Corporate-finance

As a graduate instructor for technology courseware I was please to find such a good resource for the history of the computer industry. This is a great resource for those in the industry who wish to learn more about the early evolution of computers. It also captures the length that our society has used computers and puts a framework around what people "think" is a 10 - 20 year old industry. It definately should be a part of anyone's library who has a role in the computer industry and wishes to understand the past and how it relates to the future.

Pete Slosberg is a great brewer. His ales are tasty and his ideas on changing the face of brewing in america are legendary. On the down side, Pete is not a writer. Beer for Pete's Sake covers the spectrum of beer today, but just barely scratches the surface of any subject. If you really want to read this book my recomendation is, wait for the paperback.

I just finished this book and thought it deserved plugging for a couple of reasons. First, even though this book was clearly not intended as a "how-to" treatise, it has THE BEST introductory overview of the brewing process and, more importantly, the various factors involved in brewing and how they affect the final product that I have yet read, surpassing every homebrew how-to book in this important regard. These other books tend to either be too general or too detailed in addressing these issues, so that the most basic general principles the reader needs to appreciate to understand brewing can often get lost, but Pete nails most of them dead-on in his brief coverage of the matter. For this portion of the book he deserves at least a FOUR-star rating. The rest of the book is fun and informative without going into too much detail for the sake of detail, a common failing of many beer books, making for a quick and lighthearted read. His interest in beer lore has enabled him to bring together many anecdotes concerning beer in a single volume which one would probably have to look all over the place to find. The book concludes with a comprehensive bibliography which was interesting to read in and of itself. In fact, I was so impressed with the book and so dissapointed that is ended as soon as it did that I am going to write Pete and ask him to recommend some particular titles for further reading enjoyment.

I would rate this book overall at FOUR Stars and intend to seek an autographed copy to add to my collection.

This is a great book for everyone to read. Even a nonbeer drinker will find the stories and information interesting. It was also a fun book and an easy way to learn about beer.

One of the best books I have read in '97. I recommend it to serious beer drinkers and/or amateur brewers. Van Munching mixes humor with a serious analysis of marketing and advertising techniques. He begins with an interesting history of the brewing industry and how it changes into the industry of the 90's. Every person in business providing a product or service should consider the book REQUIRED READING.

I don't drink beer much, but my father does, so I bought "Beer Blast" as a birthday gift for my dad. I started reading and I just couldn't put the book down. Now I need to buy another copy for myself. The recent history of American brewers and importers is a fascinating one. Van Munching focuses on the marketing of beer, and although he benefits from 20-20 hindsight, his analysis is very insightful. This book is an easy read that has one major flaw--it ends. I wanted more. I certainly hope Mr. Van Munching writes a sequel that exposes more of the beer industry. Note to marketing teachers: this book would make a fabulous text.

This is terrific reading, not only for beer lovers and marketing buffs. Philip van Munching, grandson of the man who first brought Heineken to the United States, has written a non-fiction book that contains all the ingredients of a first-class thriller: megalomanic dynasties, a fatal car accident the evidence of which was tempered with, mad-gone advertising gurus, and conglomerates trying to take over the hood ("get your girl in the mood quicker, and get your jimmy thicker with St. Ides malt liquor"). Along the way, the reader learns quite a bit about marketing. That is what the Ivy-League-trainined marketing whiz kids at Anheuser-Busch, Miller, and Coors, apparently never did. Instead, they squandered away hundreds of millions of dollars in their futile attempts to win one of the most fiercely fought business wars of the last twenty five years: the war for the American beer market. Van Munching knows how they did it, and he tells it with wit and an incredible insider's knowledge. Great story, great writing, great book!!!

BECOMING LEAN
Probably one of the better "lean" production books, because most books will tell you what lean production is. We have all heard the buzzwords, kaizen, quality circles, empowerment, kanban, benchmarking. but one is still left with their peculiar situation. There is always the thought that this particular company or industry is does not lend itself to lean production and is the exception to the rule. "Becoming Lean" is the account of some diverse companies on the road to lean production. The attempt of make each company fit a certain production model and achieve its goal. I recommend this book for teaching by example, instead of dealing with just theory.

This is the real stuff - not academic theory but real examples of "lean" written by the people that made it happen. The concluding chapter on "what we have learned about becoming lean" pulls it all together in a neat package. This is a must read for anyone who enjoyed Womack's book on "Lean Thinking". We have applied these learnings at this company with great results.

This book covers a number of great insights into the journey to leanness. It has the unique angle of having its case studies written by the people from the companies profiled in the studies. This gives a first hand review of the accomplishments and roadblocks that are part of becoming lean by those that went through them. Becoming Lean also gives accounts from people with personal experience from working for Toyota while they transplanted to North America to how the Japanese school system compares to and contrasts from the American school systems. In general, this book gives an excellent understanding that only a first-hand account can do. If you want to learn what it means to become lean this book is a must and should be used as a reference book while going through the lean transformation!

Perhaps this book should not be considered a serious book at all, as it is full of anectodal small talk instead of sound analysis. No theory, no sound model, no serious cases. An insult to even a mediocre intelligence. Just avoid it.

Joe Calloway practices what he preaches. The author is not content to rehash what others have written about the topic of branding. He offers innovative suggestions that can give you and your business top-of-the-mind awareness in your industry. Packed with fascinating, real-life examples and results-producing suggestions, this book should be required reading for entrepreneurs and CEO's because their success depends on their ability to distinguish themselves from competitors. Read it and reap.

In today's intensely competitive world, being unique has value. Being positively unique has even more value. Leading your category in the marketplace builds business through the image of that coveted Number One status. Being so unique and so powerful that you're in a category all by yourself is the ultimate achievement. That positioning sets you apart from all would-be competitors because you're something pretty special...and people like to do business with suppliers that are something pretty special. If you want to achieve superlative success, your goal should be to become a Category of One.

First step: Read Joe Calloway's book. Second step: Read it again. Why? You'll be so entranced on the first reading that you'll miss a significant amount of valuable advice. Step Three: Start applying what you've learned from this book. Step Four: Read the book again, going back to all those passages you highlighted. Oh, along the way, better buy copies for all your key people so they can also get the message. [Snicker. After reading this book, you may have difficulty limiting who fits in that vital category of "key people."

Calloway is a management consultant who specializes in branding and competitive positioning. Through his client interactions over the years, and his own personal experiences, he's accumulated a wealth of information and insight. He knows how to be so good that your would-be competitors can't even touch you. In a surprising self-effacing gesture, rarely seen from consultants, Calloway shares in the preface that he's not the expert; he's merely a reporter. I have difficulty believing that he doesn't have expertise, but he sure does a fine job of reporting what winning companies are doing.

Each chapter is filled with advice, anecdotes, and inspiration. Very quickly, readers will "get" the difference between organizations that are so good that they create their own category...whether they intend to or not. As you learn why, you'll become motivated to make some changes in the way you do business. You'll discover what branding really means. You'll appreciate the power of being close to the customer. And you'll gain a deep understanding of how people can make the difference-if their leaders inculcate the values and drive for consistency that must be energized to be a Category of One employer.

Note: while this book is intended for employers-owners, executives, manager, and everyone else on the team, there is also value for the individual who wants to make himself/herself highly attractive. Looking for the perfect job for you? Looking for the perfect mate? This book is not the end-all, but the principles Calloway teaches have wide application. Open your mind and open your wallet. This is a book worth buying, reading, absorbing, and applying.

This book is built around the proposition that we can all be more effective by making our efforts build on one another's rather than working at cross purposes. Most would agree with that point. You cannot build a bridge if another part of your group is demolishing what you have done.

The culprit when this kind of conflict occurs turns out to be a misunderstanding of what the common purpose is. So think of this book has a paean to, guide and workbook for overcoming the communications stall about your what your organization's purpose is.

Properly done, that purpose creates economic value. In a for-profit company, this means having cash earnings in excess of input costs and the opportunity costs of capital. For an individual, you can apply the same concept. In a non-profit organization, you can define economic value as creating benefits for those you serve in excess of their costs and the opportunity costs of the efforts involved.

Professor Thakor makes an intersting argument about why one should overcome this stall. He feels that this is the path to greater self-fulfillment. "Creating value is how we achieve self-fulfillment and realize our unique potential." He also argues that there are career advantages. Those who "get ahead fastest . . . with the [most] energy and enthusiasm, and are the happiest" are those who are highly successful in value creation. I didn't quite follow the argument on this point (which is not spelled out very much, except for stating the conclusions), but would have enjoyed learning more about his research in this area. Why is this so? Perhaps it is related to the joys of learning, creativity, accomplishment, and recognition.

To establish greater value creation, he starts with the reader. He poses questions for you to answer, whether you are the CEO or a file room clerk.

1. "What does value mean to your organization?

2. "What does value mean to you?"

3. "What are all the activities your organization is involved in that create value?"

4. "What activities are you engaged in that create value?"

5. "What is your organization's strategy?"

6. "What is your personal strategy in the organization?"

7. "How do you and your organization measure success?"

8. "How do you personally set your own expectations?"

9. "How fast are you at creating value?"

10. "What can you do to improve speed without compromising quality?"

The author identifies four major hurdles that must be overcome to improve economic value: a fuzzy sense of value and what creates it (thinking about market share while profits are killed); self-focused behavior that harms the organization (spending budgets to protect them for the next year); negative internal competition (sales contests that expand volume unprofitably); and functional operation focuses (trying to get costs down in ways that hurt customers).

To overcome these tendencies, Professor Thakor proposes getting the right balance of creativity, collaboration, control and competitive focus in each individual and function. He calls this the Wholonics Model, and provides a map as a way to illustrate the differences between where things are now and where they should be.

For example, procurement, manufacturing and finance focus too much on control and not enough on creativity. Sales, marketing, new product development, and distribution are too much on creativity and not enough on collaboration and control. Human resources needs to facilitate growth and reduce bureaucracy. Each function is treated separately in part of a chapter. This material lends a great deal of perspective to the arguments.

To round out the theme of self-fulfillment, the afterword encourages you to check daily for whether you are having fun, whether your value-creating efforts are being perceived and recognized in the company, and whether you are creating value faster than others in your company. This provides you with a personal scorecard for how you are doing, which can provide meaning to your work even if the organization isn't where it needs to be yet.

This book is quite complementary to The Balanced Scorecard and The Strategy-Focused Organization. While I prefer these two books for an overall look at how to create a stall-busting approach to improving organizational performance, I thought that Becoming a Better Value Creator did a better job of developing the issues from the perspective of the individual. Obviously, a book that combined both perspectives would be even better.

My suggestion is that you read these books in this order: The Balanced Scorecard first, The Strategy-Focused Organization second, and Becoming a Better Value Creator third. You should be better able to integrate the perspectives in these books after reading them in that order. To complete the individual perspective, I also suggest How to Be a Star at Work as the fourth book you read. If you are the CEO or other senior executive, you can skip that last book.

After you have finished with your reading and application of these many valuable ideas, I suggest that you consider how these points apply to your own family. What are all of your trying to accomplish together? How can you be more effective in achieving the results of that mutual support? What needs to be done that is not being done now? Who needs to do what? These perspectives would be good ones to add to a fine book like Relationship Rescue.

Have fun at and with your work!

This volume is one in the University of Michigan Business School Management Series. According to Thakor, sustained value creation depends on a mastery of five "secrets" of great value creators:

1. A clear definition of what value creation means to your organization and to you

2. A clear understanding of the multiple value creation perspectives and activities that exist at the individual and organizational levels

3. A clear understanding of the organization's strategy as well as a clearly defined personal strategy for success

4. A personal measure of success that exceeds organizational expectations

5. A mastery of speed without sacrificing quality

Thakor correctly stresses the importance of understanding what "value" means, both to you and to your organization. (Is your definition of "value" in proper alignment with your organization's definition of it?) Also, he stresses the importance of continually refining your personal strategy as well as continually improving your motivation to derive internal satisfaction from your efforts. Also, he offers a caution and then a recommendation: "No matter how well you are creating value, there is always somebody out there doing something better than you are. Find out what that something is. Learn that what makes these people better at it [hence more valuable] than you. Discover their 'rules' and adapt them to your setting to improve your effectiveness."

Most organizations claim that their most valuable assets "walk out the door at the end of each day." Of course, the reference is to people -- human capital. Perhaps no employee is indispensable but some employees are most valuable than others. However harsh it may seem, employees who create no value have no value. Read Thakor's book. It can help you to create greater value for your organization and thereby increase and enhance your own value to that organization...while perhaps, in process, increasing and enhancing your appeal to other organizations. Think about it....