You now are a six months possibly even in the Year, it's time to begin considering continue with a few of your ambitions for the next month or two. Should you be reading this article right now, after that odds are one of those targets was to start off your own personal site or to locate a better hosting company over the following a year. To succeed only at that task, you will discover absolutely no greater starting point for compared to HostGator. The webhost has been around for a while today because they possess a resolve for their potential customers in which is greater than simplistic assistance as well as the position quo. The corporation has long been devoted to placing alone aside from the remaining competition by simply concentrating on client thanks more than anything else. The primary approaches HostGator exhibits this is because uses:
Regarding Next year HostGator has a number of coupon codes that can extend additional discount rates together with the particular previously discount prices. These coupon codes comes in many different ways which include special discounts, discounts along with potential discount coupons in more providers. Even though many companies will only keep these kind of codes open for first time customers, HostGator feels in stretching your breaks or cracks to be able to fresh along with outdated customers likewise while using realization that will long term company is essentially the most dedicated and convey the most earnings. Coupon codes can come in the form of a percentage off of or perhaps an actual dollar amount. For more information and stick to the top of most recent innovations, you can examine again while using hosting company frequently.
As well as coupon codes, HostGator now offers consumers at any hour program, 24 hours each day and 7 days every week. Money because they comprehend just how tough it is to secure a site up and running if you are trying to work a full time job and get issues open another person's a long time. Startup internet marketers and also regular world wide web pros need more than a good 8 in order to 5 routine to perform his or her internet sites their own method. They require overall flexibility that will enable them to assault progress any time for the day or perhaps night time, and with HostGator you are always just a phone call as well as I am faraway from obtaining the allow you to require your web site to the next level.
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Showing posts with label review. Show all posts
Showing posts with label review. Show all posts
Monday, June 27, 2011
HostGator Coupon Codes And Testimonials This year
You now are a six months possibly even in the Year, it's time to begin considering continue with a few of your ambitions for the next month or two. Should you be reading this article right now, after that odds are one of those targets was to start off your own personal site or to locate a better hosting company over the following a year. To succeed only at that task, you will discover absolutely no greater starting point for compared to HostGator. The webhost has been around for a while today because they possess a resolve for their potential customers in which is greater than simplistic assistance as well as the position quo. The corporation has long been devoted to placing alone aside from the remaining competition by simply concentrating on client thanks more than anything else. The primary approaches HostGator exhibits this is because uses:
Regarding Next year HostGator has a number of coupon codes that can extend additional discount rates together with the particular previously discount prices. These coupon codes comes in many different ways which include special discounts, discounts along with potential discount coupons in more providers. Even though many companies will only keep these kind of codes open for first time customers, HostGator feels in stretching your breaks or cracks to be able to fresh along with outdated customers likewise while using realization that will long term company is essentially the most dedicated and convey the most earnings. Coupon codes can come in the form of a percentage off of or perhaps an actual dollar amount. For more information and stick to the top of most recent innovations, you can examine again while using hosting company frequently.
As well as coupon codes, HostGator now offers consumers at any hour program, 24 hours each day and 7 days every week. Money because they comprehend just how tough it is to secure a site up and running if you are trying to work a full time job and get issues open another person's a long time. Startup internet marketers and also regular world wide web pros need more than a good 8 in order to 5 routine to perform his or her internet sites their own method. They require overall flexibility that will enable them to assault progress any time for the day or perhaps night time, and with HostGator you are always just a phone call as well as I am faraway from obtaining the allow you to require your web site to the next level.
With the Year on anyone, it's stop generating justifications with regards to las vegas dui attorney are certainly not generating progress on the world wide web projects. Along with contains like HostGator presently there that will help you within constructing as well as growing your website, there is an finest equipment available to use. You might also need entry to a company which values the consumers by way of support as well as cost unparalleled simply by few other people available of the World wide web.
For more info about hostgator, visit HostGator Coupon and HostGator Review
Regarding Next year HostGator has a number of coupon codes that can extend additional discount rates together with the particular previously discount prices. These coupon codes comes in many different ways which include special discounts, discounts along with potential discount coupons in more providers. Even though many companies will only keep these kind of codes open for first time customers, HostGator feels in stretching your breaks or cracks to be able to fresh along with outdated customers likewise while using realization that will long term company is essentially the most dedicated and convey the most earnings. Coupon codes can come in the form of a percentage off of or perhaps an actual dollar amount. For more information and stick to the top of most recent innovations, you can examine again while using hosting company frequently.
As well as coupon codes, HostGator now offers consumers at any hour program, 24 hours each day and 7 days every week. Money because they comprehend just how tough it is to secure a site up and running if you are trying to work a full time job and get issues open another person's a long time. Startup internet marketers and also regular world wide web pros need more than a good 8 in order to 5 routine to perform his or her internet sites their own method. They require overall flexibility that will enable them to assault progress any time for the day or perhaps night time, and with HostGator you are always just a phone call as well as I am faraway from obtaining the allow you to require your web site to the next level.
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Wednesday, June 22, 2011
Is Ray Higdon the Numis Leader he Claims to Be? - A honest Review
Is Ray Higdon the Leader he Claims to Be? - A true Review
Who is Ray Higdon? Must you listen to him? Is he relevant and does he matter? Is Ray Higdon the Numis Leader he Claims to Be? If you haven't gotten the opportunity to get to know Ray Higdon, you're missing out. Ray is an extraordinary leader, trainer and mentor. He will be the upline leader you may completely trust.
Let me share with you somewhat about Ray's history that genuinely set him apart as a man to be admired.
Not even 2 years ago. Ray came from about to lose his property, was down to his last $300 and on the verge of bankruptcy. He was able to turn this around and earn 40,000 a month inside 7 months in Numis. He immediately became a leader in his primary organization and the Network Marketing business. How?
Secret to the Success of Ray Higdon
I will tell you the 1 secret to the success of Ray Higdon, and its not in his corporation Numis, its not in his organizations compensation program. It's not even in his item. It all falls in one word; it is in his Posture. Even when on the verge of bankruptcy Ray still maintained posture as a leader. He didn't want you to join his company. A matter a truth, he may possibly not even want you on his team.
This may well sound a bit contrary to most marketers, but I will tell you this, when a man who generated $40,000 a month 7 months soon after beginning his small business speaks, You Listen. But when a leader like Ray Higdon tells you that is how he's achieved over $40k a month in less than two years, I'd pay attention and take notes.
But lets genuinely get down to the meat and potatoes of it...How does a person with there last $300 inside the bank, home on foreclosure and on the verge of bankruptcy maintain such a posture? The key reason Ray Higdon was in a position to have this posture is since he produced sure never to run out of leads.
Ray made certain that he's had sufficient folks to talk to, it actually didn't matter should you joined his organization Numis or not.
That is Excellent, But How Can I Benefit from This?
Would you like to benefit from a trainer like Ray teaching you? How about a step further, would you like to discover and know the main tool that Ray and several other leading earners employed to find out the secrets of online lead generation and create leads? Would you like to learn how he developed such posture as a leader and trainer? Would you like to find out how he utilised these two keys to earn 40,000 a month in a period of 7 months?
Then you have to CLICK HERE to discover the MLM secrets of Online Lead Generation and Find out the way to Crush It Online with my Free of charge 7 Day Boot Camp which reveals the MLM Secrets to Success - What the 3% know that they haven't told you.
Duane Cruickshank is an Professional on Teaching People today the best way to create their businesses on the web and Dominate the search engines. If you would like to learn how you can Marketplace like top earners like Ray Higdon, Click on this link appropriate now and you will learn the secrets to Market like the Masters.
Friday, July 2, 2010
The Design of Business (2009)
The Design of Business: Why design thinking is the next competitive advantage, by Roger Martin was a positive surprise as it was a quick read, well structured, delivered several interesting concepts and some in depth cases on design thinking and business model innovation.Even though several of the cases are familiar for many readers (such as P&G, Apple, Cirque du Soleil, McDonalds and RIM) Roger, who is dean of the Rotman School of Management at the University of Toronto, professor of strategic management, and author of the book The Opposable Mind, adds interesting perspectives and sometimes information from behind the scenes working as a consultant and advisor. The book is an extension of Roger's popular article (free download) from 2004 with the same name.
The book in three bullet points:
- It introduces and explores the concept of the "Knowledge Funnel" describing how knowledge advances from mystery to heuristic, to algorithm for businesses to gain efficiency and lower costs, and the activities of moving across the knowledge stages (exploration) and operating within each knowledge stage (exploitation).
- To accelerate the pace at which knowledge advances through the Knowledge Funnel, it presents the concept of design thinking as the necessary balance between analytical thinking using deductive and inductive reasoning (with the need for reliability and the ability to produce consistent and predictable outcomes), and intuitive thinking (with the need for validity and to produce outcomes that meet a desired objective).
- It discusses challenges (primarily the results of proof-based analytical thinking) faced by organizations, CEOs and individuals within organizations, to build structures and processes that foster, support and reward a culture of design thinking, and how different CEOs have used different approaches to generate successful outcomes.
A brief summary of the different chapters:
1. The knowledge funnel: How discovery takes shape
The introductory chapter starts with a story about McDonalds journey from mystery (how and what did Californians want to eat) to algorithm (stripping away uncertainty, ambiguity, and judgment from almost all processes). It briefly discusses analytical thinking, intuitive thinking and design thinking, to solve mysteries and advance knowledge, and the fine balance between exploring new knowledge and exploiting existing one.
It introduces and explores the concept of the "Knowledge Funnel" describing how knowledge advances from mystery to heuristic, to algorithm for businesses to gain efficiency and lower costs. This is explored also in later chapters: "Mysteries are expensive, time consuming, and risky; they are worth tackling only because of the potential benefits of discovering a path out of the mystery to a revenue-generating heuristic", "The algorithm generates savings by turning judgment… …into a formula or set of rules that, if followed, will produce a desired solution" and “Computer code – the digital end point of the algorithm stage – is the most efficient expression of an algorithm”.
It also addresses the need for organizations to re-explore solved mysteries, even the founding ideas behind the business, and not get too comfortable focusing on the "administration of business" running an existing algorithm.
In addition, the first chapter presents abductive logic, and some ideas originated by philosopher Charles Sanders Peirce; that it is not possible to prove a new thought concept, or idea in advance and that all new ideas can be validated only through the unfolding of future events. To advance knowledge we need to make a "logical leap of the mind" or an "inference to the best explanation" (or "Leaps of Faith" that John Mullins and Randy Komisar calls it in the book Getting to plan B see review/summary) to imaging a heuristic for understanding a mystery. Free preview of Chapter 1
2. The reliability bias: Why advancing knowledge is so hard
The second chapter focus on the distinction between reliability (produce consistent, predictable outcomes by narrowing the scope of a test to what can be measured in a replicable, quantitative way) and validity (produce outcomes that meet a desired objective, that through the passage of time will be shown to be correct, often incorporating some aspects of subjectivity and judgment to be achieved). Roger's main point in the chapter (or even in the book) is that today's business world is focusing too much on reliability (due to three forces: demand for proof, an aversion to bias and the constraints of time), with algorithmic decision-making techniques using various systems (such as ERP, CRM, TQM, KM) to crunch data objectively and extrapolate from the past to make predictions about the future. "What organizations dedicated to running reliable algorithms often fail to realize is that while they reduce the risk of small variations in their businesses, they increase the risk of cataclysmic events that occur when the future no longer resembles the past and the algorithm is no longer relevant or useful" With the turbulent times we live in, where new mysteries constantly spring up that reliable systems won't address or even acknowledge, businesses risk being outflanked by new entrants solving old and new mysteries developing new heuristics and algorithms. "Without validity, an organization has little chance of moving knowledge across the funnel. Without reliability, an organization will struggle to exploit the rewards of its advances… the optimal approach... is to seek a balance of both"
3. Design thinking: How thinking like a designer can create sustainable advantage
Chapter three starts with an interesting case of Research In Motion (RIM) that leads into the discussion of what is really design thinking. Roger uses the quote by Tim Brown of IDEO, "a discipline that uses the designer's sensibility and methods to match people's needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity" and adds himself "a person or organization instilled with that discipline is constantly seeking a fruitful balance between reliability and validity, between art and science, between intuition and analytics, and between exploration and exploitation". That designers live in the world of abductive reasoning, actively look for new data points, challenge accepted explanations to posit what could possibly be true (in contrast to the two dominant forms of logic - deduction and induction, with the goal to declare a conclusion to be true or false).
The chapter ends with the first discussion on roadblocks to design thinking (many more to come), with one being the corporate tendency to settle at the current stage in the knowledge funnel, and another how "highly paid executives or specialists with knowledge, turf and paychecks to defend” has the company's heuristics in their heads with no interest in advancing to the algorithm stage, making the executives less important. This leads nicely into the forth chapter about the transformation of Procter & Gamble.
4. Transforming the corporation: The design of Procter & Gamble
A.G. Lafley's transformation of Procter & Gamble from an incumbent in crisis to an innovative and efficient organization in just a few years has been widely covered in the business literature. As a student some years back I made an internship in P&G's Connect & Develop (connect with innovators outside the company and develop their ideas for P&G products), and have since been reading up on everything I can find about the transition and why other companies have not been able to make the same transition. Roger adds interesting perspectives, from his work with the company and its first vice president of innovation strategy and design, Claudia Kotchka, to develop "a comprehensive program that would provide practical experience in design thinking to P&G leaders". One of the top-down efforts being to drive brand-building from heuristic (in the minds of scarce and costly senior executives) toward algorithm, providing less senior employees the tools needed to do much of the work previously done by high-cost elites who then could then focus on the next mystery in order to create the next brand experience. The chapter also covers the Connect & Develop initiative and how it bulked up P&G's supply of ideas in the mystery-heuristic transition where it was thin, enabling it to feed more opportunities into its well-developed heuristics and algorithms of development, branding, positioning, pricing and distribution.
Another highly interesting topic covered in the chapter is the change of processes within P&G, including the strategy review, at P&G. Lafley recognized that the existing processes was a recipe for producing reliability, not validity, "so risky creative leaps were out of the question". A transition from annual reviews with category managers pitching, "with all the inductive and deductive proof needed to gain the approval of the CEO and senior management" to "forcing category managers to toss around ideas with senior management… to become comfortable with the logical leaps of mind needed to generate new ideas".
5. The balancing act: How design-thinking organizations embrace reliability and validity
The chapter focuses on the need to balance reliability and validity, and the challenges to do so (foremost all structures, processes and cultural norms tilted towards reliability). "Financial planning and reward systems are dramatically tilted toward running an existing heuristic or algorithm and must be modified in significant ways to create a balance between reliability and validity". Roger presents a rough rule of thumb "when the challenge is to seize an emerging opportunity, the solution is to perform like a design team: work iteratively, build a prototype, elicit feedback, refine it, rinse, repeat… On the other hand, running a supply chain, building a forecasting model, and compiling the financials are functions best left to people who work in fixed roles with permanent tasks". The chapter feels somewhat repetitive, in the uphill battle for validity, and more obstacles of change are presented:
6. World-class explorers: Leading the design-thinking organization
In chapter six several interesting cases, and approaches of different CEOs, are presented, one being the widely covered case of Guy Laliberté, and his Cirque du Soleil. Again Roger adds to the existing body of knowledge with the twist of reliability vs. validity in creating a new market, and the knowledge funnel taking a one-off street festival into an unstoppable international $600 million-a-year business with four thousand employees. Laliberté has reinvented Cirque's creative and business models time and time again, "usually over protests that he was fixing what was not broken and that he could destroy the company". Other CEOs and cases covered in the chapter are James Hackett of Steelcase, Bob Ulrich of Target, and Steve Jobs of Apple.
The role of the CEO and different approaches to build design-friendly organizational processes and norms into companies are discussed referring to the different cases presented.
Again, Roger returns to the reliability vs validity battle, now from a CEO perspective with terms such as "resisting reliability", "those systems-whether they are for budgeting, capital appropriation, product development…", and "counter the internal and external pressures toward reliability".
7. Getting personal: Developing yourself as a design thinker
In the final chapter the focus is on how a non-CEO can function as a design thinker and develop skills to individually produce more valid outcomes even in reliability-oriented companies. Roger refers back to his previous book The Opposable Mind, and the concept of a personal knowledge system as a way of thinking about how we acquire knowledge and expertise. The knowledge system has three components:
1. The knowledge funnel: How discovery takes shape
The introductory chapter starts with a story about McDonalds journey from mystery (how and what did Californians want to eat) to algorithm (stripping away uncertainty, ambiguity, and judgment from almost all processes). It briefly discusses analytical thinking, intuitive thinking and design thinking, to solve mysteries and advance knowledge, and the fine balance between exploring new knowledge and exploiting existing one.
It introduces and explores the concept of the "Knowledge Funnel" describing how knowledge advances from mystery to heuristic, to algorithm for businesses to gain efficiency and lower costs. This is explored also in later chapters: "Mysteries are expensive, time consuming, and risky; they are worth tackling only because of the potential benefits of discovering a path out of the mystery to a revenue-generating heuristic", "The algorithm generates savings by turning judgment… …into a formula or set of rules that, if followed, will produce a desired solution" and “Computer code – the digital end point of the algorithm stage – is the most efficient expression of an algorithm”.It also addresses the need for organizations to re-explore solved mysteries, even the founding ideas behind the business, and not get too comfortable focusing on the "administration of business" running an existing algorithm.
In addition, the first chapter presents abductive logic, and some ideas originated by philosopher Charles Sanders Peirce; that it is not possible to prove a new thought concept, or idea in advance and that all new ideas can be validated only through the unfolding of future events. To advance knowledge we need to make a "logical leap of the mind" or an "inference to the best explanation" (or "Leaps of Faith" that John Mullins and Randy Komisar calls it in the book Getting to plan B see review/summary) to imaging a heuristic for understanding a mystery. Free preview of Chapter 1
2. The reliability bias: Why advancing knowledge is so hard
The second chapter focus on the distinction between reliability (produce consistent, predictable outcomes by narrowing the scope of a test to what can be measured in a replicable, quantitative way) and validity (produce outcomes that meet a desired objective, that through the passage of time will be shown to be correct, often incorporating some aspects of subjectivity and judgment to be achieved). Roger's main point in the chapter (or even in the book) is that today's business world is focusing too much on reliability (due to three forces: demand for proof, an aversion to bias and the constraints of time), with algorithmic decision-making techniques using various systems (such as ERP, CRM, TQM, KM) to crunch data objectively and extrapolate from the past to make predictions about the future. "What organizations dedicated to running reliable algorithms often fail to realize is that while they reduce the risk of small variations in their businesses, they increase the risk of cataclysmic events that occur when the future no longer resembles the past and the algorithm is no longer relevant or useful" With the turbulent times we live in, where new mysteries constantly spring up that reliable systems won't address or even acknowledge, businesses risk being outflanked by new entrants solving old and new mysteries developing new heuristics and algorithms. "Without validity, an organization has little chance of moving knowledge across the funnel. Without reliability, an organization will struggle to exploit the rewards of its advances… the optimal approach... is to seek a balance of both"
3. Design thinking: How thinking like a designer can create sustainable advantageChapter three starts with an interesting case of Research In Motion (RIM) that leads into the discussion of what is really design thinking. Roger uses the quote by Tim Brown of IDEO, "a discipline that uses the designer's sensibility and methods to match people's needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity" and adds himself "a person or organization instilled with that discipline is constantly seeking a fruitful balance between reliability and validity, between art and science, between intuition and analytics, and between exploration and exploitation". That designers live in the world of abductive reasoning, actively look for new data points, challenge accepted explanations to posit what could possibly be true (in contrast to the two dominant forms of logic - deduction and induction, with the goal to declare a conclusion to be true or false).
The chapter ends with the first discussion on roadblocks to design thinking (many more to come), with one being the corporate tendency to settle at the current stage in the knowledge funnel, and another how "highly paid executives or specialists with knowledge, turf and paychecks to defend” has the company's heuristics in their heads with no interest in advancing to the algorithm stage, making the executives less important. This leads nicely into the forth chapter about the transformation of Procter & Gamble.
4. Transforming the corporation: The design of Procter & Gamble
A.G. Lafley's transformation of Procter & Gamble from an incumbent in crisis to an innovative and efficient organization in just a few years has been widely covered in the business literature. As a student some years back I made an internship in P&G's Connect & Develop (connect with innovators outside the company and develop their ideas for P&G products), and have since been reading up on everything I can find about the transition and why other companies have not been able to make the same transition. Roger adds interesting perspectives, from his work with the company and its first vice president of innovation strategy and design, Claudia Kotchka, to develop "a comprehensive program that would provide practical experience in design thinking to P&G leaders". One of the top-down efforts being to drive brand-building from heuristic (in the minds of scarce and costly senior executives) toward algorithm, providing less senior employees the tools needed to do much of the work previously done by high-cost elites who then could then focus on the next mystery in order to create the next brand experience. The chapter also covers the Connect & Develop initiative and how it bulked up P&G's supply of ideas in the mystery-heuristic transition where it was thin, enabling it to feed more opportunities into its well-developed heuristics and algorithms of development, branding, positioning, pricing and distribution.
Another highly interesting topic covered in the chapter is the change of processes within P&G, including the strategy review, at P&G. Lafley recognized that the existing processes was a recipe for producing reliability, not validity, "so risky creative leaps were out of the question". A transition from annual reviews with category managers pitching, "with all the inductive and deductive proof needed to gain the approval of the CEO and senior management" to "forcing category managers to toss around ideas with senior management… to become comfortable with the logical leaps of mind needed to generate new ideas".
5. The balancing act: How design-thinking organizations embrace reliability and validity
The chapter focuses on the need to balance reliability and validity, and the challenges to do so (foremost all structures, processes and cultural norms tilted towards reliability). "Financial planning and reward systems are dramatically tilted toward running an existing heuristic or algorithm and must be modified in significant ways to create a balance between reliability and validity". Roger presents a rough rule of thumb "when the challenge is to seize an emerging opportunity, the solution is to perform like a design team: work iteratively, build a prototype, elicit feedback, refine it, rinse, repeat… On the other hand, running a supply chain, building a forecasting model, and compiling the financials are functions best left to people who work in fixed roles with permanent tasks". The chapter feels somewhat repetitive, in the uphill battle for validity, and more obstacles of change are presented:
- Preponderance of Training in Analytical Thinking
- Reliability orientation of key stakeholders
- Ease of defending reliability vs. validity
6. World-class explorers: Leading the design-thinking organization
In chapter six several interesting cases, and approaches of different CEOs, are presented, one being the widely covered case of Guy Laliberté, and his Cirque du Soleil. Again Roger adds to the existing body of knowledge with the twist of reliability vs. validity in creating a new market, and the knowledge funnel taking a one-off street festival into an unstoppable international $600 million-a-year business with four thousand employees. Laliberté has reinvented Cirque's creative and business models time and time again, "usually over protests that he was fixing what was not broken and that he could destroy the company". Other CEOs and cases covered in the chapter are James Hackett of Steelcase, Bob Ulrich of Target, and Steve Jobs of Apple.
The role of the CEO and different approaches to build design-friendly organizational processes and norms into companies are discussed referring to the different cases presented.
Again, Roger returns to the reliability vs validity battle, now from a CEO perspective with terms such as "resisting reliability", "those systems-whether they are for budgeting, capital appropriation, product development…", and "counter the internal and external pressures toward reliability".
7. Getting personal: Developing yourself as a design thinker
In the final chapter the focus is on how a non-CEO can function as a design thinker and develop skills to individually produce more valid outcomes even in reliability-oriented companies. Roger refers back to his previous book The Opposable Mind, and the concept of a personal knowledge system as a way of thinking about how we acquire knowledge and expertise. The knowledge system has three components:
- Stance: "Who am I in the world and what am I trying to accomplish?"
- Tools: "With what tools and models do I organize my thinking and understand the world?"
- Experiences: "With what experiences can I build my repertoire of sensitivities and skills.
Roger then presents the design thinker's stance, key tools (observation, imagination, and configuration), and how to obtain experiences by trying new things and test their boundaries.
Roger also presents five things that the design thinker needs to do to be more effective with colleagues at the extremes of the reliability and validity spectrum:
Roger also presents five things that the design thinker needs to do to be more effective with colleagues at the extremes of the reliability and validity spectrum:
- Reframe extreme views as a creative challenge
- Empathize with your colleagues on the extremes
- Learn to speak the languages of both reliability and validity
- Put unfamiliar concepts in familiar terms
- When it comes to proof, use size to your advantage
This is a great book and I recommend business developers and business model innovators to buy it, as it is a quick read with several important concepts and interesting cases to learn from. I believe design thinking has the potential to help managers break out from the Matrix they live in and again realize the real world behind the existing algorithms.
If you find this book review/summary helpful, please go to the Amazon book review page and rate my identical review "Helpful" Thanks!
Disclaimer: I read the book at the beautiful cliffs of Vernazza in Italy, and was in a very good mood. I actually read the book twice.
Other book reviews/summaries:
Business Model Generation (2009)
Getting to Plan B (2009)
Seizing the White Space (2010)
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