Bernard Jaworski – författare

Eastern philosophy and Western management ideals offer a powerful set of wisdom on how to build and grow businesses. This can have lasting impact on employees, customers, financial performance, and society. The father of modern management – Peter F. Drucker – focused on how organizations can contribute to a functioning society. Confucius focused on how to build a functioning society, largely from a family and individual perspective. Despite these differing starting points, their collective work provides a remarkably consistent set of principles that can provide practical guidance for executives who want to both “win in the present” and create their own future.

The purpose of this book is to help leaders and decision-makers successfully navigate their organizations through the stormy seas of the present, into the future. In the first section of the book, the authors demonstrate how executives can make five direction-setting ‘big choices’ for their firms. These five big choices are: defining the purpose of an organization, building a mission statement, setting an organization’s vision, crafting organizational values, and shaping the firm’s culture. In the second section, the authors tie these five choices to the foundational thinking of Drucker and Confucius. Here the concepts, principles, and real-world practice of Eastern and Western leadership are shown here to combine to compelling effect.

Eastern philosophy and Western management ideals offer a powerful set of wisdom on how to build and grow businesses. This can have lasting impact on employees, customers, financial performance, and society. The father of modern management – Peter F. Drucker – focused on how organizations can contribute to a functioning society. Confucius focused on how to build a functioning society, largely from a family and individual perspective. Despite these differing starting points, their collective work provides a remarkably consistent set of principles that can provide practical guidance for executives who want to both “win in the present” and create their own future.

The purpose of this book is to help leaders and decision-makers successfully navigate their organizations through the stormy seas of the present, into the future. In the first section of the book, the authors demonstrate how executives can make five direction-setting ‘big choices’ for their firms. These five big choices are: defining the purpose of an organization, building a mission statement, setting an organization’s vision, crafting organizational values, and shaping the firm’s culture. In the second section, the authors tie these five choices to the foundational thinking of Drucker and Confucius. Here the concepts, principles, and real-world practice of Eastern and Western leadership are shown here to combine to compelling effect.

Conventional marketing strategies that focus on product differentiation and positioning often fail to deliver faster growth. Jaworski and Lurie offer a novel approach to the problem of growth based on two simple but profound insights.

First, they demonstrate that in every purchase process there are a few high-yield customer behaviors that matter most in determining whether and what customers buy.

Second, they show how changing those high-yield customer behaviors can consistently drive faster revenue growth. Drawing on decades of client work, the authors provide a detailed, engaging account of a proven system for accelerating – or even doubling – growth. As evidence of its value, the system has been adopted by a host of Fortune 500 firms as their marketing and growth planning process.

This book forms part of the American Marketing Association (AMA) Leadership series: The Seven Problems of Marketing.

Conventional marketing strategies that focus on product differentiation and positioning often fail to deliver faster growth. Jaworski and Lurie offer a novel approach to the problem of growth based on two simple but profound insights.

First, they demonstrate that in every purchase process there are a few high-yield customer behaviors that matter most in determining whether and what customers buy.

Second, they show how changing those high-yield customer behaviors can consistently drive faster revenue growth. Drawing on decades of client work, the authors provide a detailed, engaging account of a proven system for accelerating – or even doubling – growth. As evidence of its value, the system has been adopted by a host of Fortune 500 firms as their marketing and growth planning process.

This book forms part of the American Marketing Association (AMA) Leadership series: The Seven Problems of Marketing.