วันเสาร์ที่ 31 พฤษภาคม พ.ศ. 2551

Making the List: A Cultural History of the American Bestseller, 1900-1999


Making the List: A Cultural History of the American Bestseller, 1900-1999
By Michael Korda


Product Details
Amazon Sales Rank: #641874 in Books
Published on: 2001-10
Number of items: 1
Binding: Hardcover

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Editorial Reviews
From Publishers Weekly
According to Korda (Country Matters, etc.), it was only in 1895 that someone Harry Thurston Peck of the Bookman published the first bestseller list, and that listed only fiction. PW ran the first nonfiction list 17 years later. Today, bestseller lists galvanize the publishing industry, much as their cousins do the film and recording industries, among others. Of the several books written about bestseller lists (most notably, Alice Payne Hackett and James Henry Burke's 80 Years of Best Sellers, 1977), this is the most perceptive and not surprisingly, given Korda's literary abilities, which have led to his own run of bestselling books the most engaging. The engagement arises from Korda's erudite yet conversational tone, leavened with humor and smartly opinionated (e.g., the 1958 nonfiction bestseller list, he writes, "remained the kind of thumping, predictable bore it had been through most of the fifties"). The perceptivity arises not only because Korda, longtime editor in chief of S&S, knows just about all that's worth knowing about books, but because he approaches the lists as the subtitle indicates. Decade by decade, he examines the annual hardcover lists drawn from PW beginning with 1913 to see how the books people buy embody the cultural tenor of the times. "Like a mirror," he writes, "[the list] reflects who we are, what we want, what interests us...." Korda finds, for instance, that "[books about] better sex, more sex, plus tabletop cooking, says something about the priorities of Americans in the first year of Richard Nixon's presidency.... People were looking for domestic happiness, in retreat from the... conflicts of the sixties.... " As Korda charts changes in America via the bestseller list, he demonstrates that reading tastes haven't altered all that much; as background to that charting, he presents a useful, compact history of the publishing industry. Witty and deeply informed, this is a bracing, even essential, read for anyone who loves books. (On-sale Nov. 15).

Copyright 2001 Cahners Business Information, Inc.



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Customer Reviews
A Valuable Resource for Every Would-Be Book Author
Here's a fascinating look at the bestseller lists from the last century from a true expert and long-time book editor, Michael Korda. I appreciated this cultural look at what makes the list.

In his introduction, Korda writes, "Despite the inherent suspicion on the part of authors that the list is manipulated by somebody, in fact it isn't controlled by publishers any more than it is by bookstores. Of course many of the books on it are reasonably predictable--particularly novels by big, established authors--but at least half of the books on any given week's bestseller list are there to the immense surprise and puzzlement of their publishersd."

See the hope for authors built into the information about bestseller lists? I often recommend this title to writers.

A Skimpy Guide
Korda is certainly as intimate with the American bestseller list as it is possible for anyone to be, he's appeared as a writer on both the fiction (1985 for Queenie) and non-fiction (1975 for Power!) lists, and edited something like 40-50 bestsellers during his long tenure at the Simon & Shuster publishing house. However, his intimacy does not really translate into the deep insights and analysis that most readers will be looking for. The book's ten chapters each cover a decade, with a skimpy essay followed by the decade's year-by-year list. The essays attempt to draw parallels between the decade's zeitgeist and the books that appeared on the bestseller list -- and to a certain very superficial extent, this is accomplished. However, as Korda himself points out, until very recently bestseller lists didn't address the huge paperback market. And it is this less pricey market which might more accurately reflect popular tastes! Nor does Korda spend much time explaining how the bestseller lists are constructed, a process whose methodology might further skew results.

In any event, Korda does make a few interesting propositions. Foremost is the notion that American reading tastes are cyclical, and you can look at any decade and find the same kinds of books as might appear in another. For example, historical fiction ebbs and flows, as does the women's novel, political biography, and so forth. And self-help, cooking, diet, and "fad" books (such as crossword books, or game guides), have been around since the beginning. Korda is also keen to point out that the public's taste is not as low-brow as many characterize it, and presents many examples of good serious fiction from the years. Along the way, he touches upon major changes in publishing and the bookselling industry (such as the rise of discounting during the Depression, and rise of mall and chain bookstores in the 70s), but again, not in as much depth as one might like. Indeed, the whole book is a rather superficial riff on the topic, with the actual text totaling only about 100 pages. It's perhaps best read as a reminder to forgotten works that one might want to seek out.

It isn't the books,it's the book business.
I just came across this book a couple of days ago at my local 'big box bookstore'.I enjoy 'books about books'and this one certainly falls into that category.I have never paid much attention to bestseller lists for a couple of reasons.First,I tend to read mainly non fiction.I have found the fiction writers I enjoy,and except for Steinbeck,Twain and one or two others, are not on the bestseller lists.So,of all the fiction out there,new and old,I find so much to read that I don't need a list to tell me what is a bestseller and must be read.Although I have read several of the best seller writers,I haven't been enthused enough to read all their stuff;Larry McMurtry being the exception.I guess he falls into the one a year bestsellers;
but even some of his are getting to feel like publish or perish books.To me, it seems that with most artists their early stuff is the best.I find that so with Steinbeck,Erskine Caldwell,McMurtry and most of my favorite writers.
Merle Haggard once stated that his earlier work was his best because he lived the experiences then but not any longer.I find the same with authors.
I found this book very good in that it demonstrates that best seller lists are something created and pushed by the book publishing and selling industry,and for their interests and not necessarily the buyers and readers of their products.In other words,it is primarily a marketing tool,and while probably very useful to them,not particularyy for the reader who finds his own treasures to read;and doesn't just read to follow what is being pushed in the media.
The book business has had a very rough ride in the last several years and has tended to play catch up or as often said,"lead the parade from the rear."This is very evident from reading this book.The customer (reader)will decide what to read not the marketeer.No matter how much the establishment tries to push their preference it doesn't change anything.
A couple of statements in the book are very telling:
"the bestseller list began to resemble a club that was hard to break into" pg.172
"Do you guys realize how much money the company would make if you only published bestsellers?" pg.173
""a publishing house that plays it safe,even if it satisfies
it's corporate parent,will sooner or later collapse." pg.197
"the bestseller lists of the nineties made for relatively depressing reading,except to accountants." pg.199
"In 1990,for example,the fiction list for the year contained not a single newcomer-all fifteen who made it were established,familiar bestselling writers,most of them on a yearly basis.It was,if you like,the triumph of brand-name merchandizing applied to books." pg.196. In other words the lazy approach.
A great read to see what bestseller lists are all about.

The Making of a Bestseller: Success Stories from Authors and the Editors, Agents, and Booksellers Behind Them

The Making of a Bestseller: Success Stories from Authors and the Editors, Agents, and Booksellers Behind Them
By Brian Hill, Dee Power

Product Description

According to Bowker, there are over 150,000 books published in the U.S. every year. Less than 1 percent of the books published make the bestseller list. People are fascinated by bestselling authors who have become every bit as much celebrities as rock musicians or film stars. Through some mysterious process, these individuals take blank pages and turn them into gold. And many authors do this over and over again. For authors, earning a spot on the bestseller list is the grand, often elusive prize at the end of many years of work. But what makes a bestseller happen? Brian Hill and Dee Power interviewed over 50 successful authors, publishers, editors, agents, book reviewers, and other experts to find the answer. The Making of a Bestseller: Success Stories from Authors and the Editors, Agents, and Booksellers Behind Them presents a comprehensive look at the publishing process from start to finish. Authors and would-be authors, individuals in the publishing industry, and passionate readers will learn:
* How bestselling authors approach the craft of writing and marketing their books.
* The many different paths authors take to the top of the list.
* The impact a first bestseller makes on an author's life.
* The workings of the selection process, from the query letter to the decision to publish.
* How publishers know a book has bestseller potential.
* The agent's role in helping create a bestseller.
* Factors and events that influence whether a book makes the bestseller list, including TV "reading book clubs," the review process, publicity, marketing programs, and timing.
* How Hollywood impacts the reading public. To provide a broad spectrum of experience, interviews are included with authors of nonfiction and fiction, as well as first-time novelists to serial bestsellers. In addition, avid readers will find fascinating stories behind some of their favorite authors' works.



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Product Details
Amazon Sales Rank: #403134 in Books
Published on: 2005-03-01
Released on: 2005-03-01
Number of items: 1
Binding: Paperback
272 pages

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Editorial Reviews
From Publishers Weekly
As publishing industry insiders know, there is no way to guarantee a book will be a bestseller. Sometimes a sleeper hits the lists; other times a book, despite being flogged to death, never moves many copies. Nevertheless, it is possible to study how books have become bestsellers in the past and try to learn from them. Hill and Power, founders of the research and consulting firm Power Dynamics Inc., have interviewed a score of people involved in making bestsellers, from the authors to the editors and, last in the chain of reaching the consumer, booksellers. The authors offer a serious look at the business of publishing and how its components must work together to produce a bestseller. Frustratingly, what they don't offer is a complete case history; they never follow any one book from idea to bestseller list. Instead, the book is divided by subject matter, and each chapter consists of short snippets quoting a range of people on the topic under discussion. Publishing industry veterans won't learn much new here, and readers looking for an engrossing account of a bestseller will also be disappointed. So this book is perhaps best directed at newcomers to the industry or aspiring authors who want to know more about how editors make decisions, about the role of the chains, etc. Though filled with quotes from leading publishing people, the text remains a bit dry and textbook-ish.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Booklist
"The secret bestseller sauce is made up of this key ingredient--a great book." OK! After budding writers chasing the best-seller dream take care of that pesky detail, they can absorb more carefully the other information offered in this valuable compendium. Unfortunately, much of it is depressing. Literary agencies average about 11 new clients a year. One senior editor says she buys about 1 out of 100 submissions from agents. The book covers such topics as what publishers are looking for; the editor-writer relationship; how bookstores choose stock; the importance of reviews; and the ever-popular debate, commercial versus literary. There are also interviews with writers who have scaled the heights, including Dan Brown and Barbara Bradford Taylor. As a final carrot, big-name writers explain what best-sellers have meant to their lives (money, freedom, and money). With so many hungry writers out there, Hill and Power may have hit on a--dare we say--best-selling topic. Ilene Cooper
Copyright © American Library Association. All rights reserved

Bookviews, April issue
"run out and get a copy of this book to learn the secrets that people in the trade have shared."


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Customer Reviews
Realistic Insight for Any Would-Be Book Author
Dee Power and Brian Hill have put together a fascinating look at bestselling authors and what it takes. They interview a number of bestselling authors, booksellers and editors about what made the difference for a book to become a bestseller. Here's a few quotes from the book:

"Now we know: The "secret bestseller sauce" is made up of this key ingredient--a great book." p. 88 Then on the next page: "in our survey, agents on average said they accept 2 out of 1,000 submissions. A senior editor with a top publishing house told us she accepts 1 out of 100 submissions that she receives from agents. If we combine the two, it means that there is a 1 out of 50,000 chance of a new book by an unknown author making it from the author's word processor to successfully attracting an agent, and then on to the contract stage with a publisher."

See what I mean about realism into the pages of this book?

Yet the tone is not discouraging but informative and helpful to stimulate would-be authors to excellence in their writing, in their pitches to editors and in their promotion efforts. I learned a great deal from this book and recommend it.

Backstage Pass
Brian and Dee's book is like having a one-on-one conversation with today's top fiction and non-fiction writers.

What questions would you want to ask them?
...How do you stay focused?
...What quality is present in all "good writing"?
...What is the life of an author truly like?
...How did you get into writing?
...Where do you get your ideas?

Chances are good that whatever your question Brian and Dee asked it.

The Making of a Bestseller is a book that you can pick-up, read for a few minutes, and get something out of it. If you want a book that delivers a step-by-step marketing strategy this is not the book for you. However if you want to get a glimpse into the mindset of today's top authors buy this book.


This is a book you'll want to read again and again.
You'll feel like you just had a scintillating dinner conversation with some of the top players in the publishing industry. This book is firmly grounded in reality and offers so much more than a pseudo-"sure-fire formula" for hitting bestseller lists-- it offers real insight into the ways success flourishes. This is a book you'll want to read again and again to glean new pieces of wisdom each time.

The Innovator's Dilemma: The Revolutionary National Bestseller That Changed The Way We Do Business

The Innovator's Dilemma: The Revolutionary National Bestseller That Changed The Way We Do Business
By Clayton M. Christensen


Product Description
How Great Firms Fail By Doing Everything Right

Harvard professor Clayton M. Christensen demonstrates in the most revolutionary business book in years why outstanding companies that did everything right-were in tune with the competition, listened to customers, and invested aggressively in new technologies still lost their market leadership when confronted with disruptive changes in technology and market structure ... and he tells how to avoid a similar fate as business races online into the twenty-first century. The Innovator's Dilemma eloquently demonstrates a shattering paradox: that the best of conventional good business practices can ultimately weaken a great firm. There is a certain type of technological innovation that Christensen labels disruptive technology, which mainstream customers initially reject. Following these customers causes well-managed firms to allow strategic innovations to languish. The solution? Create a subsidiary entirely focused on the emerging market, one that is free to be visionary while courting an unorthodox customer base and staying poised to catch the next great wave of industry growth. Sharp, cogent, and provocative, The Innovator's Dilemma is one of the most talked about business books of our time-and something that none of today's executives will dare to be without.



-----------------------------------------------Product Details
Amazon Sales Rank: #348417 in Books
Published on: 2000-05
Released on: 2000-05-02
Number of items: 1
Binding: Paperback
320 pages

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Editorial Reviews
Amazon.com
What do the Honda Supercub, Intel's 8088 processor, and hydraulic excavators have in common? They are all examples of disruptive technologies that helped to redefine the competitive landscape of their respective markets. These products did not come about as the result of successful companies carrying out sound business practices in established markets. In The Innovator's Dilemma, author Clayton M. Christensen shows how these and other products cut into the low end of the marketplace and eventually evolved to displace high-end competitors and their reigning technologies.

At the heart of The Innovator's Dilemma is how a successful company with established products keeps from being pushed aside by newer, cheaper products that will, over time, get better and become a serious threat. Christensen writes that even the best-managed companies, in spite of their attention to customers and continual investment in new technology, are susceptible to failure no matter what the industry, be it hard drives or consumer retailing. Succinct and clearly written, The Innovator's Dilemma is an important book that belongs on every manager's bookshelf. Highly recommended. --Harry C. Edwards

From AudioFile
When new technologies become available, how do established companies take advantage of these innovations without disrupting existing relationships with customers and stockholders? The managerial formula that solves this dilemma is far from simple, but this abridgment of the author's 1997 book will be easily understood by anyone interested in technological revolutions. The clarity of these broad-brush ideas is just plain fascinating. The reader's gravity and dramatic precision will be distracting for many people, but only for the first few minutes. After that, the big ideas in this program take over and captivate the listener's attention. T.W. © AudioFile 2001, Portland, Maine-- Copyright © AudioFile, Portland, Maine

From Booklist
The author, an associate professor at Harvard Business School, asks why some well-managed companies that stay on top of new technology and practice quality customer service can still falter. His own research brought a surprising answer to that question. Christensen suggests that by placing too great an emphasis on satisfying customers' current needs, companies fail to adapt or adopt new technology that will meet customers' unstated or future needs, and he argues that such companies will eventually fall behind. Christensen calls this phenomenon "disruptive technology" and demonstrates its effects in industries as diverse as the manufacture of hard-disk drives and mass retailing. He goes on to offer solutions by providing strategies for anticipating changes in markets. This book is another in the publisher's Management of Innovation and Change series. David Rouse


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Customer Reviews
every product manager must read this
OK, I admit, some of it can be a bit boring, especially the first couple of chapters. But the premise and his argument are great.

A product manager who has not read this book is not a product manager at all!

unconvincing
This book analyzes why established successful companies repeatedly miss "less sensible" (to their own value network) innovations in the low-end "emerging" market and how products in the low end market eventually displace existing products in the entire market. The book does a comprehensive analysis of the phenomena.

However, I am not convinced with the analysis. People make wrong forecasts of trends and miss emerging markets for many reasons. New entrants fail in trial and error with this extremely high risk game. Does it make sense for an established company to maintain an independent unit for playing this high risk game at a considerable expense? Or should they be the follower and let small companies bear the initial high cost ? I don't think there is a clear answer like what the author has suggested.

There are some uncommon and incorrect use of technology terms (e.g. Java "protocol",computer "automated "design), which let you doubt the credibility and seriousness of the author. The writing is in fairly academic style with great clarity. But it can be repetitive in many places, revisiting the same materials.

Disrupt your competitors, not your customers!
With the Innovator's Dilemma, Clayton Christensen delivers a very powerful analysis of the role of innovation in gaining market leadership. The question raised is whether market leadership can be sustained through innovation alone. Indeed, the core of the Innovator's Dilemma illustrates how successful companies with established solutions, marquee customers and a valued brand keep being threatened and at time vanquished by start-ups. A recent example would be how established enterprise software vendors have been shaken up by disruptive startups: Remember Salesforce.com vs. Siebel Systems? Christensen addresses a difficult problem that most successful customer focused companies face. Precisely, because it is a formidable challenge for an established company to bring disrupting technology to its own installed base of customers.

Why Employees Don't Do What They're Supposed To Do and What To Do About It

Why Employees Don't Do What They're Supposed To Do and What To Do About It
By Ferdinand F. Fournies



Product Description
Invaluable." --SUCCESS. "In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance ... [This book] should be on the desk of anyone who manages others."--ENTREPENEUR. THE TOP 10 REASONS EMPLOYEES DON'T DO WHAT THEY'RE SUPPOSED TO DO:
10. They don't know why they should do it;
9. They don't know how to do it
8. They don't know what they are supposed to do
7. They think your way will not work
6. They think their way is better
5. They think something else is more important
5. They think they are doing it
4. They are punished for doing it
3. They are rewarded for not doing it
2. It's beyond their personal limits
1. No one could do it
This book tells you how to avoid or handle each situationÑand the 6 other reasons that comprise the total list of reasons employees don't do their jobs. Universally praised and a perennial best seller, this book made The New York Times business bestseller list in early 1998--10 years after it came out! Why? Competition to attract and keep good employees is fiercer than ever. Today's employers need the no-nonsense people-management skills this book teaches. Based on real experiences of 25,000 managers surveyed by a Columbia Graduate School of Business professor, this results-oriented guide--newly updated for todayÕs changing workplace--provides proven, straightforward methods that work on real jobs, in real businesses, in the real world. This updated edition also gives you new input from 5000 additional managers, plus more help with temp workers, service industries, flex time, computers, telecommuting, stress, and safety!


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Product Details
Amazon Sales Rank: #73194 in Books
Published on: 1999-04-01
Number of items: 1
Binding: Paperback
144 pages

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Editorial Reviews
Book Info
Presents a results-oriented guide--newly updated for today's changing workplace. Provides solid, straightforward methods that work with real people in real business in the real world. Softcover. DLC: Supervision of employees.

From the Back Cover


The essential management survival tool­­with all new data from more than 5,000 managers.

The sheer common sense in this classic resource is what every generation of managers is thirsting for­­and that's one key reason the book is a New York Times Business Bestseller a full ten years after its original publication. Drawing on new findings from 5,000 managers, Why Employees Don't Do What They're Supposed to Do is abundantly expanded to address such new workplace issues as flex time, retaining good employees, telecommuting, workplace stress, technology, the proliferation of service industries, increased use of temps, and violence in the workplace. The solid, down-to-earth, and easily accessible advice in this book makes it a true desk-side companion.

"Invaluable."­­Success.

"In simple, straightforward language, Fournies offers practical solutions to the problems of employee performance ... [This book] should be on the desk of anyone who manages others."­­Entrepreneur

"A practical, results-oriented guide for every VP, manager, supervisor, foreman, and small-business owner ... The practical advice provided here is applicable to all kinds of jobs at all levels ... It is an essential resource of innovative, practical ways to achieve optimum employee performance."­­Business Opportunities Journal

"Straightforward answers to a question managers have asked themselves time and time again ... Fournies's book delivers what his title promises."­­Shop Talk

"A fresh management approach to getting better results."­­Association Management

"A practical, down-to-earth book that should help managers improve employee performance."­­Communications Briefing


About the Author
Ferdinand F. Fournies, internationally recognized consultant, speaker, and professor at Columbia's Graduate School of Business is now retired.


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Customer Reviews
Great Start for Those New to Management
Reading Why Employees Don't Do What They're Supposed To...and What To Do About It is just one book out of a "set" that I checked out from our local library that I am currently reading my way through. My housemate was recently promoted to a general manager position at a national pizza chain and was supposed to receive on the job training...but typically, has received none. So, we thought it might be helpful to do some reading on the subject of leadership, management and supervision of employees. This is our second read and overall, I'd say it covers the basics and is a great lead off for doing a reading set (as we are) but this book would probably be useless to anyone who had had adequate management experience or for those who have already done extensive reading in this area.

Fourines leads off with the premise that there are essentially 16 reasons or "root causes" for conflict between employees and managers and he sets out to systematically explain, clarify and give examples for each. It might have been nice for the author to acknowledge that his moderate and positive approach to these issues and problems do not always work...and he offers no progression or escalation of steps beyond the very basics...so if you have one of the problems he's describing and the solution given doesn't work, the author really hadn't helped delineate what the progression from there might or should be. The writing here is simple, concise and accessible and the author makes his point very well (with the exception of escalation of problems beyond the scope given). We both enjoyed reading this and feel it's best used by those new to management who are not receiving mentoring or adequate on the job training as they are starting out. Long-time managers or those well read in this area might enjoy it as a reminder or refresher for the basics of management but won't find much else to inspire or learn in these pages. Ultimately I give Fourines book 3 stars...a good place to start, but don't stop here!


Why Employees Don't Do What They're Supposed to Do and What To Do About It
Lot's of effective hands on things you can use immediately. Great use of your time & enjoyable to read as well.

A common workplace question definitively answered.
The truth is that in this book, as in others expressing simple truth, the value may be in the reminder. Others who have reviewed this book seem to think that its content may be somewhat simplistic, or maybe just basic stuff. My observation is that yes, for me, much of the information in the book is basic, the ideas are not new to me, nor are the recommended responses. The fact remains that in too many work places productivity is less than optimum and is not what it might be because of the specific reasons offered in this little book.

Whether you have ever been expected to manage employees or not, you will relate to the content of this small volume. Those who manage others will gather hints on how to better understand their reports and will receive suggestions that if used will allow them to become better managers. All employees will gain a perspective from which they will be better able to communicate the frustrations they may be experiencing in their work situation.

This short book should be read by all who work.

The New New Thing : A Silicon Valley Story

The New New Thing : A Silicon Valley Story
By Michael Lewis


Product Description
The book that does for Silicon Valley what "Liar's Poker" did for Wall Street.

In the weird glow of the dying millennium, Michael Lewis sets out on a safari through Silicon Valley to find the world's most important technology entrepreneur, the man who embodies the spirit of the coming age. He finds him in Jim Clark, who is about to create his third, separate, billion-dollar company: first Silicon Graphics, then Netscape-which launched the Information Age-and now Healtheon, a startup that may turn the $1 trillion healthcare industry on its head.

Despite the variety of his achievements, Clark thinks of himself mainly as the creator of "Hyperion," which happens to be a sailboat . . . not just an ordinary yacht, but the world's largest single-mast vessel, a machine more complex than a 747. Clark claims he will be able to sail it via computer from his desk in San Francisco, and the new code may contain the seeds of his next billion-dollar coup.

On the wings of Lewis's celebrated storytelling, the reader takes the ride of a lifetime through this strange landscape of geeks and billionaires. We get the inside story of the battle between Netscape and Microsoft; we sit in the room as Clark tries to persuade the investment bankers that Healtheon is the next Microsoft; we get queasy as Clark pits his boat against the rage of the North Atlantic in winter. And in every brilliant anecdote and character sketch, Lewis is drawing us a map of markets and free enterprise in the twenty-first century.


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Product Details
Amazon Sales Rank: #391938 in Books
Published on: 1999-10
Released on: 1999-10-20
Number of items: 1
Binding: Hardcover
268 pages

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Editorial Reviews
Amazon.com
Michael Lewis was supposed to be writing about how Jim Clark, the founder of Silicon Graphics and Netscape, was going to turn health care on its ear by launching Healtheon, which would bring the vast majority of the industry's transactions online. So why was he spending so much time on a computerized yacht, each feature installed because, as one technician put it, "someone saw it on Star Trek and wanted one just like it?"

Much of The New New Thing, to be fair, is devoted to the Healtheon story. It's just that Jim Clark doesn't do startups the way most people do. "He had ceased to be a businessman," as Lewis puts it, "and become a conceptual artist." After coming up with the basic idea for Healtheon, securing the initial seed money, and hiring the people to make it happen, Clark concentrated on the building of Hyperion, a sailboat with a 197-foot mast, whose functions are controlled by 25 SGI workstations (a boat that, if he wanted to, Clark could log onto and steer--from anywhere in the world). Keeping up with Clark proves a monumental challenge--"you didn't interact with him," Lewis notes, "so much as hitch a ride on the back of his life"--but one that the author rises to meet with the same frenetic energy and humor of his previous books, Liar's Poker and Trail Fever.

Like those two books, The New New Thing shows how the pursuit of power at its highest levels can lead to the very edges of the surreal, as when Clark tries to fill out an investment profile for a Swiss bank, where he intends to deposit less than .05 percent of his financial assets. When asked to assess his attitude toward financial risk, Clark searches in vain for the category of "people who sought to turn ten million dollars into one billion in a few months" and finally tells the banker, "I think this is for a different ... person." There have been a lot of profiles of Silicon Valley companies and the way they've revamped the economy in the 1990s--The New New Thing is one of the first books fully to depict the sort of man that has made such companies possible. --Ron Hogan

From Publishers Weekly
While it purports to look at the business world of Silicon Valley through the lens of one man, that one man, Jim Clark, is so domineering that the book is essentially about Clark. No matter: Clark is as successful and interesting an example of Homo siliconus as any writer is likely to find. Lewis (Liar's Poker) has created an absorbing and extremely literate profile of one of America's most successful entrepreneurs. Clark has created three companiesASilicon Graphics, Netscape (now part of America Online) and HealtheonAeach valued at more than $1 billion by Wall Street. Lewis was apparently given unlimited access to Clark, a man motivated in equal parts by a love of the technology he helps to create and a desire to prove something to a long list of people whom he believes have done him wrong throughout his life (especially his former colleagues at Silicon Graphics). As Lewis looks at the various roles of venture capitalists, entrepreneurs and programmers and at how these very different mindsets fit together in the anatomy of big deals, he gives readers a sense of how the Valley works. But the heart of the book remains Clark, who simultaneously does everything from supervise the creation of what may be the world's largest sloop to creating his fourth company (currently in the works). Lewis does a good job of putting Clark's accomplishments in context, and if he is too respectful of Clark's privacy (several marriages and children are mentioned but not elaborated on), he provides a detailed look at the professional life of one of the men who have changed the world as we know it. (Oct.)
Copyright 1999 Reed Business Information, Inc.

From Library Journal
Acclaimed journalist Lewis does for Silicon Valley in the Nineties what his previous best seller, Liar's Poker, did for Wall Street in the Eighties. The book is threefold in scope. First, it offers an insightful look at the life and career of Dr. Jim Clark, the eccentric but brilliant visionary who thus far has created three multi-billion-dollar ground-breaking enterprises--Silicon Graphics, Netscape, and Healtheon. Second, it gives an insider's look at how the concept of the "new new thing" has been translated into an actionable product by key players in the game. Finally, it presents a social history of Silicon Valley, which has become the primary driver for worldwide social, economic, and political change. Although a little slow at times, this book is a great read and tells a compelling story. Highly recommended for both academic and public libraries.
---Norman B. Hutcherson, Beale Memorial Lib., Bakersfield, CA
Copyright 1999 Reed Business Information, Inc.


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Customer Reviews
What would you do if you researched a book and didn't find anything?
I'm a big fan of Michael Lewis. He usually brings characters and situations to life and provides a perspective on a situation that introduces me to a new way of looking at things. That's not the case here.

I get the feeling when Michael Lewis got permission to follow Jim Clark around for several months to write about him he thought he'd hit the mother load of great book material. Here was a guy who had traipsed through the daunting world of technology with a seeming Midas touch. Heck, the man had started Silicon Graphics and Netscape.

As I read the book, however, something strange happened, I started wondering, "When did Michael Lewis realize he was following the most improbably boring man in the world?" Jim Clark should be fascinating; he starts huge companies and turns venture capitalists on their ears, he flies helicopters, rides motorcycles and builds ludicrously complex, large and expensive sailboats. Jim Clark is a man who is never satisfied and always striving for the "New, New Thing." Yet somehow, Jim Clark is also apparently stone cold dull.

In the course of the whole book, not one Jim Clark quote is interesting, entertaining, or insightful. It doesn't seem like Clark won't open up to Lewis, it's more like he's a one-dimensional guy. Lewis writes the book in a way that indicates that he's an author that knows he's got nothing but has invested far too much time in research to try to turn back. The book becomes focused on the attempt to get Clark's newest technology-laden boat ready for an Atlantic crossing; hardly what I'm guessing Lewis set out to write.

The crossing itself turns out to be a non-event and unfortunately the book does to. Don't despair though, read Moneyball or Liar's Poker or Blindside and you'll find that Michael Lewis can, and usually does, deliver the goods in spades.

A distorted view of Silicon Valley technology startups
"The New New Thing" tells two stories. The first is the story of Jim Clark, a technical entrepreneur who founded three companies -- Silicon Graphics, Netscape, and Healtheon -- that achieved phenomenal heights during the Internet boom of the 1990's. Clark is, to say the least, an interesting character; at least two of Clark's business associates are quoted in the book calling him a "maniac". Clark is driven almost entirely by an unending greed, so for me at least, he quickly became an unsympathetic character around which to hang an entire book. Another criticism I have is that far too many pages of the book are spent on Clark's quest to build and debug Hyperion, the world's largest computer-controlled sailboat. These sections were a distraction from the rest of the narrative. (By the way, it's pretty clear that although they may have been smart, the people writing the software for Hyperion -- including Clark himself -- were all pretty lousy software engineers.)

The second story is that of Silicon Valley, and it doesn't come off looking much better than Clark. Lewis seems to have been granted incredible access to Clark's life, which included the ability to interview and attend meetings with the Valley's top movers and shakers -- the engineers, senior managers, and venture capitalists who fund them. As a computer scientist who has lived and worked in the Valley since 1991, I found this material to be enlightening, and certainly the strongest part of the book. Perhaps most fascinating is the way the decisions of the venture capital (VC) firms and investment banks are based so much on perception rather than sound reasoning. For example, one minute the VCs are writing off their Healtheon investments as a total loss, but the next minute -- when Clark offers to invest $40M of his own money in the failing venture -- they all clamor to invest more in it. Sadly, during the "irrational exuberance" of the late 1990's, this was actually a winning strategy.

One danger in writing a book about the new new thing -- at the height of the Internet bubble no less -- is that it can quickly become old. And this book has not aged well. Yes, Jim Clark was the first person in Silicon Valley to have founded three companies with a market capitalization exceeding $1 billion, and yes, he made himself and many others around him obscenely rich. But most of the companies he started have not been lasting successes: as of this writing in 2007, Silicon Graphics is dying, having lost tens to hundreds of millions of dollars in each of the last four fiscal years; Netscape was acquired by AOL, whose subsequent acquisition by Time Warner nearly killed the latter company; Healtheon merged with WebMD, whose business model is substantially less ambitious than Clark's original concept for the company; and myCFO, the newest new enterprise mentioned at the end of the book, morphed into a company that offered illegal tax shelters to wealthy clients, came under investigation by the IRS, and was eventually sold for only one third of the original money poured into it. Toward the end of the book, Lewis also wryly mocks John Doerr's VC firm Kleiner Perkins for paying $25M for a 33% stake in Google, which he writes "consisted of a pair of Stanford graduate students who had a piece of software that might or might not make it easier to search the Internet." Poor Kleiner Perkins. Their Google investment was obviously a terrible mistake.

Michael Lewis is a great writer, but I enjoyed two of his other books far more: Liar's Poker: Rising Through the Wreckage on Wall Street and Moneyball: The Art of Winning an Unfair Game.

All in all, "The New New Thing" does a good job of exposing the underbelly of Silicon Valley capitalism. But its focus on Clark and companies born out of the Internet bubble gives a distorted picture of the challenges in founding and running a technical startup. For a more accurate depiction, I recommend Startup: A Silicon Valley Adventure.


Classic Michael Lewis on Silicon Valley
If you have read any of Michael Lewis's other books and found them enjoyable (either writing style or topic), you will find this a good read, worthy of your time. You will learn a little about the atmosphere of Silicon Valley during the height of the bubble / late 90s as well as about a very unique figure who helped (over exagerated, per Economist) start it all.

The Innovator's Dilemma: The Revolutionary National Bestseller That Changed The Way We Do Business

The Innovator's Dilemma: The Revolutionary National Bestseller That Changed The Way We Do Business
By Clayton M. Christensen


Product Description
How Great Firms Fail By Doing Everything Right

Harvard professor Clayton M. Christensen demonstrates in the most revolutionary business book in years why outstanding companies that did everything right-were in tune with the competition, listened to customers, and invested aggressively in new technologies still lost their market leadership when confronted with disruptive changes in technology and market structure ... and he tells how to avoid a similar fate as business races online into the twenty-first century. The Innovator's Dilemma eloquently demonstrates a shattering paradox: that the best of conventional good business practices can ultimately weaken a great firm. There is a certain type of technological innovation that Christensen labels disruptive technology, which mainstream customers initially reject. Following these customers causes well-managed firms to allow strategic innovations to languish. The solution? Create a subsidiary entirely focused on the emerging market, one that is free to be visionary while courting an unorthodox customer base and staying poised to catch the next great wave of industry growth. Sharp, cogent, and provocative, The Innovator's Dilemma is one of the most talked about business books of our time-and something that none of today's executives will dare to be without.



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Product Details
Amazon Sales Rank: #348417 in Books
Published on: 2000-05
Released on: 2000-05-02
Number of items: 1
Binding: Paperback
320 pages

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Editorial Reviews
Amazon.com
What do the Honda Supercub, Intel's 8088 processor, and hydraulic excavators have in common? They are all examples of disruptive technologies that helped to redefine the competitive landscape of their respective markets. These products did not come about as the result of successful companies carrying out sound business practices in established markets. In The Innovator's Dilemma, author Clayton M. Christensen shows how these and other products cut into the low end of the marketplace and eventually evolved to displace high-end competitors and their reigning technologies.

At the heart of The Innovator's Dilemma is how a successful company with established products keeps from being pushed aside by newer, cheaper products that will, over time, get better and become a serious threat. Christensen writes that even the best-managed companies, in spite of their attention to customers and continual investment in new technology, are susceptible to failure no matter what the industry, be it hard drives or consumer retailing. Succinct and clearly written, The Innovator's Dilemma is an important book that belongs on every manager's bookshelf. Highly recommended. --Harry C. Edwards

From AudioFile
When new technologies become available, how do established companies take advantage of these innovations without disrupting existing relationships with customers and stockholders? The managerial formula that solves this dilemma is far from simple, but this abridgment of the author's 1997 book will be easily understood by anyone interested in technological revolutions. The clarity of these broad-brush ideas is just plain fascinating. The reader's gravity and dramatic precision will be distracting for many people, but only for the first few minutes. After that, the big ideas in this program take over and captivate the listener's attention. T.W. © AudioFile 2001, Portland, Maine-- Copyright © AudioFile, Portland, Maine

From Booklist
The author, an associate professor at Harvard Business School, asks why some well-managed companies that stay on top of new technology and practice quality customer service can still falter. His own research brought a surprising answer to that question. Christensen suggests that by placing too great an emphasis on satisfying customers' current needs, companies fail to adapt or adopt new technology that will meet customers' unstated or future needs, and he argues that such companies will eventually fall behind. Christensen calls this phenomenon "disruptive technology" and demonstrates its effects in industries as diverse as the manufacture of hard-disk drives and mass retailing. He goes on to offer solutions by providing strategies for anticipating changes in markets. This book is another in the publisher's Management of Innovation and Change series. David Rouse


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Customer Reviews
every product manager must read this
OK, I admit, some of it can be a bit boring, especially the first couple of chapters. But the premise and his argument are great.

A product manager who has not read this book is not a product manager at all!

unconvincing
This book analyzes why established successful companies repeatedly miss "less sensible" (to their own value network) innovations in the low-end "emerging" market and how products in the low end market eventually displace existing products in the entire market. The book does a comprehensive analysis of the phenomena.

However, I am not convinced with the analysis. People make wrong forecasts of trends and miss emerging markets for many reasons. New entrants fail in trial and error with this extremely high risk game. Does it make sense for an established company to maintain an independent unit for playing this high risk game at a considerable expense? Or should they be the follower and let small companies bear the initial high cost ? I don't think there is a clear answer like what the author has suggested.

There are some uncommon and incorrect use of technology terms (e.g. Java "protocol",computer "automated "design), which let you doubt the credibility and seriousness of the author. The writing is in fairly academic style with great clarity. But it can be repetitive in many places, revisiting the same materials.

Disrupt your competitors, not your customers!
With the Innovator's Dilemma, Clayton Christensen delivers a very powerful analysis of the role of innovation in gaining market leadership. The question raised is whether market leadership can be sustained through innovation alone. Indeed, the core of the Innovator's Dilemma illustrates how successful companies with established solutions, marquee customers and a valued brand keep being threatened and at time vanquished by start-ups. A recent example would be how established enterprise software vendors have been shaken up by disruptive startups: Remember Salesforce.com vs. Siebel Systems? Christensen addresses a difficult problem that most successful customer focused companies face. Precisely, because it is a formidable challenge for an established company to bring disrupting technology to its own installed base of customers.

The World Is Flat?: A Critical Analysis of New York Times Bestseller by Thomas Friedman

The World Is Flat?: A Critical Analysis of New York Times Bestseller by Thomas Friedman
By Ronald Aronica, Mtetwa Ramdoo

Product Description
Globalization is the greatest reorganization of the world since the Industrial Revolution, and is threatening to hollow out America's middle class.
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Millions of Americans are preoccupied with the outsourcing of American jobs and the threat of global economic competition. From boardrooms to classrooms to kitchen tables and water coolers, globalization has become a hot topic of discussion and debate everywhere --including a best-selling book by a famous journalist. However, Thomas Friedman's runaway bestseller, The World is Flat, is dangerous. Friedman makes "arguments by assertion," assertions based not on documented facts, but on stories from friends and elite CEOs he visits --not even one footnote reference. Yet his book influences business and government leaders around the globe. By what it leaves out, it does nothing more than misinform the American people and our leaders.


Aronica and Ramdoo show that the world isn't flat; it's tilted in favor of unfettered global corporations that exploit cheap labor in China, India and beyond. This concise monograph brings clarity to many of Friedman's misconceptions, and explores nine key issues that Friedman largely ignores, including the hollowing out of America's debt-ridden middle class. To create a fair and balanced exploration of globalization, the authors cite the work of experts that Friedman fails to incorporate, including Nobel laureate and former Chief Economist at the World Bank, Dr. Joseph Stiglitz.

Refreshingly, you can now gain new insights into globalization without weeding through Friedman's almost 600 pages of ill-informed, grandiloquent prose and bafflegab.


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Product Details
Amazon Sales Rank: #106732 in Books
Published on: 2006-08
Number of items: 1
Binding: Paperback
132 pages

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Editorial Reviews
About the Author
RONALD ARONICA is a business analyst and consultant to business and governmental organizations. In his writings, including the book, The Death of 'e' and the Birth of the Real New Economy, he uses his more than thirty years experience to help readers separate hype from reality.

MTETWA "TET" RAMDOO is an independent business research analyst. She focuses on the impact of globalization on various industries, and the overall impact of globalization on business and social transformation.


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Customer Reviews
Read Collapse by Jared Diamond instead
I really wanted to like this book since my friends are so critical of Thomas Friedman's politically incorrect views, but I enjoyed the World is Flat a heck of a lot more than this book. It was nit picky and whiny. It's two redeeming features were the description of farmers in India and their inability to cope with changes brought on by multi-nationals' actions in the field of agriculture and the list of sources at the end of the book. So what if Thomas Friedman golfs and speaks to CEOs! I don't, so hearing about it is interesting to me. Maybe if the authors of this book had a writing style as accessible as Thomas Friedman's, it would have a higher rating from me. Read Jared Diamond's Collapse if you want to read about the effects of globalization in China.

What do economists think?
We've used this book in my globalization course, and it certainly sparked the discussion on this crucial subject. Don't read Friedman without also reading this book.

A Perspective from India

Thomas Friedman's book was triggered by the CEO of an Indian software
company in Bangalore who said the playing field was being leveled. Then,
as only a celebrity pundit can do, Friedman spun a sound bite, "The World
is Flat," and garnished story after story from his elite contacts,
while avoiding contact with the likes of Dr. Vandana Shiva, Director
of the Research Foundation for Science, Technology & Ecology and others
who have a different perspective on what's really happening in India.

Here's a snippet from Dr. Shiva in Aronica and Ramdoo's book,
"Friedman presents a 0.1% picture and hides 99.9%. And in the 99.9%
are Monsanto's seed monopolies and the suicides of thousands of
farmers. In the hidden 99.9% economy are thousands of tribal children
in Orissa, Maharashtra, Rajasthan who died of hunger because the public
distribution system for food has been dismantled to create markets for
agribusiness. The world of the 99.9% has grown poorer because of the
economic globalisation. Free-trade is about corporate freedom and citizen
disenfranchisement. What Friedman is presenting as a new `flatness'
is in fact a new caste system, a new Brahminism, locked in hierarchies of
exclusion. By presenting open sourcing in the same category as outsourcing
and off shore production, Friedman hides corporate greed, corporate
monopolies and corporate power, and presents corporate globalisation as
human creativity and freedom. This is deliberate dishonesty, not just
result of flat vision."

Small wonder that at the last minute, Friedman cancelled the appointment he had with Dr. Shiva.

Perhaps Friedman could have borrowed a more appropriate title for his
book from former Harvard B-school professor, David Korten's book,
"When Corporations Rule the World."

If you want to understand the megatrend of our time, this book
offers a great starting point.
For someone looking for a more complete picture of globalization,
Aronica and Ramdoo offer a concise, but comprehensive overview.
And if you want more, the book provides a roadmap of extensive
resources for further exploration. Aronica and Ramdoo are
pro-globalization, but open your eyes to the many forms of
globalization that Friedman ignores. There is also a
companion web site which contains a number of links
to articles and presentations from some of the most qualified thinkers
on globalization: www.mkpress.com/flat