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The situation in a family business is not always easy. Unlike in large companies, this is often about Companyin which several family members are employed. Along with all the visible benefits, this implies that the feelings of the individual must be more visible and taken into account in order to arrive at good decisions for the company and the family members.
Small and medium-sized businesses, in particular, live from owner-managed companies in which all family members literally help. In order to be successful in the long term, family businesses also need a strategy - but that is exactly where there are often difficulties.
Analytical methods for strategic planning
Unlike in the case of shares and corporations, family businesses always have personal personalities, which must be considered in discussions. And this often leads to quarreling.
In order to save the reader time, the author first briefly and concisely presents important analysis techniques for the company. After all, all the facts should be known at the beginning of a planning. SWOT, 3 dimension, 2 circle, and 3 circle analysis are explained without theoretical ballast. In this way, readers can quickly find their own topic map, which can provide the basis for further discussion.
Rules in dealing must be
The small and compact guide can not and does not want to advise strategically. But it shows the way to the development of the strategy. The reading readings show, for example, how important it is to set up rules for the discussion and decision-making process in order to maintain peace in the family.
Peter May has written a comprehensively written manual for the strategy process in family businesses. The reading is recommended for all owners who want to plan the future of the company in the family circle.
Digitization in the family business
The authors Arnold Weissman and Stephan Wegerer describe the fundamental challenge of their work directly in the preface. For those who come across a title with the words "digital change" when browsing through the bookstore or in the virtual shop window of the online shop may wonder whether another book on this topic is needed.
Only "another book" on the subject is not the title from the campus-Verlag.
Kodak, Quelle, Neckermann & Co - forgotten sleepyheads
All readers who have already dealt with digitization, transformation or disruptive business models may skip the first chapter. For there, the most important developments of recent years are described briefly, in order to underline the necessity of action, especially for the middle class.
The examples of the victims of digitization, which are known not only to insiders, are used. Companies and brands of world renown, who just have not adjusted in time for the change. However, it would be fair to argue that even at this time Microsoft has underestimated the importance of the Internet. Something Bill Gates likes to admit.
Understand drivers of change
In the second chapter, the authors present the most important foundations and drivers for digitization. The uninitiated reader finds there a nice and succinct summary of the current tendencies. Noteworthy are these introductory words, not least because of many examples from the (recent) past that tell of missed opportunities.
Who knows today that the MP3 format, which made digitization of the music industry possible, is actually a German invention. With the other companies and foreign suppliers turned the big wheel and got rich?
Digitization affects customers, business models and people
Digital transformation affects the relationship between business and customers. And that applies not only to the B2C section, but also to B2B. Especially the classical trade feels the changes. Because the customer of today naturally uses his smartphone for shopping. He is well informed and would like to have goods that appeal to him at the same time at home. The so-called Customer Journey is becoming more diverse and significantly more complex. The individualization of supply and the growing dominance of marketplaces are just two more important aspects of change.
Today, start-ups are developing business models around the world that have disruptive potential and can threaten traditional companies. But how does a company find its digital business model?
Efficiency of the processes is important
In practice, it is not possible to stop the business temporarily, to gather for an intensive brainstorming and to reopen the company with a completely new approach. Such questions are dealt with in a separate chapter, as is the case throughout the book.
After that, the authors turn to two aspects that are often neglected in the literature on digital transformation. On the one hand, it is about efficiency and processes: networking of systems, of companies among each other, the quality of the data and information used. Without operational excellence, digitization can not be managed.
The end of the silo lowering
But that also applies to the people, the employees of an organization. The chapter on this topic can best be described with the end of Silodenkens.
It is in the nature of things that there can not be a simple, step-by-step guide to the digital transformation. Here is the subtitle "The Manual" something wrong. The successful book offers its readers, especially from the middle class, a comprehensive and instructive presentation of the transformation processes. And with that also a series of impulses for daily action.
Quickly find the right strategy
In fact, every company should have its own strategy to successfully master the challenges of its markets in the long term. It does not matter if it's a big or small business, a well-established company, a medium-sized company or a start-up: the strategy points the way to success. But while corporations have the budget to regularly work with business consultants on their own strategy, money and time are missing in smaller companies. There, strategic development is neglected, not least because the acceleration of everyday life caused by digital transformation and volatile markets seems to leave no room for it.
What is not lacking is advice literature about building up a corporate strategy. What is still far too rare are pragmatic approaches, which on the one hand lead quickly to the goal, on the other hand, are also manageable by business owners, without first going into the depths of a business administration degree. Stefan Pastuszka presents such a pragmatic toolbox with his "Strategy Explorer".
Six steps to the strategy
What is the best way to start developing a strategy? What should be considered? And what is actually the goal of such a strategy, so what elements must be included? The author has an answer to all these questions in his pleasantly compact book. Innovation consultant Pastuszka has been supporting companies for many years, so his book is directly based on practical experience.
The "Strategy Explorer" guides the reader through the strategy process in just six steps: from the definition of the topic to the definition of vision and mission, the environment analysis that provides the basis for a SWOT analysis. Thereafter, options for action are derived and the personal strategy formulated. This strategy tool for teams is based on the Canvas method, whose use is described vividly and pragmatically.
Team or lone fighter?
The reader immediately understands how the different components are interlinked and how he works on the free template for profit. How versatile the instrument is, many concrete examples show.
Although the team idea is written on the cover, Pastuszka also describes how lone winners and the self-employed also use their tools profitably, for example for business development or individual career planning. It is the great merit of the intelligibly written and vividly illustrated book that it greatly simplifies the reader's access to the rather complex topic of strategy. The reader receives a concrete handout to develop his own roadmap for the future.
Be an entrepreneur, with courage and creativity
Not a few entrepreneurs have a common weakness. Their content is indeed written honorably and convincingly. However, at the latest after half of the reading, the reader wonders where the author actually takes his knowledge from. And if he knows as well as entrepreneurship works, why is not he a successful entrepreneur? And so in the reader then slight doubt, whether the described theories will actually work.
Günter Schmitz does not have to put up with this doubt. Because he has succeeded in what other entrepreneurs may dream. From a craft business has become a nationwide known company that was able to collect prizes. The man does not only know how to do it in theory.
Tips from a practitioner for practitioners
Schmitz uses, and that's a good thing, the recipes that have led to his company's success. The reader notices how much he is annoyed by mediocrity, hesitation and discouragement in the middle class. His gaze focuses on a number of mistakes and, in his view, wrong attitudes that other entrepreneurs show.
If you want to be successful, you need energy. But too often bosses, executives, and business owners are wasting trying to be right. For example, when they let it come to processes with customers or suppliers. Yes, maybe in the end it will even be possible to assert your own point of view. But how much power did that cost? "Change instead of annoying, let go instead of talking", the author calls to the interested reader.
And that's the way it goes. The second chapter is about the dear money. An entrepreneur must pay attention at his expense. Basically correct, but with his examples shows Schmitz that even companies can save on the proverbially wrong end.
So there is in his company a common breakfast of the employees, which is paid by the company. Not because it's about impressing employees. The author once figured out what the daily approach of his fitters to bakeries or petrol stations costs him when the staff get a snack. Since the breakfast comes cheaper. And the cohesion strengthens it all.
Sell, Lead, Employees - Advice for every situation
That's how it goes on the almost 200 pages. Schmitz is dedicated to almost every situation of an entrepreneur. It's about the right selling, the enthusiasm of customers, but also about the important employee acquisition. Because without the right people, nothing will happen to the expansion.
An entertaining guide filled with tips from the practice of a thoroughbred entrepreneur. This book fulfills its promise to be a toolbox for entrepreneurs. Very clear buy recommendation.
Do not forget the warmth in digital times
The digitization of our lives and the economy is currently the dominant topic in companies. The areas of service and customer service hold great potential. Quite serious estimates assume digitization rates of over 50 percent.
Automated chat programs ("bots") powered by Artificial Intelligence will take care of customers' requests through the various channels. Receive orders, provide assistance and instructions or even assist in putting together a matching outfit for the next party. And where the interaction is still to be noted that the communication between humans and a machine takes place, this will not be noticeable in the near future.
Digitization is copyable, service not
From the point of view of many managers an ideal condition, because with it can be saved ample personnel costs. For Carsten Rath, however, the focus on digitization jumped too short.
Already in the introduction of his book sound critical tones. Because from the point of view of the experienced entrepreneur, the potential of digital unique selling measures is limited and above all fast copying. It comes in the view of the author in an encounter with the customer to other things. Curiosity, emotion, empathy, creativity, but above all warmth - and algorithms and artificial intelligence can not do that. Customers are people and employees are people, and that's what service is all about.
Do not act like the lemmings
Carsten Rath does not write against the digitization, but he warns against how to just like the proverbial lemmings join the baggage and to renounce service and quality of service. Service is always human for him and based on the individual customer. What is done, for example, with misunderstood standards, he shows with many anecdotes and stories. Some of you know each from your own life, or were you at the reception of a hotel not asked if the arrival was good? And woe, it was not or worse, the guest says so too.
How it can do better, also with the help of digital techniques, drives Rath around. And so he places his very personal insights and experiences in the center of his clever book. Thus, the title is somehow a travel guide: through service deserts, but also thriving service oases. A well-founded advisor and idea supplier for employees and executives alike.
Many examples and impulses
Because if a manager is enthusiastic about the customers, they can pass this attitude on. And that has something to do with freedom. Only when employees feel free can enthusiasm arise. And so also service excellence - because it starts, like good leadership, with attitude.
Carsten Rath has been a great source of inspiration for service in digital times. Very fast written and very modern and surprisingly illustrated, the book invites the reader to think about real customer orientation and service in their own company.
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