Vous l'avez déjà ? Vendez votre exemplaire ici
Désolé, cet article n'est pas disponible en
Image non disponible pour la
couleur :
Image non disponible

 
Dites-le à l'éditeur :
J'aimerais lire ce livre sur Kindle !

Vous n'avez pas encore de Kindle ? Achetez-le ici ou téléchargez une application de lecture gratuite.

The 10 Second Internet Manager: Survive, Thrive & Drive Your Company in the Information Age [Anglais] [CD]

Mark Breier


Voir les offres de ces vendeurs.


Formats

Prix Amazon Neuf à partir de Occasion à partir de
Relié --  
CD --  

Offres spéciales et liens associés


Détails sur le produit


En savoir plus sur les auteurs

Découvrez des livres, informez-vous sur les écrivains, lisez des blogs d'auteurs et bien plus encore.

Vendre une version numérique de ce livre dans la boutique Kindle.

Si vous êtes un éditeur ou un auteur et que vous disposez des droits numériques sur un livre, vous pouvez vendre la version numérique du livre dans notre boutique Kindle. En savoir plus

Commentaires en ligne 

Il n'y a pas encore de commentaires clients sur Amazon.fr
5 étoiles
4 étoiles
3 étoiles
2 étoiles
1 étoiles
Commentaires client les plus utiles sur Amazon.com (beta)
Amazon.com: 3.1 étoiles sur 5  26 commentaires
27 internautes sur 31 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 Ideas for Managing on Internet Time 26 septembre 2000
Par Donald Mitchell - Publié sur Amazon.com
Format:Relié
This book is basically an Internet version of Mark McCormack's classic, What They Don't Teach You at Harvard Business School. His basic point is how you can get more done in less time, with fewer errors, and less effort. That is essential in any fast-paced situation. Anyone who has wondered how an Internet CEO expands a business rapidly will get valuable details that can be applied to anyone's business in shrinking elapsed time.
If I say all of those nice things, why didn't I rate the book higher? Basically, because it seemed to me that all of Mr. Breier's principles serve to create many transactional interactions, but do relatively little to create and extend trustworthy relationships. Just because someone e-mails me three times a day doesn't mean that I feel any closer to them.
Mr. Breier often seems to confuse more activity with effectiveness. For example, his claim to fame is as a marketing thinker, yet the weakest of his principles had to do with picking brand names. In fact, the name of his business, 'Beyond.com,' seems to me to be a perfect example of a name that will be hard to turn into a meaningful brand. With a better brand name, the cost of building could have been vastly less. He is pleased to report in the book that appearing mostly undressed on CNBC got him lots of impressions for the company's Web site. I agree that it got lots of impressions, but at least some of them had to be bad impressions.
I was particularly surprised that he missed the lesson of The One Minute Manager, which this book is supposed to update. The main idea of that book is to encourage people by catching them doing something right, and praising them. They they get things done without much support, other than helping them learn. Mr. Breier's world would not permit the time to do that. His book is filled with lists of do's and don'ts -- far more than most people will be able to remember, each of which must be executed in ever faster amounts of time. Who would want to live like that?
At a time when Internet business models are rapidly becoming obsolete, I had expected that he would remind people to stay ahead of the competition with evolving business models and to treat and help employees and customers better than anyone else does. I looked in vain for those important priorities. The closest he gets is telling people to 'make feedback your friend.'
The book's concept is a good one, but the execution just isn't there. Those who have trouble speeding up their activities will probably get some good ideas here, though, as a time management book in the Internet age. I gave the book three stars for its ideas on that subject.
After you finish this book, consider what your top three priorities should be to ensure the most rapid and sustained success. How can your organize what you do to accelerate progress in those areas? How can you organize your time to make your work more fun and meaningful to you? How can you improve the lives of those you come into contact with? Feel free to add any other dimensions that you care about to these questions.
12 internautes sur 14 ont trouvé ce commentaire utile 
1.0 étoiles sur 5 File under 'irony' 19 décembre 2000
Par Un client - Publié sur Amazon.com
Format:Relié
I picked this up because someone in my family lost money on the company that the author was running that he uses as his main example for the book. I now see that this book is emblematic of the entire dot-com disaster -- focus on gimmicks and marketing and cross your fingers somebody won't catch on to how empty most of it is. How could anyone whose company collapsed as spectacularly as Beyond.com (now trading under 50 cents) have the gall to give people advice on how to run an Internet company?
This book is just an ego trip at high speed. Breier is obsessed with speed, from his computer, his employees, his meetings. There is no reason to believe all this run around as fast as you can, email your brains out stuff works in any meaningful way if you don't have the mgt smarts to actually sell stuff and get paid for it, day in and day out. His advice about the importance of branding sort of sounds slick and right -- if you don't realize that when it came time to do it, he so spectacularly botched it. Beyond spent a fortune on its patently offensive "naked man" campaign to build up its consumer profile and then totally pulled the plug in order to refocus on govt and business -- two audiences where having a customer able to order software online while sitting around the house nude would not exactly fly as benefits on the old purchase order.
This book is useful for disorganized people who can't get through a simple list of errands in the course of a day, but as for figuring out how to run an internet company, well, where's Bezos' book?
7 internautes sur 7 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Fast read with some good ideas. 2 novembre 2000
Par Michael P. Mesaros - Publié sur Amazon.com
Format:Relié
Don't expect a lot of deep insights in this spare volume, but there are some good ideas here that make it worth reading. The chapter on using e-mail, alone, is worth the cost of the book. I summarized that chapter and distributed it to other members of my department.
17 internautes sur 22 ont trouvé ce commentaire utile 
1.0 étoiles sur 5 Mark Breier is an idiot 21 avril 2001
Par Un client - Publié sur Amazon.com
Format:Relié
so, I'm standing in the hallway at Amazon.com, and Mark Breier is complaining about having to drink warm Pepsi. The vending machines only had Coke, so he had to bring his own Pepsi in, and was keeping it under his desk.
A passer-by hears this and says, 'Mark, why don't you put the Pepsi in the fridge?'
Breier looks startled, and then shouts at the top of his lungs 'BIG IDEA! BIG IDEA! PUT THE PEPSI IN THE FRIDGE!!!', runs into his office, gathers up several six packs in his arms, and runs back into the hallway, shouting 'PUT THE PEPSI IN THE FRIDGE!!!BIG IDEA! BIG IDEA!' on his way to the fridge.
If you want to take managment advice from someone who can't figure out how to chill a beverage, buy this book.
6 internautes sur 7 ont trouvé ce commentaire utile 
1.0 étoiles sur 5 useful (mostly for shallow readers) but also irritating 20 février 2002
Par Un client - Publié sur Amazon.com
Format:Relié
This book exemplifies the Internet Bubble with a capital B: 95% marketing hype 5% substance. The author gloats about such practices as having the company's system admins optimize the email login services so that he could get his mail few seconds faster. No mention of how much that actually cost the company. Another interesting story, how while Breier was making a presentation to a brick and mortar company (read value oriented) he was criticized by an older manager as not having anything substantive to offer. Breier's explanation: some people just don't get it. P>This is one of the most irritating books I have ever read. The author never takes a break from selling or hyping you -- a perfect example of rich x-Stanford students selling internet hype in Silicon Valley, making millions doing it, and leaving average Joe holding the bag. It all sounds great until you actually start thinking about it. What is scary is how other CEO's had endorsed this book while beyond.com was trucking along; a lot of CEOs who must have a lot of eggs on their faces.
Ces commentaires ont-ils été utiles ?   Dites-le-nous

Discussions entre clients

Le forum concernant ce produit
Discussion Réponses Message le plus récent
Pas de discussions pour l'instant

Posez des questions, partagez votre opinion, gagnez en compréhension
Démarrer une nouvelle discussion
Thème:
Première publication:
Aller s'identifier
 

Rechercher parmi les discussions des clients
Rechercher dans toutes les discussions Amazon
   


Rechercher des articles similaires par rubrique


Commentaires

Souhaitez-vous compléter ou améliorer les informations sur ce produit ? Ou faire modifier les images?