Know how your company can accelerate growth by not only tapping into new growth vectors, but also by adapting its organization, culture, and processes. To oversee growth from an idea to a company with billions in revenue, CEOs must reinvent many aspects of their company in anticipation of it reaching ever-higher revenues. Author Peter Cohan takes you through the four stages of scaling: winning the first customers, building a scalable business model, sprinting to liquidity, and running the marathon. What You'll LearnDiscover how founders keep their CEO positions by managing the organizational change needed to reach the next stage of scalingRead case studies that illustrate how CEOs craft growth strategies, raise capital, create culture, build their organizations, set goals, and manage processes to achieve themDiscover principles of successful scaling through comparisons of successful and less successful companies Use the Scaling Quotient to assess your startup's readiness to growFollow a road map for turning your idea into a company that can change the world Who This Book Is For Entrepreneurs, aspiring CEOs, capital providers, and all other key stakeholders
Entrepreneurs are hungry. But it’s not just because they’re living on ramen and adrenaline while they pour their all into their business. Peter Cohan has found it’s something deeper: a hunger to create the kind of world they want to work in. To leave a legacy, they build carefully with limited resources and maintain control of the venture’s direction. For years, students have told Cohan that the seminal business strategy guide, Michael Porter’s Competitive Strategy, was too big-company focused. So Cohan—who once worked with Porter—has written the first business strategy book to address start-ups’ very different challenges. Cohan focuses on six key start-up choices—setting goals, picking markets, raising capital, building teams, gaining market share, and adapting to change—explaining the unique rules start-ups must follow. For example, when setting goals, large corporations try to maximize their long-term return on equity, but resource-poor start-ups have to plan by setting a series of short-term goals—and how they do this will mean the difference between blazing a trail or flaming out. When entering a new market, well-fed companies can invest substantial time and capital before ever launching a product, but hungry start-ups must get an adequate prototype in front of customers fast, get feedback, and quickly develop a viable business model or they’ll starve to death. For each of these six areas, Cohan provides a decision-making approach and lively case studies of what actual entrepreneurs have done. He extracts hard-hitting lessons not only for start-ups but also for investors and even established companies. Hungry Start-up Strategy offers a full menu of vital information for anyone seeking to cook up a thriving business from scratch.
Accelerate your company's growth in a disciplined fashion. This book provides leaders of large and small companies a proven comprehensive framework to think systematically about growth options and to yield practical strategies that produce faster growth. Drawing insights from case studies of successful and unsuccessful companies, strategy teacher and venture capitalist Peter Cohan models his systematic approach to brainstorming, evaluating, and implementing growth strategies across five dimensions: Customers, Geography, Products, Capabilities, Culture. He examines each of these five growth dimensions in turn, selecting and organizing his cases to compare the growth strategies deployed successfully and unsuccessfully by large and small companies along the given dimension. In each of his five dimensional chapters, the author derives from his case analyses the key principles and processes for creating and achieving faster growth. Professor Cohan draws on a network of hundreds of founders, CEOs, and investors developed through his decades of consulting, authorship of 11 books, and over five years as a Forbes columnist. He shows through many compelling stories how leaders craft effective growth strategies. Business leaders will learn the following lessons from this book: Achieving rapid but sustainable growth is a business leader’s most important responsibility – and leaders must approach this challenge with a mixture of vision, intellectual humility, and a willingness to experiment and learn from failure. The growth challenges facing companies that are currently growing quickly differ from the ones that stagnating or shrinking companies must overcome. Companies can achieve growth along one or more of the dimensions simultaneously – and they often expand geographically to customers in the same segments. Useful insights can emerge from comparing case studies of successful and unsuccessful companies pursuing similar growth strategies. Companies should select a growth strategy based on three factors: the attractiveness of the growth opportunity, the company’s capabilities to provide superior value to customers in the selected market, and the expected return on investment in the growth vector. Companies should select a growth strategy that best fits their capabilities and culture and they must enhance both to adapt to new growth opportunities. Who This Book Is For The people in companies who are responsible for growth: chief executive officers, chief marketing officers, chief product officers, heads of business development, product managers, sales people, and human resources managers
This book offers a comprehensive model for explaining the success and failure of cities in nurturing startups, presents detailed case studies of how participants in that model help or hinder startup activity, and shows how to apply these lessons to boost local startup activity. Startup Cities explains the factors that determine local startup success based on a detailed comparison of regional startup cities—pairing the most successful and less successful cities within regions along with insights and implications from case studies of each of the model’s elements. The book compares local city pairs, highlighting factors that distinguish successful from less successful cities and presents implications for stakeholders that arise from these principles. Peter Cohan is a lecturer of Strategy at Babson College and one of the world’s leading authorities on regional startup ecosystems. Starting in 2012, he created and led Startup Strategy courses that explore four regional startup ecosystems—Hong Kong/Singapore, Israel, Paris, and Spain/Portugal. These courses are based on an original framework for evaluating why a few cities host most startup creation and the rest fail to do so. In running these courses, Peter has built a network of local policymakers, investors, entrepreneurs, and professors from which he draws practical insights for what distinguishes successful Startup Commons from their peers. The book provides vital benefits to these stakeholders. What You’ll Learn Local policymakers will know how to build a local team to set objectives for their local Startup Commons and develop a comprehensive strategy to realize those goals Entrepreneurs will know how to choose where to locate their startups based on factors such as the supply and quality of talent—from chief marketing and technology officers to coders and sales people; quality of life, access to capital, customers, and mentors; and costs such as salary and real estate expense University administrators and faculty will know how to take research out of their labs and house it in companies that can commercialize that research, create academic programs that will encourage more entrepreneurship among their students, and connect with local policymakers and capital providers to spur local startup activity Capital providers will know how to scout out emerging startup cities where they can get access to the best investment opportunities at more favorable valuations and have greater influence on how the local startup scene evolves Who This Book Is For All key startup stakeholders, including local policymakers (mayors, directors of economic development, treasurers, controllers, presidents of regional chamber of commerce), entrepreneurs (CEOs, chief marketing officers, chief financial officers, chief HR officers, chief technology officers), universities (presidents; deans of faculty; provosts; professors of finance, management, and entrepreneurship; directors of international education), and capital providers (venture capital partners and associates, angel investors, bank loan officers, managers of accelerator operations)
Capturing the ecommerce edge in customer growth and retention has been a decades-long battle between eRetail startups and large traditional retailers. The two face different sets of challenges and those challenges are constantly evolving in our digital world. Goliath Strikes Back: How Traditional Retailers Are Winning Back Customers from Ecommerce Startups expands on this current industry shift in one of the most accessible, intriguing business books in recent times. Each chapter covers a different industry, as diverse and eclectic as consumer electronics, newspapers, groceries, logistics, and more. By looking at how traditional retailers are facing off against internet startups, you can gauge the landscape and form your own strategies. Author Peter S. Cohan expertly guides you from one case study to the next and makes topics enthralling even for the non-industry layperson. Goliath Strikes Back helps executives create an effective strategy in the modern ecommerce realm. Business professionals and outside enthusiasts alike are in for fascinating insights from Cohan about the mindsets and strategies of successful companies and their leaders. Changing strategies on a dime has always been essential in commerce, and never more so than in ecommerce’s industry overhaul. Don’t get left behind. What You Will Learn What to emulate and what to avoid by studying the mindsets and strategies of the successful and unsuccessful companies How companies can identify, attract, hire and motivate executives who embody the strategic mindset needed to remain successful An insight into six key industries, including consumer electronics and grocery, to understand why companies are failing or succeeding Who This Book Is For Executives, business professionals, business students, and curious laypeople
Entrepreneurs are hungry. But it’s not just because they’re living on ramen and adrenaline while they pour their all into their business. Peter Cohan has found it’s something deeper: a hunger to create the kind of world they want to work in. To leave a legacy, they build carefully with limited resources and maintain control of the venture’s direction. For years, students have told Cohan that the seminal business strategy guide, Michael Porter’s Competitive Strategy, was too big-company focused. So Cohan—who once worked with Porter—has written the first business strategy book to address start-ups’ very different challenges. Cohan focuses on six key start-up choices—setting goals, picking markets, raising capital, building teams, gaining market share, and adapting to change—explaining the unique rules start-ups must follow. For example, when setting goals, large corporations try to maximize their long-term return on equity, but resource-poor start-ups have to plan by setting a series of short-term goals—and how they do this will mean the difference between blazing a trail or flaming out. When entering a new market, well-fed companies can invest substantial time and capital before ever launching a product, but hungry start-ups must get an adequate prototype in front of customers fast, get feedback, and quickly develop a viable business model or they’ll starve to death. For each of these six areas, Cohan provides a decision-making approach and lively case studies of what actual entrepreneurs have done. He extracts hard-hitting lessons not only for start-ups but also for investors and even established companies. Hungry Start-up Strategy offers a full menu of vital information for anyone seeking to cook up a thriving business from scratch.
Know how your company can accelerate growth by not only tapping into new growth vectors, but also by adapting its organization, culture, and processes. To oversee growth from an idea to a company with billions in revenue, CEOs must reinvent many aspects of their company in anticipation of it reaching ever-higher revenues. Author Peter Cohan takes you through the four stages of scaling: winning the first customers, building a scalable business model, sprinting to liquidity, and running the marathon. What You'll LearnDiscover how founders keep their CEO positions by managing the organizational change needed to reach the next stage of scalingRead case studies that illustrate how CEOs craft growth strategies, raise capital, create culture, build their organizations, set goals, and manage processes to achieve themDiscover principles of successful scaling through comparisons of successful and less successful companies Use the Scaling Quotient to assess your startup's readiness to growFollow a road map for turning your idea into a company that can change the world Who This Book Is For Entrepreneurs, aspiring CEOs, capital providers, and all other key stakeholders
Accelerate your company's growth in a disciplined fashion. This book provides leaders of large and small companies a proven comprehensive framework to think systematically about growth options and to yield practical strategies that produce faster growth. Drawing insights from case studies of successful and unsuccessful companies, strategy teacher and venture capitalist Peter Cohan models his systematic approach to brainstorming, evaluating, and implementing growth strategies across five dimensions: Customers, Geography, Products, Capabilities, Culture. He examines each of these five growth dimensions in turn, selecting and organizing his cases to compare the growth strategies deployed successfully and unsuccessfully by large and small companies along the given dimension. In each of his five dimensional chapters, the author derives from his case analyses the key principles and processes for creating and achieving faster growth. Professor Cohan draws on a network of hundreds of founders, CEOs, and investors developed through his decades of consulting, authorship of 11 books, and over five years as a Forbes columnist. He shows through many compelling stories how leaders craft effective growth strategies. Business leaders will learn the following lessons from this book: Achieving rapid but sustainable growth is a business leader’s most important responsibility – and leaders must approach this challenge with a mixture of vision, intellectual humility, and a willingness to experiment and learn from failure. The growth challenges facing companies that are currently growing quickly differ from the ones that stagnating or shrinking companies must overcome. Companies can achieve growth along one or more of the dimensions simultaneously – and they often expand geographically to customers in the same segments. Useful insights can emerge from comparing case studies of successful and unsuccessful companies pursuing similar growth strategies. Companies should select a growth strategy based on three factors: the attractiveness of the growth opportunity, the company’s capabilities to provide superior value to customers in the selected market, and the expected return on investment in the growth vector. Companies should select a growth strategy that best fits their capabilities and culture and they must enhance both to adapt to new growth opportunities. Who This Book Is For The people in companies who are responsible for growth: chief executive officers, chief marketing officers, chief product officers, heads of business development, product managers, sales people, and human resources managers
This book offers a comprehensive model for explaining the success and failure of cities in nurturing startups, presents detailed case studies of how participants in that model help or hinder startup activity, and shows how to apply these lessons to boost local startup activity. Startup Cities explains the factors that determine local startup success based on a detailed comparison of regional startup cities—pairing the most successful and less successful cities within regions along with insights and implications from case studies of each of the model’s elements. The book compares local city pairs, highlighting factors that distinguish successful from less successful cities and presents implications for stakeholders that arise from these principles. Peter Cohan is a lecturer of Strategy at Babson College and one of the world’s leading authorities on regional startup ecosystems. Starting in 2012, he created and led Startup Strategy courses that explore four regional startup ecosystems—Hong Kong/Singapore, Israel, Paris, and Spain/Portugal. These courses are based on an original framework for evaluating why a few cities host most startup creation and the rest fail to do so. In running these courses, Peter has built a network of local policymakers, investors, entrepreneurs, and professors from which he draws practical insights for what distinguishes successful Startup Commons from their peers. The book provides vital benefits to these stakeholders. What You’ll Learn Local policymakers will know how to build a local team to set objectives for their local Startup Commons and develop a comprehensive strategy to realize those goals Entrepreneurs will know how to choose where to locate their startups based on factors such as the supply and quality of talent—from chief marketing and technology officers to coders and sales people; quality of life, access to capital, customers, and mentors; and costs such as salary and real estate expense University administrators and faculty will know how to take research out of their labs and house it in companies that can commercialize that research, create academic programs that will encourage more entrepreneurship among their students, and connect with local policymakers and capital providers to spur local startup activity Capital providers will know how to scout out emerging startup cities where they can get access to the best investment opportunities at more favorable valuations and have greater influence on how the local startup scene evolves Who This Book Is For All key startup stakeholders, including local policymakers (mayors, directors of economic development, treasurers, controllers, presidents of regional chamber of commerce), entrepreneurs (CEOs, chief marketing officers, chief financial officers, chief HR officers, chief technology officers), universities (presidents; deans of faculty; provosts; professors of finance, management, and entrepreneurship; directors of international education), and capital providers (venture capital partners and associates, angel investors, bank loan officers, managers of accelerator operations)
In Value Leadership, renowned management and investment expert Peter Cohan — whose 2002 stock picks gained 81percent when the S&P 500 plunged 24 percent— provides a new and powerful concept of sustainable corporate value. Using his expertise in understanding shareholder value, Cohan offers executives seven management principles that were tested in periods of economic expansion and contraction. These principles are: valuing human relationships, fostering teamwork, experimenting frugally, fulfilling your commitments, fighting complacency, winning through multiple means, and giving to your community. Cohan illustrates these principles by drawing on examples from eight Value Leaders— Synopsys, WalMart, Goldman Sachs, MBNA, Johnson & Johnson, J. M. Smucker, Southwest Airlines, and Microsoft. Through two recessions, these companies grew 35 percent faster, were 109 percent more profitable, and generated five times more shareholder wealth than their peers.
A profile of the acclaimed CEO of Boeing discusses his tutelage under Jack Welch, his critical turnaround of the troubled aircraft manufacturer, and the consensus-driven leadership style that enables his unique approaches to such areas as accountability, customer focus, and cost cutting. 35,000 first printing.
This book explores the complex ways in which belonging, identity and time are entangled in shaping young people engagement with the middle years of school. The authors argue that these ‘entanglements’ need to be understood in ways that move beyond a focus on why individual young people engage with the middle years. Instead, there should be a focus on the socio-ecologies of particular places, and the ways in which these ecologies shape the possibilities of young people engaging productively in the middle years. Drawing on extensive qualitative data from an outer-urban metropolitan context, this book will appeal to scholars of sociology, education and policy studies.
Top Hat is the first volume to spotlight this classic Hollywood film, probing the musical genre, notions of romance and subjectivity, as well as the contested relations between the sexes. Offers a detailed analysis of one of Hollywood's greatest musicals, including a comprehensive survey of the film's production, promotion and reception, all measured against the background of 1930s socio-political contexts in the USA Explores the musical genre and questions of (gendered) national identity, romance, subjectivity and the notion of the couple Written in a clear, accessible style, Top Hat probes text and context carefully to appeal to the student and teacher of the musical and of Hollywood film history, as well as the film-loving general reader
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