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The New Employee Manual
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Table of Contents

Introduction
PART I: DOWN THE RABBIT HOLE
Chapter 1: Corporate Dysfunction, Competing as a Skill, and You
Chapter 2: How to Identify a Corporate Overconfident, Oblivious Person
Chapter 3: Job Descriptions Vs. Jobs
Chapter 4: Training to Compete
PART II: HOW CORPORATE THINKS
Chapter 5: The Myth That Customers Matter
Chapter 6: Big Numbers, Wrong Numbers, More Numbers, and Sloppy Thinking
Chapter 7: Benchmarking: Be Just Like Them, Only Better
Chapter 8: The Consequences of Sloppy, Lazy Thinking
PART III: HOW CORPORATE COMMUNICATES
Chapter 9: The Negative Side of Being Positive
Chapter 10: What Corporate Obsesses and Obsesses About
Chapter 11: Who Said Anything About Chapter 11?
Chapter 12: Does Corporate Mean What it Says?
PART IV: WHAT CORPORATE DOES
Chapter 13: Corporate Burns Money as it Gets Big and "Fat"
Chapter 14: Corporate Overpromises
Chapter 15: Does Corporate Do Strategic Due Diligence?
Chapter 16: Performance Addiction: Or, Corporate Wants Results Today
Chapter 17: Circling the Wagons Is Not a Strategy
Chapter 18: Corporate Believes in Magic Formulas
Chapter 19: Corporate Filters Inconvenient Information
PART V: WE ARE WITH YOU, MAVERICK
Chapter 20: Can Corporate Heal Itself?
Chapter 21: Executive Summary
Acknowledgments
About the Author
Index

Promotional Information

Publisher Marketing

  • Full-page ad in Entrepreneur print and digital magazine (3.1+ million readers/month)
  • Email campaign to minimum 340K Entrepreneur subscribers
  • Banner ads on Entrepreneur.com (audience 14 million unique visitors/month)
  • Book cover and text links within related articles and channels on Entrepreneur.com
  • Content campaigns shared via Entrepreneur's social networks (13+ million engaged)
  • Digital galleys and press kits via NetGalley sent to top editors, reviewers, bloggers, and influential media contacts Author Marketing
  • Promote heavily on LinkedIn to dedicated followers (~5K combined)
  • Promote heavily to professional associations and LinkedIn groups ranging from product management to competitive intelligence (totaling nearly 1.5M members)
  • Post excerpts and original articles on Harvard Business Review online
  • Appear at conferences and events, averaging ~200 participants per event
  • Promote to clients/consultees as well as in their own classrooms and with universities and professors they have connections with
  • Earn endorsements from top professors and business leaders
  • About the Author

    Dr. Ben Gilad, president of Fuld-Gilad-Herring Academy of Competitive Intelligence (CI) is considered a leading developer of competitive intelligence theory and practice in the US, is a former Associate Professor of Strategy at Rutgers University's School of Management. Gilad's first CI books, The Business Intelligence System (1988, AMACOM, co-authored) and Business Blindspots (1994, US: Probus/Irwin; 1998, UK: Infonortics, e-edition, 2012, ACI, Inc.), paved the way for the CI evolution in US corporations, many of which emulated the basic principles of Gilad's CI process model. He is the co-editor of the definitive analysis book, The Art and Science of Business Intelligence Analysis (1996, JAI Press), author of Early Warning (Amacom, 2004), and Business War Games (Career press, 2009).
    Mark Chussil is Founder of Advanced Competitive Strategies, Inc. He's a pioneer in business war gaming, an expert in business-strategy simulation, a prolific author of essays on competitive strategy on ACS' website, Competing.com, and Harvard Business Review, and a thought-provoking teacher of strategic thinking. He's helped Fortune 500 companies, in many industries and countries, add billions of dollars to their bottom lines. Mark is also an Adjunct Instructor in the Pamplin School of Business at the University of Portland.

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