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Companies of all sizes have been initiating international transactions–mergers and acquisitions, joint ventures, strategic alliances, and private placements–in record numbers. Targeted due diligence is crucial to effectively research, value, and complete these complex deals. With an evolving climate of uncertainty and new, unpredictable threats to business, it is more essential than ever before. Due Diligence for Global Deal Making is an invaluable guidebook for companies trying to capitalize on the opportunities in both developed and emerging cross-border markets. All too often global transactions fail to meet the parties' expectations, and the leading culprit is inadequate due diligence. Especially when the target partner lacks a financial performance track record and significant assets, expanding businesses must answer difficult questions, such as: Why (if at all) do this deal? What are the rules going in, and what happens if things go wrong? Where are the tax, legal, financial, and operational traps, and what are the opportunities? This book provides what’s needed to avoid devastating mistakes and to master the steps that ensure success: Expert analysis, insights, and strategies from experienced practitioners and leading authorities in cross-border matters In-depth coverage of critical topics decision makers need to understand in order to succeed in cross-border transactions–from corporate planning to operational, financial, legal, tax, accounting, and people/organizational considerations Best practices of corporate investors and professional advisers in conducting critical due diligence Noted experts discuss critical topics corporate executives–and all those involved with their company's legal, operational, accounting, and tax matters–need to know to successfully complete complex global transactions today.

Praise for persuasion the art of getting what you want «Dave has exposed the secrets of the most powerful persuaders in the world. This book is a step-by-step guide to changing minds and deeply influencing people in person, in print, on the air, or anyplace else you need to persuade. This book makes persuasion so easy and predictable that it may be the most dangerous persuasion book ever written . . . especially if it ends up in the hands of your competition.» —Mike Litman, CEO, Connect To Success, Inc. and coauthor of Conversations with Millionaires «Dave Lakhani tells you everything you've just got to know about persuasion in this book. It is written provocatively, yet clearly. And it is sure to open your mind while enriching your bank account. I highly recommend it. Fasten your seatbelt when you read it. It takes you on a thrilling ride!» —Jay Conrad Levinson, «The Father of Guerrilla Marketing» and author of the Guerrilla Marketing series of books «Dave Lakhani understands persuasion like few do and is able to break the process down so anyone can understand and use it. I highly recommend this book to anyone who hopes to improve their ability to sell, market, advertise, or negotiate.» —Chet Holmes, Fortune 500 superstrategist and author of the Mega Marketing, Business Growth Masters, and Guerrilla Marketing Meets Karate Master sales programs «Man, talk about persuasive. Dave convinced me to read and review his book, and I don't even like the guy.» —Blaine Parker, author of Million-Dollar Mortgage Radio «Too few books actually put into practice what they promote. Dave Lakhani breaks the mold with this satisfying, powerful read.» —John Klymshyn, author of Move the Sale Forward

In Value Leadership, renowned management and investment expert Peter Cohan – whose 2002 stock picks gained 81percent when the S&P 500 plunged 24 percent— provides a new and powerful concept of sustainable corporate value. Using his expertise in understanding shareholder value, Cohan offers executives seven management principles that were tested in periods of economic expansion and contraction. These principles are: valuing human relationships, fostering teamwork, experimenting frugally, fulfilling your commitments, fighting complacency, winning through multiple means, and giving to your community. Cohan illustrates these principles by drawing on examples from eight Value Leaders— Synopsys, WalMart, Goldman Sachs, MBNA, Johnson & Johnson, J. M. Smucker, Southwest Airlines, and Microsoft. Through two recessions, these companies grew 35 percent faster, were 109 percent more profitable, and generated five times more shareholder wealth than their peers.

Dow Theory for the 21st Century includes everything that the serious investor needs to know about the stock market and how to become financially successful. Expanding upon Charles Dow's 20th century stock market theory, author Jack Schannep provides readers with a better understanding of the ingredients that make up the world of finance, specifically the American stock market, in order to help them achieve investment success.

Praise for Free Cash Flow and Shareholder Yield «Free Cash Flow and Shareholder Yield provides a provocative solution to the profound paradigm shift now redefining valuation standards for markets around the globe. In commonsense terms, it defines how the investment community has begun the journey of shifting to the more dependable, robust metric of free cash flow.» —Rob Brown, Chief Investment Officer, Genworth Financial Asset Management, Inc. This graph tells a singularly compelling story of the changing order of the drivers of total equity returns. In Free Cash Flow and Shareholder Yield, you will learn how this story is the key to informed investing in an evolving global marketplace.

How to turn company values into competitive advantage We are inclined, for whatever reason, to treat values like works of art. We view them as nice to hang on the wall, and beautiful to look at, but we don’t act as though they truly mean much to us in the real world. In fact, the opposite is true. The best organizations understand their values, articulate them clearly, and hold them higher than any short-term concerns or short-cut methods. This does not put these companies at a competitive disadvantage. It is the source of their competitive advantage. If there's no clarity at the top about what values really mean, then there's no consistency at the management level or further down the organization. This means that there's no way to measure, coach, assess, promote or fire people in line with those values. Any organization that does not articulate its values concretely functions like a modern Tower of Babel. No one can be quite sure that they are speaking the same language at different levels or different locations within the organization. Decisions don't always make sense or feel right. Confusion reigns. No matter how compelling and inspirational the organization's vision may be, its aspirations fall far short in reality. Values are about achieving results in a way that is consistent with what an organization stands for. They provide a direct connection between the CEO, the factory worker and everyone in between; and form the basis of the organization's «brand» as understood by employees, customers, suppliers and even shareholders. When the work is done right, values provide an organizing principle, a directional compass that helps organizations succeed; they become a source of energy for an organization's vision, strategy and day-to-day efforts. Vision, strategy, market share, reputation and profits are all very important – but having a clear and consistent set of values is far more critical in predicting whether an organization will continue to succeed and grow as its people, markets, competitive landscape and technology change. People must make their contributions to an organization willingly and independently to bring passion, commitment, creativity and energy to a job. But they will do so only so long as they believe that what they are doing is authentic and meaningful, and is part of a code of commitment shared by the organization as a whole. Inside the Box focuses on values in a clear and practical way to understand what they are, where they come from and how they are transmitted from employee generation to generation. Inside the Box provides a roadmap for any leader or manager on how to identify the values that make an organization, department, team, or individual unique. It also shows how to measure whether an organization or individual is operating according to those values, and how managers can use values as the basis for all of their people decisions and drive superior performance as a result.

The landmark book that changed the way exceptional families think about their heritage, their wealth, and their legacy to future generations–now revised and expanded. Every family, looking at the next generation, hopes to confer advantages that are more than just material and financial–to inculcate character and leadership, to inspire creativity and enterprise, to help all family members find and follow their individual callings, and to avoid the financial dependency and loss of initiative that can all too often be an unwanted consequence of financial success. Yet many families never succeed in realizing that vision, much less sustaining it for three, four, or five generations and beyond. James Hughes has thought deeply about these challenges, and his insights are at once practical and profound. For more than three decades, he has personally guided multiple generations of families in creating strategies to preserve their human and intellectual capital as well as their financial assets. His teachings synthesize insights from psychology, anthropology, political history, philosophy, economic theory, and the law, with examples ranging from Aristotle to cutting-edge social science theory. His ideas have been taken up by numerous exceptional families, by their advisers, and by scores of authors, practitioners, and academics who have found value in the methods he pioneered. The first edition of this book, privately published, became a word-of-mouth classic. Now, Hughes has updated and substantially expanded it with new chapters that challenge conventional notions of wealth and offer guidelines for conserving family assets in the broadest senses. Filled with tested principles and practices for family governance and joint decision making, it is a rich source of workable wisdom that family members can put into practice today, to the enduring benefit and gratitude of future generations.

Proven techniques for leading-instead of following-fast-changing markets Investors, no matter what strategy they are using, can be placed into two categories. Single-minded, inflexible hedgehogs lock into one strategy and stick with it through thick and thin. Dynamic, adaptable foxes, on the other hand, are alert for changes, learn from experience, embrace new ideas, and make the most of new trends and technologies. The key lies in being flexible and realizing that markets are dynamic. Invest Like a Fox . . . Not Like a Hedgehog shows investors how being a hedgehog can reduce returns while increasing the risk of a portfolio, and how acquiring the cunning and adaptability of the fox will improve returns while reducing risk. It reveals the shortcomings of popular but hedgehog-like investment strategies and shows how a fox-like investor adjusts to new market realities. Readers learn how to use the renowned Bayesian Theory of Probability and other guideposts from outside the world of finance to adjust their strategies and react to new information.

In partnership with international relief agency CARE, an inspiring look at how women around the world are developing businesses and creating opportunity. In this ground-breaking business book, management expert Mary Cantando examines the stories of women in the developing world who, with help from the non-profit organization CARE, have capitalized on personal and professional opportunities, contributed to their communities, influenced their physical environment, and overcome discrimination on the road to establishing self-sufficiency and building strong lives and strong businesses Structured around these five principles CARE's mission statement, Leading with Care expertly bridges inspiring stories of human endeavor with straight-up business lessons that all of us can apply to our work and organizations. Featuring interviews with top female executives at American companies who devote their own time and resources to CARE, we see just how much we can learn when it comes to growth, opportunity, and community. Each section ends with a discussion and specific questions that will help you integrate the lessons in your own life. In an ever-shifting world, CARE's message is timeless. Its practical approach to building businesses and self-sufficiency, in any economy, in any nation, gives us all hope and the power to create our own secure futures.

How any business leader can create an atmosphere of competitiveness for exceptional growth When Ray Davis took over the local 40-person South Umpqua Bank in 1994, many people in the industry poked fun at his insistence that employees answer the phone with a cheery «World's Greatest Bank.» Eleven years, $7 billion in assets, and 128 branches (or « bank stores» in Umpqua lingo) later, the moniker seems quite apt. Other banks scratched their heads when Davis sent his tellers to Ritz-Carlton to learn customer service and were intrigued when he hired a cutting-edge design firm to completely re-think retail layout. Now, with a top design award under their belt, a name change (there never was a North Umpqua bank), and a completely new definition of the banking business, Umpqua has become the darling of the entrepreneurial press and a growth powerhouse. The New York Times calls Umpqua «Starbucks with tellers.» Ray Davis (Portland, OR), named by U.S. Banker as one of the 25 most influential people in the financial industry in 2005, is President and CEO of Umpqua Holdings Corporation. Alan Shrader (Moraga, CA) is an experienced writer and editor of business books.

Offers a broad view of leadership and shareholder value based on multiple business disciplines In Why the Bottom Line Isn't! authors Dave Ulrich and Norm Smallwood argue that sustainable shareholder value comes increasingly from assets not accounted for on an organization's balance sheet. These assets include a company's reputation, its ability to attract talent, and its ability to react quickly to new opportunities in the marketplace. Why the Bottom Line Isn't! harnesses research from a number of disciplines including human resources, finance, and leadership to establish a hierarchy of such intangibles. The authors extrapolate from these intangibles to establish leadership tools that will help create sustainable shareholder value. The book offers a broad, expansive perspective on leadership while eschewing convoluted theory for concrete practice. Dave Ulrich, Ph.D., (DOU@UMICH.EDU) has been listed by BusinessWeek as the top «guru» in management education. He has co-authored 10 books and over 100 articles, serves on the Board of Directors of Herman Miller, and has consulted with over half of the Fortune 200 companies. He is currently on professional leave as Professor at the University of Michigan to serve as Mission President for the Church of Jesus Christ of Latter-day Saints in Montreal. Norm Smallwood (nsmallwood@rbl.net) is co-founder of Results-Based Leadership (www.rbl.net), which provides education and consulting services based on this book as well as the ideas in Results-Based Leadership: How Leaders Build the Business and Improve the Bottom Line, which he co-authored with Ulrich. He has led leadership development, business strategy, organization capability, change management, and HR projects for a wide variety of clients spanning multiple industries.

In an age of twenty-four-hour news coverage and cutting-edge technology, world events dominate our lives and impact the financial markets. From hurricanes to the war in Iraq, we exist in a crazy, connect-the-dot planet. However, the well-prepared investor can turn these events into profits. All they need is the ability to recognize the consistent characteristics of these events and the vision to build a strategy or portfolio that can take advantage of these situations when they begin to unfold. As a foreign exchange strategist with over twenty years of financial experience, author Andrew Busch knows what it takes to make it in today’s dynamic market. And now, with World Event Trading, he wants to show you how. Filled with in-depth insights and expert advice, this practical guide examines three categories of world events—infectious diseases, natural disasters, and politics—and provides hands-on strategies for trading profitably on each. Using actual examples of the war in Iraq, Hurricane Katrina, and other recent «page one stories,» Busch shows you how to understand all-important market moods and anticipate profitable trades. He also reveals little-known details on legendary event-driven trading successes, illustrating how any trader can repeat them in different market environments. Andrew Busch is the Global FX Market Strategist for BMO Financial Group’s Investment Banking Division in Chicago. He is a recognized expert on the world financial markets and how these markets are impacted by political events. Busch’s views appear in his daily newsletter, the Busch Update, which reaches 5,000 investors and financial professionals. He also writes a weekly column that appears on The Globe and Mail Web site on Fridays and in print on Mondays (circulation 40,000). Busch makes weekly appearances on CNBC’s Closing Bell with Maria Bartiromo and is frequently quoted by the Wall Street Journal as well as other news services. He graduated Phi Beta Kappa with a BA in economics from Ohio Wesleyan University and received an MBA from the University of Chicago.