BUSINESS SKILLS

GO IT ALONE (Bruce Judson ) Business start with minimal investment. Running by 5 to 6 peoples at start. Entrepreneur work hard. Self improvement is a keystone for success in business. technology reduce the price and risk to go for business. Use you key skill (Do what you do the best) The 80/20 principle Use your strength outsourcing,time is your most valuable asset (save your time/save 300 hours a week) To succeed, your business must do something that is repeatable(The essence of a repeatable business is the ability to create processes and systems that determine exactly how the business will work.page 15 )  This repeatable system is built around your core competence: what you do best.  entrepreneurs need to understand what he calls “the physics of business”—the key forces that drive the sales and profits in a venture. He stresses that the most successful entrepreneurs are people who have an idea or technology but also understand how to put the system together, and where they should spend time and effort to drive the bottom line.  successful go-it-alone entrepreneurs find their inspiration in solutions they developed for their own real-life problems,then apply it to others. reduce risk and possibility of failure Stay closed to your costumers:> You must tune with change in the environment (keep developing new ways of operating. Find time dependent business;a business where time doesn't limit your income.(eBooks) Take advantage of the internet  Kick start yourself into focused action by taking the first step.start doing. One secret of success is to combine skills and commitment Be Focus EXERCISE: For one month, make a note every time you are confronted with a problem that seems ridiculous, either because it is frustrating, or it is wasting your time, or your intuition tells you that there has to be an easier way. If you solve one of these problems for yourself, you may also have invented your next career. Use sampled ideas:something already made and make it better. Look for unrecognized  good ideas turning a product into a service Look for opportunities to give outsourcing  Find your core competence:> you will excel only by maximizing your strengths, never by fixing your weaknesses. Create your own system Cash flow and time Costumer feedback:> Pricing model payment system Know your competition benefits of scaleThis refers to the extra values businesses typically realize when they reach a certain size. wholesaler and supplier The 60% rule Franchises: traded one boss for another. Outsourcing required the ability to delegate (Your goal in outsourcing is to create leverage for your efforts: You want to focus your time and energy where it will achieve the highest results) The brain versus the arms and legs:> monitor competitors:> Simplicity always win Build a business required discipline Get it off the ground as quickly as possible>>Minimize risk >>-Don't be afraid of failure Evaluate constantly your business performance (production-sales-customer care) Don't quit your day job until you have no time to sleep Save your money and invest in your business venture Mistake happen learn from them Too many people, when they make a mistake, just keep stubbornly (s'enteter)  plowing ahead and end up repeating the same mistakes. I believe in the motto  (devise) , “Try and try again.” But the way I read it, it says, “Try, then stop and think. Then try again.”>> Learn Why business fail Learn how to maintain focus Moving beyong fear 

Business Creation Go It Alone by Bruce Judson (review) The Lean Startup by Eric Ries (review) The Knack by Norm Brodsky & Bo Burlingham              (2) Ready, Fire, Aim by Michael Masterson (review, audio)   (1) Escape from Cubicle Nation by Pamela Slim (review, audio) Bankable Business Plans by Edward Rogoff (review) Value-Creation & Testing Rework by Jason Fried and David Heinemeier Hansson (review, audio) The New Business Road Test by John Mullins (review) How to Make Millions with Your Ideas by Dan Kennedy (review) Marketing All Marketers Are Liars by Seth Godin (review, audio) Permission Marketing by Seth Godin (review, audio) The 22 Immutable Laws of Marketing by Al Ries & Jack Trout (review, audio) Getting Everything You Can Out of All You’ve Got by Jay Abraham (review) Sales The Psychology of Selling by Brian Tracy (review) Pitch Anything by Oren Klaff (review) The Ultimate Sales Machine by Chet Holmes (review, audio) Value-Based Fees by Alan Weiss (review) SPIN Selling by Neil Rackham (review, audio) Value-Delivery Indispensable by Joe Calloway (review) The Goal: A Process of Ongoing Improvement by Eliyahu Goldratt (review, audio) Lean Thinking by James Womack and Daniel Jones (review, audio) Finance & Accounting Financial Intelligence for Entrepreneurs by Karen Berman and Joe Knight (review) Simple Numbers, Straight Talk, Big Profits by Greg Crabtree (review) The 1% Windfall by Rafi Mohammed (review) Accounting Made Simple by Mike Piper (review) How to Read a Financial Report by John A. Tracy (review) Venture Deals by Brad Feld and Jason Mendelson (review) The Human Mind Thinking, Fast and Slow by Daniel Kahneman (review) Brain Rules by John Medina (summary, review, audio) Making Sense of Behavior by William T. Powers (summary, review) Driven by Paul Lawrence and Nitin Nohria (summary, review, audio) Deep Survival by Laurence Gonzales (review, audio) Productivity & Effectiveness Getting Things Done by David Allen (summary, review, audio) The Power of Full Engagement by Jim Loehr & Tony Schwartz (summary, review, audio) StrengthsFinder 2.0 by Tom Rath (summary, review) Bit Literacy by Mark Hurst (summary, review) 10 Days to Faster Reading by Abby Marks-Beale (summary, review) Problem Solving The 80/20 Principle by Richard Koch (summary, review, audio) Accidental Genius by Mark Levy (review) Learning from the Future by Liam Fahey & Robert Randall (review) Behavioral Change The Power of Less by Leo Babauta (summary, review, audio) The Path of Least Resistance by Robert Fritz (review) Re-Create Your Life by Morty Lefkoe (review) Self-Directed Behavior by David L. Watson & Roland G. Tharp (review) Decision-Making Sources of Power: How People Make Decisions by Gary Klein (review) Smart Choices by John S. Hammond et al (review) Ethics for the Real World by Ronald Howard & Clinton Korver (review) Communication On Writing Well by William Zinsser (review, audio) Presentation Zen by Garr Reynolds (review) Made to Stick by Chip and Dan Heath (review, audio) The Copywriter’s Handbook by Robert Bly (review) Show Me The Numbers by Stephen Few (review) Influence Influence: The Psychology of Persuasion by Robert B. Cialdini (review) How to Win Friends and Influence People by Dale Carnegie (review, audio) Crucial Conversations by Kerry Patterson et al (review, audio) The 48 Laws of Power by Robert Greene (review, audio) Negotiation Bargaining For Advantage by G. Richard Shell (review) 3-D Negotiation by David A. Lax and James K. Sebenius (review, audio) The Partnership Charter by David Gage (review, audio) Management First, Break All The Rules by Marcus Buckingham & Curt Coffman (review) 12: The Elements of Great Managing by Rodd Wagner & James Harter (review, audio) Growing Great Employees by Erika Andersen (review) The Essential Drucker by Peter F. Drucker (review) Leadership Tribes by Seth Godin (review, audio) Total Leadership by Stewart Friedman (review, audio) What Got You Here Won’t Get You There by Marshall Goldsmith (review, audio) The New Leader’s 100-Day Action Plan by George Bradt et al (review) The Halo Effect by Phil Rosenzweig (review, audio) Project Management Making Things Happen by Scott Berkun (review) Results Without Authority by Tom Kendrick (review, audio) Systems Thinking in Systems by Donella Meadows (review) Work the System by Sam Carpenter (review) Analysis Turning Numbers Into Knowledge by Jonathan Koomey (review) Marketing Metrics by Paul W. Farris et al (review) The Economist Numbers Guide by Richard Stuteley (review) Statistics Thinking Statistically by Uri Bram (review) How to Lie with Statistics by Darrell Huff (review) Corporate Skills The Unwritten Laws of Business by W.J. King (review, audio) The Effective Executive by Peter Drucker (review, audio) The Simplicity Survival Handbook by Bill Jensen (review) Hire With Your Head by Lou Adler (review) Corporate Strategy Purpose: The Starting Point of Great Companies by Nikos Mourkogiannis (review) Competitive Strategy by Michael Porter (review, audio) Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne (review, audio) Seeing What’s Next by Clayton M. Christensen et al (review, audio) Creativity & Innovation The Creative Habit by Twyla Tharp (review) Myths of Innovation by Scott Berkun (review) Innovation and Entrepreneurship by Peter F. Drucker (review, audio) Design The Design of Everyday Things by Donald Norman (review, audio) Universal Principles of Design by William Lidwell et al (review) Consulting Getting Started in Consulting by Alan Weiss (review) Secrets of Consulting by Gerald M. Weinberg (review) Personal Finance Your Money or Your Life by Joel Dominguez & Vicki Robin (review, audio) The Millionaire Next Door by Thomas Stanley & William Danko (review, audio) I Will Teach You To Be Rich by Ramit Sethi (review, audio) Fail-Safe Investing by Harry Browne (review) Personal Growth Lead the Field by Earl Nightingale (review, audio) The Art of Exceptional Living by Jim Rohn (review, audio) A Guide to the Good Life by William Braxton Irvine (review) To view past recommendations, check out the Deprecated page.

THE LEAN START UP by Eric Ries why start up fail? entrepreneurship requires a managerial discipline The Lean Startup asks people to start measuring their productivity differently. Because start ups often accidentally build something nobody wants Mistake: too many start up business plans look more like they are planning to launch a rocket ship than drive a car.(petit a petit l'oiseau fait son ni) VISION: Start ups also have a true north, a destination in mind: creating a thriving and world-changing business. product road map: product(optimization) >>strategy(pivot)>>vision entrepreneurial prerequisites nailed—proper team structure, good personnel, a strong vision for the future, and an appetite for risk taking The Lean Startup is a set of practices for helping entrepreneurs increase their odds of building a successful startup.  A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty. Innovations Leadership and entrepreneurship LEARNING:> .Value creation VS waste the value hypothesis and the growth hypothesis. An experiment is the first product : If this or any other experiment is successful, it allows the manager to get started with his or her campaign. (Do consumers recognize that they have the problem you are trying to solve? // If there was a solution, would they buy it? // Would they buy it from us? // Can we build a solution for that problem?”) Advertisement: start with a small geographic area, perhaps as small as a few city blocks, and instead of paying for expensive television or radio advertising to let people know about the service, use highly targeted advertising.Flyers on billboards, newspaper advertisements to those blocks, or specially targeted online ads would be a good start. understanding of customers,manufacturing, product development,sales, distribution, or public affairs. metrics extensive contact with potential customers problem worth solving A minimum viable product (MVP) helps entrepreneurs start the process of learning as quickly as possible. It is not necessarily the smallest product imaginable, though; it is simply the fastest way to get through the Build-Measure-Learn feedback loop with the minimum amount of effort. Role of quality and design Feedback from the customers A start up’s job is to (1) measure where it is right now,confronting the hard truths that assessment reveals, and then (2) devise experiments to learn how to move the real numbers closer to the ideal reflected in the business plan Assumption in business plan Goods metrics Testing and metric,measure performance importance of Number of pivot perseverance,courage working in small batch Small batch in entrepreneurship Production system Where does grow come from? The 3 engines of growth Bulding an adaptative organisation Make a proportional investment Start small be specific have a mentor  the 5 why theory Business cycle Innovation  put the system first

STREET SMART by Norm Brodsky & Bo Burlingham   the goal of the business  What does it take to be successful? business plan �A cash flow statement What is the concept? Is it viable? How are you going to market it? How much do you think it will cost to produce and deliver what you’re selling? What do you expect will happen when you actually go out and start making sales? �What you’re going to sell?�How much you’re going to charge?�Who your customers will be?�How you’re going to reach them? �How long it will take to close a sale? Viability Learn from mistake Determining gross profit=  gross goods - sale  facing up your weaknesses.” Take calculated risks  learn from mistakes, what   discipline and focus.”   spotting great opportunities.  In a start-up there are TWO limited resources, time and money, and you can’t afford to waste either one.” Mistake entrepreneur make with banks 1.Submitting financial statements late 2.Running on uncollected funds 3.Being unresponsive 4.Neglecting the relationship 5.Failing to keep the bank adequately informed 6.Ignoring the rules 7.Arguing when your wrong persevere win Build a good reputation costumer feedback (listen) costumer retention Your company’s culture 

Ready, Fire, Aim by Michael Masterson Time management Business cycle Business stage :infant -childhood -adolescent-adulthood 80/20 principle

SMART GOALS  Specific     5 W's (who,what,when,where,why)M  Measurable     When you completed the goal?     Where's the Finish line?A  Attainable    might be doableR  Relevance    Why you're doing it?    What is the payoff?    What the bible says?T  Time bound    Deadline    

VISION AND LONG RANGE GOALS1) What do i want within the next 10 years?Answers within 10 to 15 minutesMake a list of at least 50 things Write fast What do i want to do?What do i want to be?What do i want to see?What do i want to have?Where  do i want to go?What do i want to share?2) Give you a time frame for each of your goals (from 1-3-5-10 years).Sort your goals into different categories?and be time bounded3) Pick out the 4 most important (1-3-5-10 years ) goals4) Then apply the smart goal method5) Have a personal journal then set aside time in the week  to review all of your goals. match your daily goals with your long range goals.

80/20 PRINCIPLE (Pareto law) 20% of causes make 80% effects. 20% of peoples own 80% of the wealth on earth. Focus and channel all your energy on 20% of things that really matter What are the 20% goals that matter the most to you?

Business creation

LIST OF BUSINESS BOOKS

Business learning