For some retail leaders, intense competition and changing shopping patterns have created a radical rethinking of strategic focus. This has resulted in a fundamental shift from the traditional emphasis on the 4-Ps of the “marketing-mix” (product, price, promotion, place) to a focus instead on the overall shopping experience.

 

This emerging shift has, in turn, placed “good to great” performance as the governing vision and cornerstone of market advantage.  Such a vision has been applied to every aspect of the company’s commitment to operational excellence and customer focus in fulfillment of their brand promise.  It is in this context that Great Store Performance finds its timely relevance and compelling appeal.

 

This book focuses exclusively on the subject of great store performance; what it means in distinction to typically “good” store performance, why its sustained achievement is so elusive and what is required to make its consistent achievement a reality to achieve and sustain market advantage.

 

The recommendations offered in this book are based on the important findings and conclusions of extensive and groundbreaking field research conducted in over one thousand field executive store visits within several major chain store retailers over the past neatly two decades.  Because this is the only book available that deals specifically with the discipline and challenges of retail field leadership, and which is written primarily and directly to and for retail field executives and senior level executives, it promises to be a unique and invaluable contribution.

 

For some retail leaders, intense competition and changing shopping patterns have created a radical rethinking of strategic focus. This has resulted in a fundamental shift from the traditional emphasis on the 4-Ps of the “marketing-mix” (product, price, promotion, place) to a focus instead on the overall shopping experience.

 

This emerging shift has, in turn, placed “good to great” performance as the governing vision and cornerstone of market advantage.  Such a vision has been applied to every aspect of the company’s commitment to operational excellence and customer focus in fulfillment of their brand promise.  It is in this context that Great Store Performance finds its timely relevance and compelling appeal.

 

This book focuses exclusively on the subject of great store performance; what it means in distinction to typically “good” store performance, why its sustained achievement is so elusive and what is required to make its consistent achievement a reality to achieve and sustain market advantage.

 

The recommendations offered in this book are based on the important findings and conclusions of extensive and groundbreaking field research conducted in over one thousand field executive store visits within several major chain store retailers over the past neatly two decades.  Because this is the only book available that deals specifically with the discipline and challenges of retail field leadership, and which is written primarily and directly to and for retail field executives and senior level executives, it promises to be a unique and invaluable contribution.

 

Does the combination of your Open Door Policy and your High-Maintenance employees regularly demolish your schedule?

Do you find yourself looking out your window as your High-Maintenance employees leave work on time while your desk is still piled high with work that will keep you at the office for hours?

Do you find yourself considering less effective ways to delegate work because you just don’t have enough energy to debate the High-Maintenance employees to whom the jobs should be assigned?

If you answered “Yes” to any of these questions, this book offers permanent relief.  A quick read, it is packed with the information you need to effectively combat the productivity, profitability and energy losses associated with High-Maintenance employees. 

A concise working summary of principles for those who manage people, particularly new front line supervisors and their bosses. Can be used as a basis for supervisory and leadership training in any type of organization. Based on practical knowledge and lessons learned from over 80 years of combined, successful business experiences.

A concise working summary of principles for those who manage people, particularly new front line supervisors and their bosses. Can be used as a basis for supervisory and leadership training in any type of organization. Based on practical knowledge and lessons learned from over 80 years of combined, successful business experiences.

Janet Boydell, Barry Deutsch, and Brad Remillard wrote this book with one goal in mind: To help companies avoid hiring mistakes.

Up to 56% of new executives fail within the first two years of hire. You’re Not The Person I Hired! reveals common causes of executive and managerial failure, and shows how you can beat those odds.

The Success Factor Methodology™ encompasses a proprietary set of tools that let hiring teams define success up front. These tools let hiring teams take control of the process and find the candidates who can actually deliver success.

Based on twenty-five years of research and professional success in executive recruiting, You’re Not The Person I Hired! can revolutionize your hiring.

Janet Boydell, Barry Deutsch, and Brad Remillard wrote this book with one goal in mind: To help companies avoid hiring mistakes.

Up to 56% of new executives fail within the first two years of hire. You’re Not The Person I Hired! reveals common causes of executive and managerial failure, and shows how you can beat those odds.

The Success Factor Methodology™ encompasses a proprietary set of tools that let hiring teams define success up front. These tools let hiring teams take control of the process and find the candidates who can actually deliver success.

Based on twenty-five years of research and professional success in executive recruiting, You’re Not The Person I Hired! can revolutionize your hiring.

This book is about providing institutional leaders with a straightforward resource to use a guide in developing a security plan. It is about acquainting them with the many resources available to assist in deliberations concerning planning, selection, budgeting, bidding, installing, training/operating and managing the security process in the school, university or institution.

 

The educational process impacts all of us in so many ways. Learning is the one thing we do everyday of our lives. Teachers and educators formalize this process and were responsible for motivating many of us in our formative years. This book is about preserving and nurturing that process so that it may thrive and function moving forward.

This book is about providing institutional leaders with a straightforward resource to use a guide in developing a security plan. It is about acquainting them with the many resources available to assist in deliberations concerning planning, selection, budgeting, bidding, installing, training/operating and managing the security process in the school, university or institution.

 

The educational process impacts all of us in so many ways. Learning is the one thing we do everyday of our lives. Teachers and educators formalize this process and were responsible for motivating many of us in our formative years. This book is about preserving and nurturing that process so that it may thrive and function moving forward.

ABOUT THIS BOOK This book analyzed the various leadership strategies. It is grouped in three key components, namely: breadth, depth and the application components. The breadth component explored and analyzed the theories of leadership from various theorists, such as: Fiedler (1967), Sanford (1949), Reuters (1967) and Stogdill (1957), (1960). The depth component provided a comprehensive analysis of current literature and research studies on leadership. Over fifty-five current literature and research studies on leadership were reviewed, analyzed, compared and contrasted. As the name may suggest, in the application component the concepts of leadership identified in both the breadth and depth components were applied to solve a known public problem. The suicide epidemic among the Inuit of Nunavut was used to demonstrate how the learning from the theories, literature and research studies on leadership could be used to solve a public problem. The author applied the leadership tenets identified in the various leadership strategies, namely: charismatic, transformational, situational, and transactional leadership approaches for the exposition. The book emphasized on the importance of leadership and how leadership creates social change. This is a good book for managers, supervisors, leaders from various backgrounds, research scholars, teachers and anyone who wants to add values to create social change. It is a strategic book for decision makers.

ABOUT THIS BOOK This book analyzed the various leadership strategies. It is grouped in three key components, namely: breadth, depth and the application components. The breadth component explored and analyzed the theories of leadership from various theorists, such as: Fiedler (1967), Sanford (1949), Reuters (1967) and Stogdill (1957), (1960). The depth component provided a comprehensive analysis of current literature and research studies on leadership. Over fifty-five current literature and research studies on leadership were reviewed, analyzed, compared and contrasted. As the name may suggest, in the application component the concepts of leadership identified in both the breadth and depth components were applied to solve a known public problem. The suicide epidemic among the Inuit of Nunavut was used to demonstrate how the learning from the theories, literature and research studies on leadership could be used to solve a public problem. The author applied the leadership tenets identified in the various leadership strategies, namely: charismatic, transformational, situational, and transactional leadership approaches for the exposition. The book emphasized on the importance of leadership and how leadership creates social change. This is a good book for managers, supervisors, leaders from various backgrounds, research scholars, teachers and anyone who wants to add values to create social change. It is a strategic book for decision makers.

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Janet Boydell, Barry Deutsch, and Brad Remillard wrote this book with one goal in mind: To help companies avoid hiring mistakes.

Up to 56% of new executives fail within the first two years of hire. You’re Not The Person I Hired! reveals common causes of executive and managerial failure, and shows how you can beat those odds.

The Success Factor Methodology™ encompasses a proprietary set of tools that let hiring teams define success up front. These tools let hiring teams take control of the process and find the candidates who can actually deliver success.

Based on twenty-five years of research and professional success in executive recruiting, You’re Not The Person I Hired! can revolutionize your hiring.

This book is about providing institutional leaders with a straightforward resource to use a guide in developing a security plan. It is about acquainting them with the many resources available to assist in deliberations concerning planning, selection, budgeting, bidding, installing, training/operating and managing the security process in the school, university or institution.

 

The educational process impacts all of us in so many ways. Learning is the one thing we do everyday of our lives. Teachers and educators formalize this process and were responsible for motivating many of us in our formative years. This book is about preserving and nurturing that process so that it may thrive and function moving forward.

For some retail leaders, intense competition and changing shopping patterns have created a radical rethinking of strategic focus. This has resulted in a fundamental shift from the traditional emphasis on the 4-Ps of the “marketing-mix” (product, price, promotion, place) to a focus instead on the overall shopping experience.

 

This emerging shift has, in turn, placed “good to great” performance as the governing vision and cornerstone of market advantage.  Such a vision has been applied to every aspect of the company’s commitment to operational excellence and customer focus in fulfillment of their brand promise.  It is in this context that Great Store Performance finds its timely relevance and compelling appeal.

 

This book focuses exclusively on the subject of great store performance; what it means in distinction to typically “good” store performance, why its sustained achievement is so elusive and what is required to make its consistent achievement a reality to achieve and sustain market advantage.

 

The recommendations offered in this book are based on the important findings and conclusions of extensive and groundbreaking field research conducted in over one thousand field executive store visits within several major chain store retailers over the past neatly two decades.  Because this is the only book available that deals specifically with the discipline and challenges of retail field leadership, and which is written primarily and directly to and for retail field executives and senior level executives, it promises to be a unique and invaluable contribution.