Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their real-world applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research, analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The July-August 2006 issue features: "How Right Should the Customer Be?" "Ending the War Between Sales and Marketing," "Match Your Sales Force Structure to Your Business Life Cycle," "Leading Change from the Top Line: The HBR Interview," "Better Sales Networks," "The Sales Learning Curve," and "The Ultimately Accountable Job: Leading Today's Sales Organization."
Wednesday, July 05, 2006
Editor Choice - July
Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their real-world applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research, analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The July-August 2006 issue features: "How Right Should the Customer Be?" "Ending the War Between Sales and Marketing," "Match Your Sales Force Structure to Your Business Life Cycle," "Leading Change from the Top Line: The HBR Interview," "Better Sales Networks," "The Sales Learning Curve," and "The Ultimately Accountable Job: Leading Today's Sales Organization."
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