| Introduction |
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| Book 1: Moving From Idea To Reality |
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5 | (96) |
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Chapter 1 Your Business in Context |
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7 | (20) |
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Getting an Overview of Feasibility Analysis |
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8 | (3) |
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8 | (1) |
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9 | (1) |
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10 | (1) |
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Genesis or founding team analysis |
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10 | (1) |
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Product/service development analysis |
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10 | (1) |
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11 | (1) |
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Understanding Your Industry |
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Using a framework of industry structure |
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12 | (3) |
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Deciding on an entry strategy |
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15 | (1) |
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16 | (5) |
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Checking out the status of your industry |
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17 | (1) |
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Competitive intelligence: Checking out the competition |
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18 | (3) |
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Defining Your Market Niche |
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21 | (3) |
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21 | (3) |
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Developing a niche strategy |
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Zeroing In on a Brand-New Product |
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24 | (3) |
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24 | (1) |
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Teaming up with an inventor |
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25 | (1) |
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25 | (2) |
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Chapter 2 Refining and Defining Your Business Idea |
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27 | (18) |
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Recognizing the Power of a Good Idea |
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28 | (4) |
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Knowing the difference between passion and profitability |
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28 | (1) |
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Turning a side gig into a business |
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29 | (1) |
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Planning ahead: Great ideas take time |
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30 | (1) |
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Checking out the competition |
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31 | (1) |
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Brainstorming New Business Ideas |
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32 | (4) |
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Reimagining your business environment |
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32 | (2) |
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Inspiring team creativity (with or without donuts or bagels) |
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34 | (2) |
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Identifying Business Opportunities |
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36 | (4) |
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Tuning in to what customers have to say |
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36 | (1) |
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Pursuing changes that open up new opportunities |
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37 | (1) |
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38 | (2) |
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Putting a Promising Idea to the Test |
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40 | (5) |
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Doing your first reality check |
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40 | (1) |
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Anticipating disruptive innovations: Opportunities and cautions |
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41 | (1) |
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42 | (1) |
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Conducting a self-appraisal |
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43 | (2) |
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Chapter 3 Creating a Business Model |
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45 | (18) |
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Identifying Who Needs a Business Model |
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46 | (1) |
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Assessing Common Aspects of All Business Models |
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47 | (2) |
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Understanding Business Models in Their Simplest Form |
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49 | (1) |
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Checking Out Examples of Business Models |
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50 | (2) |
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Finding Success with a Business Model |
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52 | (11) |
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Making money with your own secret sauce |
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53 | (3) |
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Examining different business models in the same industry |
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56 | (1) |
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Setting yourself apart from the competition |
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57 | (1) |
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Considering your competitive advantage |
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58 | (1) |
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Obtaining your competitive advantage |
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58 | (2) |
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Enhancing your competitive advantage |
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60 | (3) |
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Chapter 4 Finding Your Target Market |
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63 | (16) |
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Gauging the Target Market |
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64 | (1) |
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Determining Industry Attractiveness |
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65 | (3) |
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Finding the best industry |
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67 | (1) |
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Working in unserved or underserved markets |
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68 | (1) |
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Looking for Niche Attractiveness |
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68 | (6) |
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Know the power of a good niche |
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69 | (1) |
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69 | (1) |
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Markets have a habit of splitting |
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70 | (2) |
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Find unserved or underserved markets |
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72 | (2) |
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Checking Out Customer Attractiveness |
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74 | (1) |
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Finding Your Place on the Industry Value Chain |
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75 | (4) |
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Chapter 5 Considering a Franchise |
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79 | (22) |
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Understanding What a Franchise Is |
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79 | (2) |
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Playing by brand standards to create consistency |
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80 | (1) |
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Setting your sights on success |
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80 | (1) |
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Recognizing the Importance of Brands in Franchising |
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81 | (1) |
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Identifying the Three Types of Franchising |
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82 | (3) |
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82 | (1) |
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Business-format franchising |
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83 | (1) |
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84 | (1) |
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Being Aware of the Roles and Goals of Franchisors and Franchisees |
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85 | (3) |
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The world through franchisor lenses |
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86 | (1) |
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The franchisee's end of the bargain |
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86 | (2) |
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Reviewing Franchise Relationships |
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88 | (6) |
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Flying solo: Single-unit franchises |
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88 | (1) |
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Slow and steady: Growing one franchise at a time |
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89 | (1) |
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jumping in from the start: Multi-unit developers |
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90 | (2) |
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Being in charge: Master franchising |
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92 | (1) |
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Bringing in the hired gun: Area representatives |
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93 | (1) |
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Knowing the Nuances of the Franchisor/Franchisee Relationship |
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94 | (1) |
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Considering the Pros and Cons of Franchising |
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95 | (8) |
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96 | (1) |
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97 | (4) |
| Book 2: Planning For Your Business |
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101 | (128) |
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Chapter 1 Writing a Business Plan |
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103 | (12) |
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Selling Yourself on the Importance of Business Planning |
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103 | (2) |
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Tallying up the benefits of a business plan |
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104 | (1) |
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Knowing what can go wrong without a plan |
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105 | (1) |
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Breaking Down the Pieces of a Business Plan |
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105 | (2) |
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Business plan contents from beginning to end |
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105 | (1) |
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106 | (1) |
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Setting Out Your Planning Objectives |
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107 | (2) |
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Planning for a new business |
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107 | (1) |
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Planning for a solo business |
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108 | (1) |
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Planning to address changing conditions |
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108 | (1) |
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109 | (1) |
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Identifying Your Business Plan Audiences and Key Messages |
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109 | (2) |
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109 | (2) |
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111 | (1) |
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Establishing Your Plan's Time Frame |
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111 | (2) |
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112 | (1) |
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112 | (1) |
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Preparing for the Real World |
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113 | (2) |
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Locating informative resources |
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113 | (1) |
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114 | (1) |
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Chapter 2 Finding the Funding |
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115 | (20) |
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116 | (3) |
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When you're financing a traditional business |
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116 | (2) |
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When you're financing for e-commerce |
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118 | (1) |
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Tapping Friends and Family |
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119 | (1) |
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120 | (2) |
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Spotting an angel: The how-to |
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120 | (1) |
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Dealing with angels: The how-to |
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121 | (1) |
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Daring to Use Venture Capital |
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122 | (4) |
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Calculating the real cost of money |
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123 | (1) |
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Tracking the venture capital process |
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124 | (2) |
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Selling Stock to the Public: An IPO |
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126 | (4) |
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Considering the pros and cons of going public |
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127 | (1) |
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128 | (2) |
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Finding Other Ways to Finance Growth |
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130 | (1) |
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131 | (4) |
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132 | (1) |
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132 | (3) |
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Chapter 3 Setting Your Franchise's Wheels in Motion |
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135 | (32) |
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Surveying Your Options for Locale |
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136 | (5) |
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Considering common site options |
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136 | (4) |
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Dual branding: Sharing your space |
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140 | (1) |
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Locating Your Franchise's Habitat |
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141 | (4) |
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Finding out what constitutes a good site |
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141 | (1) |
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Using the franchisor as your compass |
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142 | (2) |
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Crunching data to evaluate a site on your own |
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144 | (1) |
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Looking at Protected Areas, Exclusive Areas, and Encroachment Policies |
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145 | (3) |
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Reviewing your franchise agreement |
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146 | (1) |
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Discovering whether a franchisor has an encroachment policy |
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147 | (1) |
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148 | (1) |
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Meeting Your Franchise's Requirements |
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149 | (3) |
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Implementing a franchisor's designs |
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149 | (1) |
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Getting approvals, permits, and licenses |
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150 | (1) |
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151 | (1) |
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Getting help with the opening |
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151 | (1) |
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Getting the Goods: Merchandise and Supplies |
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152 | (4) |
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Using the franchisor as the sole supplier |
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152 | (1) |
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Working with suppliers approved by the franchisor |
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153 | (1) |
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Understanding rebates and upcharges |
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154 | (1) |
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Finding your own suppliers and requesting approval |
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155 | (1) |
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156 | (3) |
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Considering key drop delivery |
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157 | (1) |
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Receiving deliveries at any kind of franchise |
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157 | (1) |
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Checking the goods after they're in your location |
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158 | (1) |
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158 | (1) |
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159 | (3) |
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159 | (2) |
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161 | (1) |
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Getting Good Training for Yourself and Your Management |
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162 | (5) |
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Undergoing good initial training |
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162 | (3) |
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Receiving effective ongoing training |
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165 | (2) |
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Chapter 4 Starting a Home-Based Business |
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167 | (26) |
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Looking at the Basics of Home-Based Business |
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168 | (5) |
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Determining the kind of business you want to have |
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168 | (2) |
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170 | (1) |
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171 | (1) |
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171 | (1) |
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Leaving your full-time job for your part-time business |
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172 | (1) |
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Examining the Good News and the Bad |
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173 | (2) |
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Good reasons to start a home-based business |
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173 | (1) |
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The pitfalls of owning your own home-based business |
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174 | (1) |
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Taking the Home-Based Business Quiz |
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175 | (3) |
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Starting Something from Scratch |
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178 | (2) |
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Doing what you've been doing in a job |
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179 | (1) |
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Doing something new and different |
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180 | (1) |
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Transitioning into Your Home-Based Business |
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180 | (13) |
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Knowing what to do before leaving your day job |
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182 | (1) |
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Understanding what you have to do to start your own home-based business |
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183 | (10) |
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Chapter 5 Creating an Online Presence for Your Business |
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193 | (22) |
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Feng Shui-ing Your Website |
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194 | (3) |
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Creating Content That Attracts Customers |
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197 | (7) |
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Following the KISS principle: Keep it super simple |
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198 | (1) |
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Striking the right tone with your text |
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199 | (1) |
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Making your site easy to navigate |
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199 | (1) |
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Pointing the way with headings |
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200 | (1) |
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Leading your readers on with links |
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201 | (1) |
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Enhancing your text with well-placed images |
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202 | (1) |
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Making your site searchable |
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203 | (1) |
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Nip and Tuck: Establishing a Visual Identity |
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204 | (5) |
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Choosing wallpaper that won't make you a wallflower |
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204 | (2) |
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Using web typefaces like a pro |
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206 | (1) |
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Using clip art is free and fun |
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207 | (1) |
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A picture is worth a thousand words |
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207 | (2) |
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209 | (1) |
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Inviting Comments from Customers |
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209 | (4) |
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Getting positive email feedback |
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210 | (1) |
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Web page forms that aren't off-putting |
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210 | (1) |
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Blogs that promote discussion |
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211 | (1) |
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212 | (1) |
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Moving from Website to Web Presence |
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213 | (2) |
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Chapter 6 Starting with the Right Legal Structure |
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215 | (14) |
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Introducing the Legal Business Classifications |
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216 | (2) |
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Going It Alone: The Sole Proprietorship |
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218 | (2) |
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Advantages of sole proprietorships |
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219 | (1) |
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Disadvantages of sole proprietorships |
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219 | (1) |
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Choosing a Partner: The Partnership |
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220 | (2) |
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220 | (1) |
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Drawing up the partnership agreement |
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221 | (1) |
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Going for the Gold: The Corporation |
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222 | (3) |
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Enjoying the benefits of a corporation |
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223 | (1) |
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224 | (1) |
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Deciding where and how to incorporate |
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225 | (1) |
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Offering Flexibility: The S Corporation, the LLC, and the Nonprofit Corporation |
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225 | (3) |
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Sizing up the S Corporation |
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225 | (1) |
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Comparing the S Corporation to the LLC |
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226 | (1) |
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Making profits in a nonprofit organization |
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227 | (1) |
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Discovering Your Best Choice |
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228 | (1) |
| Book 3: Handling Your Finances |
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229 | (152) |
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Chapter 1 Setting Up the Books |
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231 | (26) |
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Bookkeepers: The Record Keepers of the Business World |
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232 | (1) |
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Wading through Basic Bookkeeping Lingo |
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233 | (2) |
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Accounts for the balance sheet |
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233 | (1) |
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Accounts for the income statement |
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234 | (1) |
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234 | (1) |
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Pedaling through the Accounting Cycle |
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235 | (2) |
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Tackling the Big Decision: Cash-Basis or Accrual Accounting |
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237 | (3) |
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Waiting for funds with cash-basis accounting |
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237 | (1) |
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Making the switch to accrual accounting |
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238 | (1) |
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Recording right away with accrual accounting |
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239 | (1) |
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Seeing Double with Double-Entry Bookkeeping |
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240 | (2) |
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Differentiating Debits and Credits |
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242 | (1) |
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Outlining Your Financial Road Map with a Chart of Accounts |
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242 | (2) |
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Starting with the Balance Sheet Accounts |
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244 | (6) |
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244 | (4) |
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Laying out your liabilities |
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248 | (2) |
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250 | (1) |
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Tracking the Income Statement Accounts |
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250 | (4) |
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Recording the money you make |
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251 | (1) |
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Tracking the Cost of Goods Sold |
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252 | (1) |
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Acknowledging the money you spend |
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252 | (2) |
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Setting Up Your Chart of Accounts |
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254 | (3) |
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Chapter 2 Reporting Profit or Loss in the Income Statement |
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257 | (24) |
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Presenting Typical Income Statements |
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258 | (6) |
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Looking at businesses that sell products |
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259 | (2) |
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Looking at businesses that sell services |
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261 | (2) |
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Looking at investment businesses |
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263 | (1) |
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Taking Care of Housekeeping Details |
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264 | (2) |
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266 | (1) |
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267 | (4) |
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Revenue and expense effects on assets and liabilities |
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268 | (1) |
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Comparing three scenarios of profit |
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268 | (2) |
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Folding profit into retained earnings |
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270 | (1) |
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Pinpointing the Assets and Liabilities Used to Record Revenue and Expenses |
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271 | (5) |
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271 | (1) |
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Selling products: Inventory |
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272 | (1) |
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Prepaying operating costs |
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273 | (1) |
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Understanding fixed assets |
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274 | (1) |
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274 | (2) |
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Reporting Unusual Gains and Losses |
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276 | (2) |
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Watching for Misconceptions and Misleading Reports |
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278 | (3) |
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Chapter 3 Reporting Financial Condition in the Balance Sheet |
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281 | (24) |
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Expanding the Accounting Equation |
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282 | (1) |
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Presenting a Proper Balance Sheet |
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283 | (5) |
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Doing an initial reading of the balance sheet |
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285 | (2) |
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Kicking balance sheets out into the real world |
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287 | (1) |
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Judging Liquidity and Solvency |
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288 | (2) |
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Current assets and liabilities |
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289 | (1) |
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290 | (1) |
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Understanding That Transactions Drive the Balance Sheet |
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290 | (4) |
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Sizing Up Assets and Liabilities |
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294 | (7) |
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Sales revenue and accounts receivable |
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295 | (1) |
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Cost of goods sold expense and inventory |
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295 | (1) |
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Fixed assets and depreciation expense |
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296 | (1) |
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Operating expenses and their balance sheet accounts |
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297 | (1) |
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Intangible assets and amortization expense |
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298 | (1) |
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Debt and interest expense |
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299 | (1) |
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Income tax expense and income tax payable |
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300 | (1) |
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Net income and cash dividends (if any) |
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300 | (1) |
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Financing a Business: Sources of Cash and Capital |
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301 | (1) |
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Recognizing the Hodgepodge of Values Reported in a Balance Sheet |
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302 | (3) |
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Chapter 4 Reporting Cash Sources and Uses in the Statement of Cash Flows |
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305 | (22) |
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Meeting the Statement of Cash Flows |
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306 | (5) |
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Presenting the direct method |
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307 | (2) |
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Opting for the indirect method |
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309 | (2) |
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Explaining the Variance between Cash Flow and Net Income |
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311 | (7) |
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Accounts receivable change |
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312 | (1) |
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313 | (1) |
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314 | (1) |
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Depreciation: Real but noncash expense |
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314 | (2) |
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Changes in operating liabilities |
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316 | (1) |
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Putting the cash flow pieces together |
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317 | (1) |
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Sailing through the Rest of the Statement of Cash Flows |
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318 | (4) |
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Understanding investing activities |
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318 | (1) |
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Looking at financing activities |
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319 | (2) |
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321 | (1) |
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Pinning Down "Free Cash Flow" |
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322 | (2) |
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Recognizing Limitations of the Statement of Cash Flows |
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324 | (3) |
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Chapter 5 Controlling Costs and Budgeting |
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327 | (36) |
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Getting in the Right Frame of Mind |
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328 | (1) |
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329 | (13) |
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Putting cost control in its proper context |
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329 | (2) |
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Beginning with sales revenue change |
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331 | (1) |
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Focusing on cost of goods sold and gross margin |
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332 | (2) |
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334 | (1) |
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Analyzing advertising and sales promotion costs |
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335 | (1) |
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Appreciating depreciation expense |
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336 | (2) |
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Looking at facilities expense |
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338 | (1) |
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Looking over or looking into other expenses |
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338 | (1) |
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Running the numbers on interest expense |
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339 | (2) |
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Comparing your P&L numbers with your balance sheet |
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341 | (1) |
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Looking into Cost of Goods Sold Expense |
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342 | (3) |
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Selecting a cost of goods sold expense method |
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343 | (1) |
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Dealing with inventory shrinkage and inventory write-downs |
|
|
344 | (1) |
|
Focusing on Profit Centers |
|
|
345 | (2) |
|
|
|
347 | (1) |
|
Deciding Where the Budgeting Process Starts |
|
|
348 | (1) |
|
Homing In on Budgeting Tools |
|
|
349 | (4) |
|
CART: Complete, Accurate, Reliable, and Timely |
|
|
350 | (1) |
|
SWOT: Strengths, Weaknesses, Opportunities, and Threats |
|
|
351 | (1) |
|
|
|
352 | (1) |
|
Preparing an Actual Budget or Forecast |
|
|
353 | (4) |
|
Understanding Internal versus External Budgets |
|
|
357 | (1) |
|
|
|
358 | (2) |
|
Using the Budget as a Business-Management Tool |
|
|
360 | (2) |
|
Using Budgets in Other Ways |
|
|
362 | (1) |
|
Chapter 6 Satisfying the Tax Man |
|
|
363 | (18) |
|
Tax Reporting for Sole Proprietors |
|
|
363 | (1) |
|
Filing Tax Forms for Partnerships |
|
|
364 | (1) |
|
|
|
365 | (1) |
|
Reporting for an S Corporation |
|
|
365 | (1) |
|
Reporting for a C Corporation |
|
|
366 | (1) |
|
Reporting for Limited Liability Companies (LLC) |
|
|
366 | (1) |
|
Taking Care of Sales Taxes Obligations |
|
|
366 | (1) |
|
Keeping Up with and Researching Tax Strategies and Rules |
|
|
367 | (3) |
|
|
|
368 | (1) |
|
|
|
369 | (1) |
|
Accessing Internet tax resources |
|
|
370 | (1) |
|
|
|
370 | (13) |
|
Deciding to hire tax help |
|
|
370 | (4) |
|
|
|
374 | (1) |
|
Interviewing prospective tax advisors |
|
|
375 | (6) |
| Book 4: Managing Your Business |
|
381 | (64) |
|
Chapter 1 Tackling the Hiring Process |
|
|
383 | (18) |
|
Starting with a Clear Job Description |
|
|
383 | (2) |
|
Defining the Characteristics of Desirable Candidates |
|
|
385 | (1) |
|
|
|
386 | (4) |
|
Going through traditional recruiting channels |
|
|
387 | (2) |
|
Leveraging the power of the Internet |
|
|
389 | (1) |
|
Becoming a Great Interviewer |
|
|
390 | (4) |
|
Asking the right questions |
|
|
390 | (2) |
|
Following interviewing do's |
|
|
392 | (1) |
|
Avoiding interviewing don'ts |
|
|
393 | (1) |
|
Evaluating Your Candidates |
|
|
394 | (4) |
|
|
|
394 | (2) |
|
|
|
396 | (1) |
|
Conducting a second (or third) round |
|
|
396 | (1) |
|
Checking employment eligibility |
|
|
397 | (1) |
|
Hiring the Best (and Leaving the Rest) |
|
|
398 | (3) |
|
|
|
398 | (1) |
|
|
|
399 | (1) |
|
Revisiting the candidate pool |
|
|
399 | (2) |
|
|
|
401 | (14) |
|
Knowing Where You're Going |
|
|
402 | (2) |
|
Why should you set goals? |
|
|
403 | (1) |
|
What makes goals effective? |
|
|
404 | (1) |
|
|
|
404 | (2) |
|
Breaking down the meaning of SMART |
|
|
404 | (1) |
|
|
|
405 | (1) |
|
Setting Goals: Less Is More |
|
|
406 | (2) |
|
Communicating Your Vision and Goals to Your Team |
|
|
408 | (1) |
|
|
|
408 | (1) |
|
|
|
409 | (1) |
|
Juggling Priorities: Keeping Your Eye on the Ball |
|
|
409 | (2) |
|
Falling into the activity trap |
|
|
410 | (1) |
|
Getting out of the activity trap |
|
|
410 | (1) |
|
Using Your Power for Good: Making Your Goals Reality |
|
|
411 | (4) |
|
Chapter 3 Embracing Corporate Social Responsibility |
|
|
415 | (10) |
|
Understanding Socially Responsible Practices |
|
|
416 | (2) |
|
Figuring out how you can employ CSR |
|
|
416 | (1) |
|
Enjoying the net benefits of socially responsible practices |
|
|
417 | (1) |
|
Developing a CSR Strategy for Implementation |
|
|
418 | (2) |
|
Doing the Right Thing: Ethics and You |
|
|
420 | (5) |
|
Defining ethics on the job |
|
|
420 | (1) |
|
Creating a code of ethics |
|
|
421 | (2) |
|
Making ethical choices every day |
|
|
423 | (2) |
|
Chapter 4 Managing with Technology |
|
|
425 | (8) |
|
Weighing the Benefits and Drawbacks of Workplace Technology |
|
|
426 | (3) |
|
Making advances, thanks to automation |
|
|
426 | (1) |
|
Improving efficiency and productivity |
|
|
427 | (1) |
|
Taking steps to neutralize the negatives |
|
|
428 | (1) |
|
Using Technology to Your Advantage |
|
|
429 | (4) |
|
|
|
429 | (1) |
|
Create a technology-competitive advantage |
|
|
430 | (1) |
|
|
|
430 | (2) |
|
|
|
432 | (1) |
|
Chapter 5 Delegating to Get Things Done |
|
|
433 | (12) |
|
Delegating: The Manager's Best Tool |
|
|
434 | (1) |
|
Debunking Myths about Delegation |
|
|
435 | (4) |
|
You can't trust your employees to be responsible |
|
|
436 | (1) |
|
You'll lose control of a task and its outcome |
|
|
436 | (1) |
|
You're the only one with all the answers |
|
|
437 | (1) |
|
You can do the work faster by yourself |
|
|
437 | (1) |
|
Delegation dilutes your authority |
|
|
437 | (1) |
|
You relinquish the credit for doing a good job |
|
|
438 | (1) |
|
Delegation decreases your flexibility |
|
|
438 | (1) |
|
Taking the Six Steps to Delegate |
|
|
439 | (1) |
|
Sorting Out What to Delegate and What to Do Yourself |
|
|
440 | (7) |
|
Pointing out appropriate tasks for delegation |
|
|
440 | (2) |
|
Knowing what tasks should stay with you |
|
|
442 | (3) |
| Book 5: Marketing And Promotion |
|
445 | (100) |
|
Chapter 1 Optimizing Your Marketing Program |
|
|
447 | (18) |
|
Knowing Yourself, Knowing Your Customer |
|
|
448 | (8) |
|
Asking the right question |
|
|
448 | (2) |
|
Filling the awareness gap |
|
|
450 | (1) |
|
Focusing on your target customer |
|
|
451 | (2) |
|
Identifying and playing up your strengths |
|
|
453 | (1) |
|
Discovering the best way to find customers |
|
|
454 | (2) |
|
Finding Your Marketing Formula |
|
|
456 | (3) |
|
|
|
457 | (1) |
|
Refining your list of possibilities |
|
|
458 | (1) |
|
Avoiding the pricing trap |
|
|
459 | (1) |
|
Controlling Your Marketing Program |
|
|
459 | (2) |
|
Refining Your Marketing Expectations |
|
|
461 | (1) |
|
Projecting improvements above base sales |
|
|
461 | (1) |
|
Preparing for (ultimately successful) failures |
|
|
461 | (1) |
|
Revealing More Ways to Maximize Your Marketing Impact |
|
|
462 | (3) |
|
Chapter 2 Laying a Foundation for Growth |
|
|
465 | (20) |
|
Measuring the Growth Rate of Your Market |
|
|
466 | (1) |
|
Responding to a Flat or Shrinking Market |
|
|
467 | (2) |
|
Finding Your Best Growth Strategies |
|
|
469 | (5) |
|
|
|
469 | (1) |
|
Expanding what you have for higher profitability |
|
|
470 | (4) |
|
Growing a Market Segmentation Strategy |
|
|
474 | (2) |
|
|
|
475 | (1) |
|
|
|
476 | (1) |
|
Developing a Market Share Strategy |
|
|
476 | (3) |
|
|
|
477 | (1) |
|
|
|
477 | (1) |
|
|
|
478 | (1) |
|
Designing a Positioning Strategy |
|
|
479 | (1) |
|
Envisioning your position: An exercise in observation and creativity |
|
|
479 | (1) |
|
Aligning your positioning strategy with growth initiatives |
|
|
480 | (1) |
|
Growth Hacking to Build Leads and Market Share |
|
|
480 | (3) |
|
|
|
481 | (1) |
|
|
|
481 | (1) |
|
|
|
481 | (1) |
|
|
|
482 | (1) |
|
|
|
482 | (1) |
|
Selling Innovative Products |
|
|
483 | (2) |
|
Chapter 3 Taking Stock of Your Business Image |
|
|
485 | (14) |
|
|
|
486 | (8) |
|
Encountering your business through online searches |
|
|
486 | (1) |
|
|
|
487 | (1) |
|
Managing email impressions |
|
|
488 | (1) |
|
|
|
489 | (2) |
|
Approaching your business in person |
|
|
491 | (3) |
|
Auditing the Impressions Your Business Makes |
|
|
494 | (5) |
|
Surveying your marketing materials and communications |
|
|
494 | (1) |
|
Creating an impression inventory |
|
|
495 | (1) |
|
Improving the impressions you're making |
|
|
496 | (3) |
|
Chapter 4 Forging Your Brand |
|
|
499 | (16) |
|
Recognizing What Brands Are and What They Do |
|
|
500 | (2) |
|
Unlocking the power and value of a brand |
|
|
500 | (1) |
|
Tipping the balance online |
|
|
501 | (1) |
|
Building a Powerful Brand |
|
|
502 | (2) |
|
Being consistent to power your brand |
|
|
502 | (1) |
|
Taking six brand-management steps |
|
|
503 | (1) |
|
Understanding Your Market Position: The Birthplace of Your Brand |
|
|
504 | (3) |
|
Seeing how positioning happens |
|
|
505 | (1) |
|
Determining your positioning strategy |
|
|
505 | (2) |
|
Conveying Your Position and Brand through Taglines |
|
|
507 | (1) |
|
Balancing Personal and Business Brands |
|
|
508 | (2) |
|
Maintaining and Protecting Your Brand |
|
|
510 | (5) |
|
Staying consistent with your brand message and creative strategy |
|
|
510 | (2) |
|
Controlling your brand presentation |
|
|
512 | (3) |
|
Chapter 5 Creating Marketing Communications That Work |
|
|
515 | (18) |
|
Starting with Good Objectives |
|
|
516 | (6) |
|
Defining what you want to accomplish |
|
|
516 | (1) |
|
Putting creative directions in writing |
|
|
517 | (5) |
|
Developing Effective Marketing Communications |
|
|
522 | (4) |
|
Steering the creative process toward a "big idea" |
|
|
523 | (1) |
|
|
|
524 | (1) |
|
Following simple advertising rules |
|
|
525 | (1) |
|
|
|
526 | (3) |
|
Selecting from the media menu |
|
|
526 | (1) |
|
Deciding which media vehicles to use and when |
|
|
527 | (2) |
|
Building a Mass Media Schedule |
|
|
529 | (2) |
|
Balancing reach and frequency |
|
|
529 | (2) |
|
|
|
531 | (1) |
|
|
|
531 | (2) |
|
Chapter 6 Social Marketing: Facebook, Twitter, Instagram, LinkedIn, and Pinterest |
|
|
533 | (12) |
|
Using Facebook for Engagement That Builds Sales |
|
|
535 | (5) |
|
Developing a successful Facebook plan |
|
|
535 | (3) |
|
Creating content that gets a response, dialogue, and leads |
|
|
538 | (1) |
|
|
|
539 | (1) |
|
Building Your Twitter Presence |
|
|
540 | (1) |
|
Igniting Your Social Presence on Instagram |
|
|
541 | (1) |
|
Expanding Your Network through LinkedIn |
|
|
541 | (3) |
|
|
|
542 | (1) |
|
|
|
543 | (1) |
|
Promoting Your Brand with Pinterest |
|
|
544 | (1) |
| Book 6: Staying In Business |
|
545 | (48) |
|
Chapter 1 Developing Employees through Coaching and Mentoring |
|
|
547 | (16) |
|
Understanding Why Employee Development Is Important |
|
|
548 | (2) |
|
Getting Down to Employee Development |
|
|
550 | (4) |
|
Taking a step-by-step approach |
|
|
551 | (1) |
|
Creating career development plans |
|
|
552 | (2) |
|
Coaching Employees to Career Growth and Success |
|
|
554 | (6) |
|
Serving as both manager and coach |
|
|
554 | (2) |
|
Identifying a coach's tools |
|
|
556 | (1) |
|
Teaching through show-and-tell coaching |
|
|
557 | (1) |
|
Making turning points big successes |
|
|
558 | (1) |
|
Incorporating coaching into your day-to-day interactions |
|
|
559 | (1) |
|
Finding a Mentor, Being a Mentor |
|
|
560 | (3) |
|
Chapter 2 Keeping Your Customers Loyal |
|
|
563 | (12) |
|
Retaining Your Customer Base |
|
|
564 | (8) |
|
Getting it right the first time |
|
|
564 | (1) |
|
Continuing to offer more value |
|
|
565 | (1) |
|
Knowing that company policy is meant to be bent |
|
|
565 | (1) |
|
Taking away lessons from customer defections |
|
|
566 | (2) |
|
Recognizing and practicing customer service |
|
|
568 | (4) |
|
Showing that you care - the old-fashioned way |
|
|
572 | (1) |
|
Dealing with Dissatisfied Customers |
|
|
572 | (3) |
|
|
|
572 | (1) |
|
|
|
573 | (2) |
|
Chapter 3 Cultivating a Growing Business |
|
|
575 | (18) |
|
Recognizing Growth Stages |
|
|
576 | (2) |
|
|
|
576 | (1) |
|
|
|
577 | (1) |
|
|
|
577 | (1) |
|
Resolving Human Resources Issues |
|
|
578 | (2) |
|
Identifying important HR concerns |
|
|
579 | (1) |
|
Dealing with HR issues in three stages |
|
|
579 | (1) |
|
Addressing Time-Management Issues |
|
|
580 | (2) |
|
Choosing Your Management Tools |
|
|
582 | (4) |
|
|
|
584 | (1) |
|
|
|
584 | (1) |
|
|
|
585 | (1) |
|
|
|
585 | (1) |
|
|
|
585 | (1) |
|
Troubleshooting Your Business Challenges |
|
|
586 | (2) |
|
Filling out a troubleshooting checklist |
|
|
586 | (1) |
|
Taking the five-minute appearance test |
|
|
587 | (1) |
|
Redefining Your Role in an Evolving Business |
|
|
588 | (5) |
|
Making the transition to manager |
|
|
589 | (1) |
|
Implementing strategic changes |
|
|
590 | (3) |
| Index |
|
593 | |
