Winner of the 2010 Financial Times and Goldman Sachs Business Book of the Year Award
Gold Medal Winner of the 2011 Independent Publisher Book Awards in the Finance/Investment/Economics category
Winner of the 2010 PROSE Award for Excellence in Economics, American Publishers Awards for Professional and Scholarly Excellence
Gold Medal Winner of the 2010 ForeWord Reviews Book of the Year Awards in the Business & Economics Category
Finalist for the 2010 TIAA-CREF Paul A. Samuelson Award
Named one of the 2010 Best Business Books of the Year, strategy+business magazine
Best Crisis Book by an Economist and Named one of the 2010 Top Thirty Business Books of the Year, Bloomberg News (bloomberg.com/news)
Named as one of the 2010 Books of the Year in Nonfiction Round-Up in the Business & Economics list, Financial Times (FT.com)
Finalist of the 2010 ForeWord Reviews Book of the Year Awards, Business and Economics Category
Finalist, 2011 Estoril Global Issues Distinguished Book Prize
- The traditional model offers a superior customer interface as you can touch and feel the product. In the book category, this means you can leaf through its pages to help you in your purchase decision. This can be quite easily overcome in the online context by snapshots or teasers or chapter-one pdfs in the online store
- The traditional model also enables product discovery more easily. I mean that you can spot a book far more easily in the store- or any other product category for that matter. This is a value addition that the brick-and-mortar model provides that cannot be easily matched. Further, this has nothing whatever to do with familiarity of computer and/or internet usage, seeing as I have been working on computers for 20 years now. You can only find a product on the internet that you know exists – this is an issue with the nature of the customer interface
- Online sites can pass on cheaper prices to customers simply because companies save on costs when they tie up with online retailers. That translates into customer discounts
- This will, of course be category specific. In categories which offer other interfaces with the customers – durables, for example- where you can contact customers through advertising and build a brand recall and image, the dynamics involved are bound to be very different. Other parameters will also matter- the more distributed the market / wider product choices and lines etc – all this will alter the business model
For 3 days, not a single shop (not of any relevance, at any rate) opened. Only irrelevant immaterial shops opened – apparel etc. That taught me a lesson – if food is not available, then nothing else matters! Seriously, it did cause me to pause and wonder – all the shops that were open with all their customary splendor were not able to attract me, as my eyes searched for the elusive samosa…
Samosa to chhodo, even a cut chai or a paani-puri would have done admirably well. I was 17 kilometers from my residence – and not a single thhelaa gaadi in sight anywhere, let alone shops. And believe me guys, for those 3 days there was not a single thhelaa gaadi on the roads vending samosa-pohaa-chai etc. Most disconcerting, let me tell you. My mind went to the bachelors and students who are dependent on these thhelaas and bhojanalyas for their sustenance… and, with even More, Big Bazaar, Reliance Fresh being closed, even the pack of noodles was not available for them. They must have had a tough 3 days…
I do not recall seeing such a stupendously successful strike ever in my life. 100% attendance (if you can call it attendance). Compliance, more like. But it brought the city to a complete standstill for 3 whole days. Only good thing to come out of it was it gave the people normally involved in serving us a 3-days holiday. Unpaid holiday – but still a holiday. Hope they had a good time- we sure didn’t, I can assure you. Another good thing was it allowed some nice, decent, upright, law-abiding, caring, soft, gentle “gentlemen” a chance to make some profit. Tons of it, if rumors are to be believed. You don’t get a chance to see milk @ 50 a litre every day, after all. And those poor destitute people, why should they be satisfied with only piffling profits if they can earn 20+ a litre? Sach hai. Common Sense. Money is meant to be kept in rotation – ask any distributor, he /she will readily confirm that more rotations mean more money. So, in effect, these profiteers were doing The Sovereign, Secular, Democratic Republic of India a very great benefit – they were keeping money in rotation. Since they were the only ones trading on those 3 days, they quite logically had to up the prices so that the total money in circulation did not reduce. Besides, they also kept the banks busy!
All the decency, behavioural norms etc were forgotten even by normal residents as we rushed to the milk shops to stock up on the commodity. There was a 6-deep line. (Thinking only 6? Think again. Six in one line, at least 10-15 lines in a shop with an 8-foot front). Every decency was forgotten, every courtesy ignored as everyone scrambled to get milk. You could have dropped a pot of pure 24-carat gold with complete assurance that it would still be there an hour later – no one would have cared to even look at the aforesaid Gold. You cant eat or drink gold, my friend. All anyone cared about was getting milk for I-me-myself – just like those images on television in war ravaged areas, with hungry people besieging a food vehicle. Seriously, everyone should go through one such experience! People with a normal consumption of 3 litres in 3 days were asking for 5 litres and more… it was like pandemonium
Eh? What’s That you said? Ethics? Morals? Never heard of these words. Dont speak Greek or Latin, mate. Only Marathi, English and Hindi.
Why The Book?
- Who is not selling?
- Listening is caring
- Goal setting
- Fear of failure
- Mental toughness
- Time Management