Chapter 4 →
Chapter 5
Finance
Finance is the art and science of watching the money flowing into and out of a business, then deciding how to allocate it and determining whether or not what you’re doing is producing the results you want.
Key Ideas in Chapter 5 →
Chapter 6
The Human Mind
Businesses are built by people for people. Understanding how we take in information, how we make decisions, and how we decide what to do or what not to do is critical if you want to create and sustain a successful business venture.
Key Ideas in Chapter 6 →
Chapter 7
Working With Yourself
In today’s busy business environment, it’s easy to get stressed about everything that needs to be done. Learning how to work effectively and efficiently can be the difference between a fulfilling career and a draining one.
Key Ideas in Chapter 7 →
Chapter 8
Working With Others
Working with other people is an ever-present part of business and life: you can’t escape it, even if you want to. If you want to do well in this world, it pays to understand how to get things done with and through other people.
Key Ideas in Chapter 8 →
Chapter 9
Understanding Systems
Businesses are complex systems that exist within even more complex systems: markets, industries, and societies. A complex system is a self-perpetuating arrangement of interconnected parts that form a unified whole.
Key Ideas in Chapter 9 →
Chapter 10
Analyzing Systems
Before you can improve a system, you must understand how well it’s currently operating. Unfortunately for us, that’s tricky business: it’s not possible to stop the world however long you want while you take careful measurements. Systems must be analyzed as they’re working.
Key Ideas in Chapter 10 →
Chapter 11
Improving Systems
Creating and improving systems is the heart of successful business practice. The purpose of understanding and analyzing systems is to improve them, which is often tricky: changing systems can often create unintended consequences.
Value CreationEvery successful business creates something of value. The world is full of opportunities to make other people’s lives better in some way, and your job as a businessperson is to identify things that people don’t have enough of, then find a way to provide them.Key Ideas in Chapter 1 →Chapter 2MarketingOffering value is not enough. If no one knows (or cares) about what you have to offer, it doesn’t matter how much value you create. Without marketing, no business can survive — people who don’t know you exist can’t purchase what you have to offer, and people who aren’t interested in what you have to offer won’t become paying customers.Key Ideas in Chapter 2 →Chapter 3SalesEvery successful business ultimately sells what it has to offer. Having millions of prospects isn’t enough if no one ultimately pulls out their wallet and says, “I’ll take one.” The sales process begins with a prospect and ends with a paying customer. No sale, no business.Key Ideas in Chapter 3 →Chapter 4Value DeliveryEvery successful business actually delivers what it promises to its customers. There’s a term for a person who takes other people’s money without delivering equivalent value: “scam artist.”Key Ideas in Chapter 4 →Chapter 5FinanceFinance is the art and science of watching the money flowing into and out of a business, then deciding how to allocate it and determining whether or not what you’re doing is producing the results you want.Key Ideas in Chapter 5 →Chapter 6The Human MindBusinesses are built by people for people. Understanding how we take in information, how we make decisions, and how we decide what to do or what not to do is critical if you want to create and sustain a successful business venture.Key Ideas in Chapter 6 →Chapter 7Working With YourselfIn today’s busy business environment, it’s easy to get stressed about everything that needs to be done. Learning how to work effectively and efficiently can be the difference between a fulfilling career and a draining one.Key Ideas in Chapter 7 →Chapter 8Working With OthersWorking with other people is an ever-present part of business and life: you can’t escape it, even if you want to. If you want to do well in this world, it pays to understand how to get things done with and through other people.Key Ideas in Chapter 8 →Chapter 9Understanding SystemsBusinesses are complex systems that exist within even more complex systems: markets, industries, and societies. A complex system is a self-perpetuating arrangement of interconnected parts that form a unified whole.Key Ideas in Chapter 9 →Chapter 10Analyzing SystemsBefore you can improve a system, you must understand how well it’s currently operating. Unfortunately for us, that’s tricky business: it’s not possible to stop the world however long you want while you take careful measurements. Systems must be analyzed as they’re working.Key Ideas in Chapter 10 →Chapter 11Improving SystemsCreating and improving systems is the heart of successful business practice. The purpose of understanding and analyzing systems is to improve them, which is often tricky: changing systems can often create unintended consequences.
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