Staton mary j (31 resultados)

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condición: New. New Book. Shipped from UK. Established seller since 2000.

Taschenbuch. Condición: Neu. Neuware.

Taschenbuch. Condición: Neu. Neuware.

Paperback. Condición: new. Paperback. It is eleven at night, the laptop is open, and the cursor has been blinking on the same empty line for eleven minutes. There is no crisis, no deadline, no investor waiting on an email. There is an idea worth believing in, and no clear way yet to turn it into something real.Most business-planning advice was written for a different problem than this one - for founders raising money from strangers, who need dozens of polished pages to convince a room they know what they are doing. That kind of plan answers the wrong questions for a first-time founder turning a skill or idea into a real, paying business.This book answers the smaller, more specific questions that actually keep a first-time founder stuck, one decision at a time.You will work through: Testing whether an idea is genuinely worth building before committing money you cannot recoverFinding a real first customer, and setting a price you do not have to apologize forBuilding a working plan that fits on a single page and actually gets usedPutting a legal and financial foundation under the business that will not collapseBuilding a marketing plan sized to a genuine beginner's budgetDeciding when to say no to the wrong money, and preparing for your first hire and first slow seasonAcross fourteen chapters, the book covers testing an idea, building a working plan, finding a real first customer, facing the numbers honestly, turning a hobby into a repeatable system, letting go of the idea of a perfect launch, pricing with confidence, building a solid foundation, treating competitors as information, marketing on a small budget, saying no to the wrong money, hiring at the right moment, surviving the slow season, and building a business that does not need the founder in the room every day.This book is written for first-time founders who are not raising money from outside investors: people turning a skill, service, or idea into a real business on their own terms.Begin turning a late-night idea into a real, working plan, and add a comprehensive guide to your library that covers the entire path from idea to real company. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Paperback. Condición: new. Paperback. You already paid for the mistake you have not fixed yet. It showed up last month as a rush freight bill that cost more than the part itself. It showed up as a customer who used to call first and now calls a competitor first, because the last two delivery dates you gave them turned out to be guesses instead of promises.Most shop leaders can name the day something went sideways - a late shipment, a machine down at the worst moment, a supplier who swore the material would arrive Tuesday and showed up the following Monday. These are not separate accidents. They are symptoms of one missing piece: a plan built on real, verified numbers instead of memory, habit, and hope.This book replaces hope with a verified process, sized for a real shop without a dedicated planning department.You will practice: A five-minute daily check that keeps your material picture honestSeparating true throughput from mere activity on a busy-looking floorCalculating real usable capacity and building a defensible sequencing ruleFinding your true bottleneck, protecting it, and cutting real changeover timeA two-minute check before every delivery promiseSizing buffers correctly and tracking supplier reliabilityThe book covers building a verified plan, tracking material accurately, calculating real capacity, building a defensible sequencing rule, finding and protecting your bottleneck, closing information gaps, cutting changeover time, keeping delivery promises, sizing buffers, tracking supplier reliability, scheduling maintenance into the plan, building a visual system anyone can read at a glance, calculating the true cost of firefighting, and turning planning into a daily habit.This book is written for owners, general managers, and production leads at small manufacturing operations - job shops and small factories, often running high-mix, low-volume work - who currently rely on memory, a whiteboard, or an out-of-date spreadsheet, and who want a floor that keeps the promises it makes.Begin building a shop floor that runs on verified numbers instead of hope, and add a comprehensive, chapter-by-chapter reference to your library that pays for itself the first time it prevents a rush freight bill. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Paperback. Condición: new. Paperback. The last project that ran late cost more than the hours it took to finish. Count what actually left your hands: the discount given because the delivery date slipped, the extra week of payroll for a job quoted at four weeks, the weekend spent fixing a schedule that should have been fixed on a Tuesday, before anyone lost a weekend over it.None of that is bad luck. Most schedules are built by asking how long the work should take under ideal conditions, then writing that number down as though it were a promise. It was never a promise. It was a guess dressed up as a plan.This book replaces the guess with a repeatable system, built specifically for small, client-facing teams without a dedicated project-management department.You will practice: Building a schedule with real slack in the right placeRunning a three-number budget check that catches a problem while it still costs a phone callAsking one honest question before adding a person to a project that is already lateBuilding a client agreement that prevents scope disputes before they startHiding a schedule buffer that protects your deadline, and pricing a job so it cannot quietly bleed moneySaying no to a request without losing the client who made itAcross fourteen chapters, the book covers realistic scheduling, the three-number budget check, staffing instincts that backfire, a weekly fifteen-minute reset, scope-change agreements, hidden buffers, the real reasons small teams miss deadlines, pricing a job correctly, saying no without losing the client, a single meeting format that replaces several, spreading key knowledge across the team, tracking progress without drowning in spreadsheets, the first move the moment you know you are behind, and closing a job out cleanly.This book is written for small-team leads, project managers, and owners of small agencies or contracting businesses managing client projects through instinct and memory rather than a repeatable system.Begin building a project system that catches problems while they still cost a phone call, and add a comprehensive, chapter-by-chapter reference to your library that pays for itself the first time it prevents a missed deadline. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Paperback. Condición: new. Paperback. Somewhere inside your company right now, someone knows more than you think they do, or less than you assume they need to know. That gap between what is actually happening and what your staff has been told is something every small company carries in some form, and in a company without layers of middle management, there is nowhere for that gap to hide.Most owners who reach for this book are not failing. Revenue is fine, the doors stay open, and customers keep coming back. What has changed is smaller and harder to name: meetings end early, questions dry up, and someone who once flagged problems early now waits until they cannot be avoided. None of this shows up on a balance sheet, but it is often the first sign that information has stopped moving honestly between leadership and staff, and that people have quietly begun protecting themselves the way they have watched leadership protect the company.This book treats trust as something structural, rather than something you hope people feel because you are, on the whole, a decent person to work for. Across fifteen connected chapters, each combining a real example, a common owner mistake, concrete steps, and a reference guide, it works through the specific, practical decisions that determine whether openness builds confidence or creates chaos inside a small company.Inside, you will: Learn what withholding information actually teaches a team over time, and recognize the pattern before it hardens into culture.Apply a practical framework for sharing real financial information with staff in a way that builds understanding rather than panic.Use a method for mapping clear decision rights across your team, so people stop guessing what they are allowed to decide.Turn routine performance reviews into honest conversations instead of scripted exchanges that reveal little.Structure profit-sharing so it functions as a genuine signal of partnership rather than a disconnected bonus.Handle a difficult termination, deliver a sincere apology, or manage a family member's role on payroll in ways that reinforce trust rather than quietly undermine it.Build a small, lightweight advisory structure that keeps ownership decisions accountable without handing over control of the company.The book also examines why staff often sense what an owner believes is hidden, how to rewrite vague policy language into commitments people actually believe, how to delegate real authority rather than just tasks, how to run a structured session where staff finally say the real thing, and how to protect a trust-built culture from backsliding once daily pressure returns.This book is written for owners, founders, and senior leaders of small and growing companies, particularly those who sense that something has quietly shifted beneath an otherwise healthy business. It is also a useful, returnable reference for managers handling reviews and terminations, and for owners navigating the particular challenges of employing a family member.Open the book and begin building the structural, day-to-day practices that turn trust into something your staff can actually observe, rather than something you privately hope they feel. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability. …

Paperback. Condición: new. Paperback. Most buyers believe the hardest part of acquiring a company is getting to the signature. Once the papers are signed, the thinking goes, the rest is paperwork. Two companies will find their rhythm, because that is what companies do.That belief is not foolish. It is also the single most expensive assumption a first-time buyer can make. The real work that decides whether a small acquisition succeeds happens in the weeks before signing and the months right after it.This book covers exactly that ground: the ordinary, unglamorous decisions that determine whether an acquisition actually works, built for a first-time or early-stage buyer, not a corporate deal team.You will practice: Assembling a deal team that fits a small buyer's actual budgetScreening acquisition targets on financial signals and genuine fit, not the spreadsheet aloneApproaching valuation as a range to defend, and running due diligence that surfaces what a seller will not volunteerReading a seller's real priorities, and financing without over-leveraging the company you already builtTreating synergy assumptions with real skepticism, and negotiating without damaging the relationshipBuilding an integration plan before day one, and having the retention conversation most new owners skipAcross fourteen chapters, the book covers the first ninety days after closing, building a deal team, screening acquisition targets, valuation, due diligence, reading the seller, financing without overleveraging, synergy skepticism, negotiation, the leadership shift after signing, integration planning, culture clash between two companies, employee retention, and honestly measuring whether the deal actually worked.This book is written for first-time and early-stage buyers of small companies who need a practical, step-by-step process rather than corporate-scale theory built for investment bankers.Begin building an acquisition process that treats the signature as a midpoint, not a finish line, and add a comprehensive, chapter-by-chapter guide to your library built for exactly this kind of deal. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Condición: New. Print on Demand.

Condición: New. Print on Demand.

Condición: New. Print on Demand.

Condición: New. Print on Demand.

Condición: New. Print on Demand.

Condición: New. Print on Demand.

Paperback. Condición: new. Paperback. It is eleven at night, the laptop is open, and the cursor has been blinking on the same empty line for eleven minutes. There is no crisis, no deadline, no investor waiting on an email. There is an idea worth believing in, and no clear way yet to turn it into something real.Most business-planning advice was written for a different problem than this one - for founders raising money from strangers, who need dozens of polished pages to convince a room they know what they are doing. That kind of plan answers the wrong questions for a first-time founder turning a skill or idea into a real, paying business.This book answers the smaller, more specific questions that actually keep a first-time founder stuck, one decision at a time.You will work through: Testing whether an idea is genuinely worth building before committing money you cannot recoverFinding a real first customer, and setting a price you do not have to apologize forBuilding a working plan that fits on a single page and actually gets usedPutting a legal and financial foundation under the business that will not collapseBuilding a marketing plan sized to a genuine beginner's budgetDeciding when to say no to the wrong money, and preparing for your first hire and first slow seasonAcross fourteen chapters, the book covers testing an idea, building a working plan, finding a real first customer, facing the numbers honestly, turning a hobby into a repeatable system, letting go of the idea of a perfect launch, pricing with confidence, building a solid foundation, treating competitors as information, marketing on a small budget, saying no to the wrong money, hiring at the right moment, surviving the slow season, and building a business that does not need the founder in the room every day.This book is written for first-time founders who are not raising money from outside investors: people turning a skill, service, or idea into a real business on their own terms.Begin turning a late-night idea into a real, working plan, and add a comprehensive guide to your library that covers the entire path from idea to real company. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…

Paperback. Condición: new. Paperback. You already paid for the mistake you have not fixed yet. It showed up last month as a rush freight bill that cost more than the part itself. It showed up as a customer who used to call first and now calls a competitor first, because the last two delivery dates you gave them turned out to be guesses instead of promises.Most shop leaders can name the day something went sideways - a late shipment, a machine down at the worst moment, a supplier who swore the material would arrive Tuesday and showed up the following Monday. These are not separate accidents. They are symptoms of one missing piece: a plan built on real, verified numbers instead of memory, habit, and hope.This book replaces hope with a verified process, sized for a real shop without a dedicated planning department.You will practice: A five-minute daily check that keeps your material picture honestSeparating true throughput from mere activity on a busy-looking floorCalculating real usable capacity and building a defensible sequencing ruleFinding your true bottleneck, protecting it, and cutting real changeover timeA two-minute check before every delivery promiseSizing buffers correctly and tracking supplier reliabilityThe book covers building a verified plan, tracking material accurately, calculating real capacity, building a defensible sequencing rule, finding and protecting your bottleneck, closing information gaps, cutting changeover time, keeping delivery promises, sizing buffers, tracking supplier reliability, scheduling maintenance into the plan, building a visual system anyone can read at a glance, calculating the true cost of firefighting, and turning planning into a daily habit.This book is written for owners, general managers, and production leads at small manufacturing operations - job shops and small factories, often running high-mix, low-volume work - who currently rely on memory, a whiteboard, or an out-of-date spreadsheet, and who want a floor that keeps the promises it makes.Begin building a shop floor that runs on verified numbers instead of hope, and add a comprehensive, chapter-by-chapter reference to your library that pays for itself the first time it prevents a rush freight bill. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…

Paperback. Condición: new. Paperback. The last project that ran late cost more than the hours it took to finish. Count what actually left your hands: the discount given because the delivery date slipped, the extra week of payroll for a job quoted at four weeks, the weekend spent fixing a schedule that should have been fixed on a Tuesday, before anyone lost a weekend over it.None of that is bad luck. Most schedules are built by asking how long the work should take under ideal conditions, then writing that number down as though it were a promise. It was never a promise. It was a guess dressed up as a plan.This book replaces the guess with a repeatable system, built specifically for small, client-facing teams without a dedicated project-management department.You will practice: Building a schedule with real slack in the right placeRunning a three-number budget check that catches a problem while it still costs a phone callAsking one honest question before adding a person to a project that is already lateBuilding a client agreement that prevents scope disputes before they startHiding a schedule buffer that protects your deadline, and pricing a job so it cannot quietly bleed moneySaying no to a request without losing the client who made itAcross fourteen chapters, the book covers realistic scheduling, the three-number budget check, staffing instincts that backfire, a weekly fifteen-minute reset, scope-change agreements, hidden buffers, the real reasons small teams miss deadlines, pricing a job correctly, saying no without losing the client, a single meeting format that replaces several, spreading key knowledge across the team, tracking progress without drowning in spreadsheets, the first move the moment you know you are behind, and closing a job out cleanly.This book is written for small-team leads, project managers, and owners of small agencies or contracting businesses managing client projects through instinct and memory rather than a repeatable system.Begin building a project system that catches problems while they still cost a phone call, and add a comprehensive, chapter-by-chapter reference to your library that pays for itself the first time it prevents a missed deadline. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…

Paperback. Condición: new. Paperback. Somewhere inside your company right now, someone knows more than you think they do, or less than you assume they need to know. That gap between what is actually happening and what your staff has been told is something every small company carries in some form, and in a company without layers of middle management, there is nowhere for that gap to hide.Most owners who reach for this book are not failing. Revenue is fine, the doors stay open, and customers keep coming back. What has changed is smaller and harder to name: meetings end early, questions dry up, and someone who once flagged problems early now waits until they cannot be avoided. None of this shows up on a balance sheet, but it is often the first sign that information has stopped moving honestly between leadership and staff, and that people have quietly begun protecting themselves the way they have watched leadership protect the company.This book treats trust as something structural, rather than something you hope people feel because you are, on the whole, a decent person to work for. Across fifteen connected chapters, each combining a real example, a common owner mistake, concrete steps, and a reference guide, it works through the specific, practical decisions that determine whether openness builds confidence or creates chaos inside a small company.Inside, you will: Learn what withholding information actually teaches a team over time, and recognize the pattern before it hardens into culture.Apply a practical framework for sharing real financial information with staff in a way that builds understanding rather than panic.Use a method for mapping clear decision rights across your team, so people stop guessing what they are allowed to decide.Turn routine performance reviews into honest conversations instead of scripted exchanges that reveal little.Structure profit-sharing so it functions as a genuine signal of partnership rather than a disconnected bonus.Handle a difficult termination, deliver a sincere apology, or manage a family member's role on payroll in ways that reinforce trust rather than quietly undermine it.Build a small, lightweight advisory structure that keeps ownership decisions accountable without handing over control of the company.The book also examines why staff often sense what an owner believes is hidden, how to rewrite vague policy language into commitments people actually believe, how to delegate real authority rather than just tasks, how to run a structured session where staff finally say the real thing, and how to protect a trust-built culture from backsliding once daily pressure returns.This book is written for owners, founders, and senior leaders of small and growing companies, particularly those who sense that something has quietly shifted beneath an otherwise healthy business. It is also a useful, returnable reference for managers handling reviews and terminations, and for owners navigating the particular challenges of employing a family member.Open the book and begin building the structural, day-to-day practices that turn trust into something your staff can actually observe, rather than something you privately hope they feel. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability. …

Paperback. Condición: new. Paperback. Most buyers believe the hardest part of acquiring a company is getting to the signature. Once the papers are signed, the thinking goes, the rest is paperwork. Two companies will find their rhythm, because that is what companies do.That belief is not foolish. It is also the single most expensive assumption a first-time buyer can make. The real work that decides whether a small acquisition succeeds happens in the weeks before signing and the months right after it.This book covers exactly that ground: the ordinary, unglamorous decisions that determine whether an acquisition actually works, built for a first-time or early-stage buyer, not a corporate deal team.You will practice: Assembling a deal team that fits a small buyer's actual budgetScreening acquisition targets on financial signals and genuine fit, not the spreadsheet aloneApproaching valuation as a range to defend, and running due diligence that surfaces what a seller will not volunteerReading a seller's real priorities, and financing without over-leveraging the company you already builtTreating synergy assumptions with real skepticism, and negotiating without damaging the relationshipBuilding an integration plan before day one, and having the retention conversation most new owners skipAcross fourteen chapters, the book covers the first ninety days after closing, building a deal team, screening acquisition targets, valuation, due diligence, reading the seller, financing without overleveraging, synergy skepticism, negotiation, the leadership shift after signing, integration planning, culture clash between two companies, employee retention, and honestly measuring whether the deal actually worked.This book is written for first-time and early-stage buyers of small companies who need a practical, step-by-step process rather than corporate-scale theory built for investment bankers.Begin building an acquisition process that treats the signature as a midpoint, not a finish line, and add a comprehensive, chapter-by-chapter guide to your library built for exactly this kind of deal. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…