Issue 39

Friends, Lies and Network Marketing
Published Oct. 3, 2007 - By Kim Klaver

An expert in Multi-Level Marketing, Kim Klaver delivers a manifesto defying the bad advice most of these companies offer to their sales force. This rote advice, Klaver warns, results in alienated friends, limited potential, and insures failure even for experienced salespeople. Here are 12 tips to avoid losing friends (and your personal savings) by search

Issue 38

Just 1%: The Power of Microtrends
Published Sept. 5, 2007 - By Mark Penn and E. Kinney Zalesne

Just 1% of people can create a new market for business, spark a social movement, or effect a political change. Here, Penn (one of the world’s most highly regarded pollster) and Zalesne (social-change expert) introduce you to this compelling idea of microtrends, and their assertion that the culture is formed by the push and pull of sm

The Turnover Dilemma: A Question to Keep Employees
Published Sept. 5, 2007 - By Matthew Kelly

In this manifesto, Matthew Kelly warns of the high price of turnover. Sure, we all know that losing employees costs money, but lost opportunity is often an incalculable cost. Many pundits and business owners blame employees, thinking they are uncommitted. But, Kelly argues, people leave their jobs because there is a disconnect between t

The Creation of Conscious Culture through Educational Innovation
Published Sept. 5, 2007 - By Michael Strong

Michael Strong has a vision of schools which will promote authentic learning for our youth. He has a vision of creating institutions that model positive behavior. He believes that our society doesn’t provide this guidance early enough to help form the futures of children who are starved for meaning and inspiration. In t

Social Media and Social Outcasts
Published Sept. 5, 2007 - By Dave Platter

Here, Dave Platter warns of the dangers of the constant connectivity that social media demands. He presents a subtle argument that whatever self-image we create for ourselves as a result of our web popularity is ephemeral. He encourages us to not rely too heavily on how many emails we receive to determine our self-worth. Instead, to disconnect is to remin

The Secrets of Market-Driven Leaders: A Pragmatic Approach
Published Sept. 5, 2007 - By Craig Stull, Phil Myers, David Meerman Scott

Why does one product succeed while others crash? And why do the second and third products from a successful company almost always fail? The crew at Pragmatic Marketing determined that there are more reasons than features and price when determining the success (or failure) of a product, including

Issue 37

Mind of the Innovator: Taming the Traps of Traditional Thinking
Published Aug. 8, 2007 - By Matthew E. May

Matthew May, author of "Elegant Solutions: Breakthrough Thinking the Toyota Way" and a popular ChangeThis manifesto on the subject, now brings our attention to the ‘Seven Sins of Solutions’, the traditional ways of thinking that prevent us from divining the most accurate—and elegant—of solutions to any problem solv

Making the Most of Your Time: Going Beyond To-Do Lists
Published Aug. 8, 2007 - By Rajesh Setty

The author of one of ChangeThis’ most popular manifesto, 25 Ways to Distinguish Yourself, Rajesh Setty returns with a new set of suggestions for optimizing your abilities. He asserts that even though everyone is given only 24 hours in a day, the most successful people are those who make every minute count. Here, he tells you how pr

The Gobbledygook Manifesto
Published Aug. 8, 2007 - By David Meerman Scott

David M. Scott, the author of The New Rules of Marketing and PR, says it best in introducing his manifesto: “Oh jeez, not another flexible, scalable, groundbreaking, industry-standard, cutting-edge product from a market-leading, well positioned company! Ugh. I think I’m gonna puke!” In every company description, on websites, in press releases, in c

The Eighth Self-Destructive Habit: When Companies Plateau Their People
Published Aug. 8, 2007 - By Jagdish Sheth

In writing his book, Self-Destructive Habits of Good Companies…and How to Break Them, Sheth found seven reasons behind why successful companies have such a short life span. After publishing, he felt that companies often committed yet another 8th offense: not enabling their people to rise to the top level of their t

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