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Part Three | Marketing and Innovation
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Part Three | Marketing and Innovation
by William A. Cohen
The Practical Drucker
Cover Page
Title Page
Copyright Page
Contents
Foreword
Introduction
Part One | People
1: General Business Ethics
2: Drucker on Engagement
3: Drucker's Favorite Leadership Book
4: The Seven Deadly Sins of Leadership
5: Three Principles for Developing Yourself
6: Move your Company Ahead by Encouraging your People
7: The Most Important Leadership Decision
8: Drucker and Heroic Leadership
9: What Everyone Knows is Usually Wrong
10: Power Comes from Integrity
11: People have no Limits
Part Two | Management
12: Fear of Job Loss is Incompatible with Good Management
13: You can Accomplish More with Less
14: What to do about Office Politics
15: Above All, do no Harm
16: How to Avoid Failure
17: Quality is not what you may Think
18: Implementation Requires Controls
19: Do the Right Thing at the Right Time
20: How to be a Managerial Fortune-Teller
21: What are you Going to do about it?
Part Three | Marketing and Innovation
22: Can Marketing and Selling Be Adversarial?
23: The Five Great Marketing Sins
24: You can't Get the Right Strategy from a Formula
25: Drucker's Four Approaches to Entrepreneurial Marketing
26: If you Conduct Marketing Research, Conduct it Right
27: Be Careful in using a Bribe
28: There are no Irrational Customers, Only Irrational Marketers
29: Where the Best Innovations Come From
30: Drucker's Theory of Abandonment
31: The Mysteries of Supply-Side Innovation
Part Four | Organizaton
32: The Purpose of your Business is not to Make a Profit
33: Social Responsibility is a Win-Win
34: There are Only Two Organizational Functions
35: Ignorance is Good
36: What to do when an Organization Faces a Crisis
37: The Ultimate Requirement for Running a Good Organization
38: Is Leadership a “Marketing Job”?
39: You must Know your Strengths
40: Drucker's Most Valuable Lesson
Endnotes
Index
About the Author
Free Sample Chapter from A Class with Drucker
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21: What are you Going to do about it?
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22: Can Marketing and Selling Be Adversarial?
PART THREE
Marketing and Innovation
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