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Butcher Boys and Girls
March 24, 2007 | Globe & Mail | by Peter Cheney. The
embrace of whole animal eating or "snout-to-tail" eating ("if you kill
an animal, you have to respect it by eating all of it") by everyman.
Books: The Whole Beast: Nose to Tail Eating by Fergus Henderson; Heat by
Bill Buford; Carnivore chic : from pasture to plate, a search for the
perfect meat by Susan
Toronto  carnivore  meat  Ossington  offal  snout-to-tail  slaughterhouses  butchers  books  filetype:pdf  media:document 
august 2011 by jerryking
Thomas L. Mesenbourg
Assistant Director for Economic Programs
U.S. Bureau of the Census
4700 Silver Hill Road
Room 2069/3
Suitland, Md. 20746
economy  digital_economy  filetype:pdf  media:document  measurements 
may 2011 by jerryking
On a smarter planet, answers are hidden in the data
The biggest leaps forward in the next several decades—in
business, science and society at large— will come from insights gleaned
through perpetual, real-time analysis of data. With nearly 2 billion
people on the Internet (and counting), and with more and more of the
world’s systems becoming digitally aware, there is greater diversity in
the forms and shapes data is taking—transactions of every kind, rich
media, social media....Yet, while data is growing at an exponential rate
in volume and
complexity, time is not. Which is why no organization, city or country
can afford “enterprise amnesia.” Whether your goal is
to remain competitive or to change the world—or both—you need to
capture, understand and use all of your data. And that,
in turn, is why the new science of analytics must be core to every
leader’s thinking.
IBM  advertising  data  philosophy  hidden  latent  data_driven  analytics  Freshbooks  massive_data_sets  filetype:pdf  media:document  insights  real-time  leaders 
april 2011 by jerryking
Economic Impact Analysis: A Case Study ,
Dec. 2002 | Liveable City| by Civic Economics

Economic impact
economics  research  case_studies  filetype:pdf  media:document 
march 2011 by jerryking
Truck 2020: Transcending turbulence
October 2009 | IBM | By Sanjay Rishi, Kalman Gyimesi, Connie Burek and Michael Monday
trucking  IBM  industries  future  trends  filetype:pdf  media:document  turbulence 
march 2011 by jerryking
Who Would Ever Want to Be a CMO?
This article was adapted from a speech by Gregor
Harter, a Munich-based partner with Booz & Company,
at the 2008 CMO of the Year award ceremony.
CMOs  filetype:pdf  media:document 
february 2011 by jerryking
Business Strategies in China and India
Course Outline
Business Strategies in China and India
Visiting Associate Professor Thomas Hout
MBA Elective 2009
1. Operating and Marketing in China
2. Innovation in China and India
3. Operating and Marketing in India
4. New Generation of Companies
5. How Globally Competitive Are China and India
6. Managing in a “Flatter” World
7. Globalization of Chinese Companies
8. Globalization of Indian Companies
9. Multinationals Operating in China and India
10. The Future for India and China
China  India  globalization  strategies  risk-management  branding  filetype:pdf  media:document 
december 2010 by jerryking
Angel Investor Market Grows in First Half of 2006
Capital Formation Institute
audio blogs for angel investing
angels secretive, private
Jeff Clavier's
angels  investors  investing  Colleges_&_Universities  filetype:pdf  media:document 
december 2010 by jerryking
For Love and Money
November 27, 2006 | Fortune Magazine | by Eugenie Levenson.
Includes references to other companies where the high net worth
individual bought the company (Channel Island Surfboards, Lionel trains,
Pr Iofessional Bowling Associations & Glaceau) for
“love”. Offers tips on avoiding Chapter 11 if a company is being bought
for “love”.
motorcycles  HBS  boating  turnarounds  filetype:pdf  media:document  high_net_worth  investors  passions 
december 2010 by jerryking
the arctic: A View From Moscow
2010 | Carnegie Endowment for International Peace | Dmitri Trenin and Pavel K. B
Arctic  Russia  foreign_policy  filetype:pdf  media:document 
december 2010 by jerryking
HP Chemists Hunt Violators of Ink Patents
Aug. 29, 2006| WSJ | by Christoper Lawton. H-P's ink-cartridge
business acts as a powerful annuity for the company. HP, which has a
market share of 50% in the U.S. and more than 4,000 patents on its ink
formulations and cartridge design, often sells its printers at a loss,
then essentially locks customers in when they have to repeatedly come
back to buy replacement ink cartridges. In fiscal 2005, H-P made more
than 80% of its $5.6 billion in operating profit from ink and toner
supplies, according to Sanford C. Bernstein & Co. To protect this
franchise, increasingly under attack from rivals, H-P could sue any ink
makers it suspects are infringing on its patents. This month, it sued
China's G&G Ninestar Image Co., a cartridge manufacturer, alleging
G&G had violated seven H-P patents in cartridge design. The
complaint also targets four online retailers. H-P also asked the
International Trade Commission to open an investigation against
HP  printing  patents  patent_law  filetype:pdf  media:document 
november 2010 by jerryking
Effective employee engagement
|Coleysmith Consulting. How to think about Employee Engagement.
employee_engagement  howto  filetype:pdf  media:document 
september 2010 by jerryking
Tapas Tonight
AUGUST|SEPTEMBER 2010 | Home By Design | by Kim A. Fuqua.
Spanish  tapas  recipes  hams  ribs  filetype:pdf  media:document 
august 2010 by jerryking
What Leads to Minority Enrollment into B-School?
September 12, 2005 | GMAC. In response to Googling "how to encourage minority attendance in business school"
ufsc  business_schools  MBAs  enrollment  visible_minorities  decision_making  filetype:pdf  media:document 
august 2010 by jerryking
Can GE really keep growing?
October 2005 | The Deal | Interview of Andrew Campbell,
Director of Ashridge Strategic Management Centre outside London, which
he co-founded in 1987.
GE  growth  intrapreneurship  failure  filetype:pdf  media:document 
april 2010 by jerryking
Many corporations are not prepared to institutionalize
corporate entrepreneurship. There are no benchmarks, metrics or
performance criteria for corporate entrepreneurship. Many executives do
not know why new initiatives succeed or fail. A failure rate of fifty
percent for new initiatives is deemed acceptable.
stage-gate  attrition_rates  intrapreneurship  corporate  failure  filetype:pdf  media:document  success_rates  criteria  new_businesses  new_products  large_companies  brands  metrics  benchmarking  kill_rates 
april 2010 by jerryking
India's Top Brands
Aug 25 2007 | Livemint | BY RAJESHWARI SHARMA.
branding  India  luxury  hotels  travel  filetype:pdf  media:document 
march 2010 by jerryking
Hey, Toronto -- this guy is history
June 10, 2006 | The Globe & Mail | by Albert Warson. Profiles Michael Tippin.
real_estate  exits  JCK  profile  property_development  filetype:pdf  media:document 
february 2010 by jerryking
Before You Buy a Business ...Or Any Major Asset
2009 | The Business Library |

There is a great deal of time and energy expended in buying a business
both before and after the closing.The period from your initial meeting
to actual closing usually covers 90 to 180 days and the post-closing
transition period can extend over 6 months to one year. Be aware of the
time required; you and your executives must set aside that time to meet
your commitments in negotiating and closing a deal. There is basic
information you will need to properly analyze and value the
to-be-acquired company, including: 1. the information needed to help you
determine your preliminary interest before proceeding with the
negotiations; 2. the work to do on a financial justification for
purchasing the company; and 3. the pre-closing documentation when you
are getting ready to finalize the price, payment terms, transition and
payment schedules, etc.
due_diligence  buying_a_business  filetype:pdf  media:document 
february 2010 by jerryking
The Internet Report
February 1996 | Morgan Stanley U.S. Investment Research pg. 41 |
by assorted writers. When looking for investment ideas in new markets,
we default to our favorite maxims from Don Valentine of Sequoia Capital,
who is known as one of the toughest and smartest technology venture
capitalists in Silicon Valley. Don follows several simple rules in
choosing early-stage tech investments: (1) Find “monster” markets that
can be really big, like the Internet; (2) find good technology and good
technologists who can stay ahead of competitive threats; (3) find
outstanding leaders/management teams that can drive the technologies and
markets forward; and 4) buy companies, not products, and try to find
companies that have achieved critical mass with their products — or can
achieve it, and can create some form of “barriers to entry.”
barriers_to_entry  buying_a_business  critical_mass  Don_Valentine  engineering  good_enough  high-growth  investors  large_markets  leaders  Mary_Meeker  Morgan_Stanley  rules_of_the_game  Sequoia  teams  technology  vc  venture_capital  filetype:pdf  media:document 
february 2010 by jerryking
The Art of Integrative Thinking
Fall 1999 | Rotman Management | by Roger Martin and Hilary Austen. Modern leadership necessitates integrative thinking.
Integrative thinkers work to see the whole problem, embrace its multi-varied nature, and understand the complexity of its
causal relationships.They work to shape and order what others see as a chaotic landscape.They search for creative resolutions.
to problems typically seen by others as a simple ‘fork in the
road’ or an irresolvable bind brought about by competing organizational
strategic_thinking  critical_thinking  Roger_Martin  Rotman  filetype:pdf  media:document 
february 2010 by jerryking
Marketing Myopia
July-August 2004 (Reprint from 1960) | Harvard Business Review | by Theodore Levitt.

Marketing Myopia suggests that businesses will do better in the end if they concentrate on meeting customers’ needs rather than on selling products......

Fundamental idea
The Myopic cultures, Levitt postulated, would pave the way for a business to fall, due to the short-sighted mindset and illusion that a firm is in a so-called 'growth industry'. This belief leads to complacency and a loss of sight of what customers want. It is said that these people focus more on the original product and refuse to adapt directly to the needs and wants of the consumer.

To continue growing, companies must ascertain and act on their customers’ needs and desires, not bank on the presumptive longevity of their products. In every case the reason growth is threatened, slowed or stopped is not because the market is saturated. It is because there has been a failure of management.

Some commentators have suggested that its publication marked the beginning of the modern marketing movement.[2] Its theme is that the vision of most organizations is too constricted by a narrow understanding of what business they are in. .....Organizations found that they had been missing opportunities which were plain to see once they adopted the wider view. ....There is no such a thing as a growth industry. There are only companies organized and operated to create and capitalize on growth opportunities.......There is a greater scope of opportunities as the industry changes. It trains managers to look beyond their current business activities and think "outside the box". . If a buggy whip manufacturer in 1910 defined its business as the "transportation starter business," they might have been able to make the creative leap necessary to move into the automobile business when technological change demanded it.....People who focus on marketing strategy, various predictive techniques, and the customer's lifetime value can rise above myopia to a certain extent.
HBR  marketing  management  filetype:pdf  media:document  Theodore_Levitt  myopic  out-of-the-box  short-sightedness 
february 2010 by jerryking
The Six Stages of Growth
2000 | Ministry of Economic Development and Trade. • To help
CEOs of leading growth companies understand the patterns of growth in
their companies, so that they can see their own challenges and
opportunities in the context of the stages through
which they have passed,are passing and will pass, thereby enabling them
to identify and deal with emerging situations more effectively. These
insights will also help the startup entrepreneur to develop his/her
vision for their future.
•To help business service providers to understand the needs of this
vital sector in their present and
future client base, so that they can attract leading growth firms as
clients by approaching them in
a way that meets their unique needs. This applies to organizations
ranging from banks, through
consultants, to economic development agencies.
growth  small_business  life_cycle  start_ups  entrepreneurship  patterns  pattern_recognition  filetype:pdf  media:document 
february 2010 by jerryking
It came from the sea
April 2007 | Report on Business Magazine | by Sasha Chapman. Recipe for roast sablefish.
fish  recipes  Sasha_Chapman  filetype:pdf  media:document 
february 2010 by jerryking
Easy Slider
March 2007 | Toro Magazine | by Bebe O'Shea
relationships  Claudia_Dey  filetype:pdf  media:document 
february 2010 by jerryking
CEO_Guide_to_Growth.pdf (application/pdf Object)
July 2006 | On Disruption | by Michael Urlocker. Disruptive
Innovation offers the best way for companies to grow by creating new
markets. But what defines successful disruption? What are the
limitations? Is this just another marketing buzzword? And most
importantly, what can it do for your business? These questions will be
explored in this guide.
limitations  disruption  growth  innovation  filetype:pdf  media:document 
january 2010 by jerryking
Serving the World's Poor, Profitably
Sept. 1, 2002 | Harvard Business Review | by C.K. Prahalad and Allen Hammond
C.K._Prahalad  BRIC  HBR  Bottom_of_the_Pyramid  filetype:pdf  media:document  low-income 
december 2009 by jerryking
Glasses: what a spectacle
Sep. 26, 2009 | The Globe and Mail | Craig Saunders
eyeglasses  fashion  filetype:pdf  media:document 
november 2009 by jerryking
The Secrets of Ken Griffin
June 2005| Bloomberg Markets| by Katherine Burton and Adam Levy.
finance  innovation  leadership  hedge_funds  Citadel  Ken_Griffin  filetype:pdf  media:document 
november 2009 by jerryking
Developing Leaders: How Winning Companies Keep On Winning
Fall 2000| MIT Sloan Review | by Robert M. Fulmer, Philip A.
Gibbs, Marshall Goldsmith. Increasing the budget for education or
changing the name of a training department to “corporate university”
doesn't guarantee improved performance. Our study shows that, despite
the diversity of approaches to leadership...
GE  Freshbooks  Johnson_&_Johnson  leadership_development  corporate_universities  filetype:pdf  media:document 
november 2009 by jerryking
How to master the art of thinking quickly on your feet
July 10, 2004 | The Globe and Mail | by Virginia Galt. (1)
Think brevity (2) Think structure (3) Think threes (4) Think movement.
BS3M |
Think brevity

Be aware that your audience values you getting to the point. They value complex ideas being explained simply. Everyone suffers from information overload. If you don't get to the point, you're adding to the overload.

Think structure

Place some kind of framework into your communication so that your audience can see you are organized and have thought about your answer. You have focused your answer into something digestible, something an audience can absorb. It forces you into brevity and clarity.

Think threes

Strong verbal messages require focus. They also require substance. One item is not enough. Seventeen items is too many. Three items is enough for you, and your audience, to retain. Three items forces you to focus on what is really important. It also focuses your audience on only having listen to three. Remember your audience's attention span.

Think movement

Demonstrate your mental ability to be logical, and to move your audience through that logic. What if someone asks a question to which you do not know the answer?
brevity  Communicating_&_Connecting  concision  frameworks  strategic_thinking  improvisation  filetype:pdf  media:document  public_speaking  speeches  Virginia_Galt  structure  clarity  think_threes 
november 2009 by jerryking
Regional Barbecue Dishes
August/September 2009 | Home By Design | by Kim A. Fuqua.
Memphis-style dry bbq baby back ribs. Kansas City-style bbq spareribs.
ribs  recipes  rubs_sauces_marinades  salads  coleslaw  BBQ  filetype:pdf  media:document 
october 2009 by jerryking
Becoming an Employer of Choice: Strategies for Worker Recruitment and Retention
April 2006 | Benefits & Compensation Digest, Vol. 43, No. 4| by Marc R. Anderberg and Richard C. Froeschle
employment_training  Freshbooks  onboarding  Employer_of_Choice  filetype:pdf  media:document 
september 2009 by jerryking
INDUSTRIAL STRATEGY Turning Managers Into Takeover Artists
April 6, 2007 | Wall Street Journal Page A1 | By ILAN BRAT

How Conglomerate ITW Mints New Deal Makers
To Fuel Its Expansion
mergers_&_acquisitions  managers  inhouse  DIY  M&A  filetype:pdf  media:document  dealmakers 
june 2009 by jerryking
Opportunities & traps for angels co-invesitng with VC's.
31. October 2008 | 7th EBAN Winter University, Luxembourg | Nicolas Berg, Redalpine Venture Partners
co-investing  filetype:pdf  media:document 
june 2009 by jerryking
Small Business: The Journal Report Online
November 13, 2006 | Wall Street Journal | Assorted authors. (1)
Recommended reading on franchising; (2) Protecting Your Company's'
Reputation; (3) Getting the Most from Online Directories.
franchising  reputation  directories  Sarah_E._Needleman  small_business  filetype:pdf  media:document 
june 2009 by jerryking
Mobile Payment Market and Research – Past, Present and Future
Tomi Dahlberg, Niina Mallat, Helsinki School of Economics, Jan
Ondrus, Ecole des HEC, University of Lausanne, Agnieszka Zmijewska,
University of Technology, Sydney
mobile_phones  payments  KnowledgeWorx  filetype:pdf  media:document 
june 2009 by jerryking
June-July 2007 | Canadian Treasurer | by Ken Goodwin and Jane
Matthews. Small and mid-market firms can turn to seasoned CFOs as
interim executives
executive_management  leadership  Outsourcing  staffing  interim  filetype:pdf  media:document  CFOs 
may 2009 by jerryking
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