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Ex-cel-lence (n.) 1. The clearly false and destructive theory that a company ought to be great at everything it does. 2. A mistaken goal in which the predictable outcome is that the company ends up world-class at nothing--not well-differentiated and therefore not thought of by consumers at the moment of need. Based on exhaustive research, The Myth of Excellence provides conclusive evidence of the futility of trying to be excellent in all aspects of a commercial transaction--price, product, access, experience, and service. Instead, the strategy for your products and services should be to dominate on one element, differentiate on a second, and be at industry par (i.e., average) on the rest. Yes, it is okay to be average as long as your customers know specifically where and how you are superior and world-class.

In "First, Break All The Rules," Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance. In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. This audiobook is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level,and, best of all, the audiobook shows you how to apply them to your own situation.

Great Lakes Brewing Company - Great Lakes Brewing Company is a Cleveland-based brewing company which has been in operation since 1988. Established by brothers Patrick and Daniel Conway, Great Lakes Brewing Company became the first microbrewery in the state of Ohio.

The Great Atlantic and Pacific Tea Company - The Great Atlantic and Pacific Tea Company, better known as A&P, is a supermarket chain in the United States. The company was founded in 1859 as The Great American Tea Company by George Huntington Hartford and George Gilman.

Changing focus: Kodak and the battle to save a great American company - Changing focus: Kodak and the battle to save a great American company is a book about the corporate history and future of the Kodak corporation. In particular, it discusses Kodak's efforts to maintain and diversity its photography businesses in the face of challenges from digital photography, and the mixed results of these efforts.

Great Northern Railway (Great Britain) - The Great Northern Railway (GNR) was a British railway company, founded by the London & York Railway Act of 1846.

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