Cuison seve (25 résultats)

Etat : New.

Etat : New.

Etat : New.

paperback. Etat : New.

paperback. Etat : New.

PAP. Etat : New. New Book. Shipped from UK. Established seller since 2000.

PAP. Etat : New. New Book. Shipped from UK. Established seller since 2000.

PAP. Etat : New. New Book. Shipped from UK. Established seller since 2000.

PAP. Etat : New. New Book. Shipped from UK. Established seller since 2000.

PAP. Etat : New. New Book. Shipped from UK. Established seller since 2000.

PAP. Etat : New. New Book. Shipped from UK. Established seller since 2000.

Paperback. Etat : new. Paperback. Five good opportunities. One company. Which one deserves it?A profitable opportunity can still be the wrong use of a company.Growing businesses rarely suffer from a shortage of ideas. The harder problem begins when several attractive opportunities compete for the same cash, management attention, technical capacity, borrowing power, and ability to execute.A new location may be profitable. So may a major customer, an acquisition, a new product, or expansion within the existing customer base. But a company cannot pursue every good opportunity at once.Growth Has to Earn It gives owners and executives a practical framework for deciding which opportunities deserve the company's scarce resources-and which should be redesigned, delayed, bounded, piloted, or rejected.Through the continuing case of Northline Specialty Services, Seve Cuison shows how to identify the resource that actually constrains growth, price the full burden of an opportunity, compare projects by what they displace, evaluate concentration and downside risk, and redesign opportunities before ranking them. The book also shows how pilots, staged commitments, pricing, customer funding, and sequencing can turn an unattractive proposal into one worth pursuing.The objective is not cautious growth. It is disciplined growth.Some large, complicated opportunities deserve a yes. Some safe, profitable projects deserve a no. The difference is whether the opportunity creates enough value to justify the capital, capacity, attention, and alternatives the company must give up to pursue it.Growth has to do more than make money. It has to earn the company. A practical guide for owners deciding which growth opportunities deserve scarce capital, capacity, and management attention-and which should be redesigned, delayed, bounded, piloted, or rejected. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Paperback. Etat : new. Paperback. A company can be profitable, respected, and growing-and still stop every time the founder becomes unavailable.The problem is rarely a lack of capable employees. More often, the organization has transferred tasks without transferring judgment. Managers carry responsibility but still wait for approvals. Customers bypass the team and call the owner. Important information lives in one person's memory. Decisions that should take minutes sit in a founder's queue for days.The Company That Waits for You shows founders how to turn personal operating knowledge into organizational capability without giving up appropriate control.Using a recurring business case and practical operating tools, Seve Cuison explains how to identify founder bottlenecks, assign real decision rights, build managers who own outcomes rather than tasks, create useful guardrails and escalation rules, transfer customer and technical judgment, manage by exception, and build visibility without re-entering every decision.The objective is not to make the founder irrelevant. It is to reserve founder judgment for the decisions that genuinely require it while giving the organization the authority, information, measures, consequences, and escalation paths needed to handle the rest.For owners of growing companies, this is a practical guide to building a business that can scale, operate, and retain its capability without depending on one person for every important decision. A practical guide to reducing founder dependence by transferring judgment, building capable managers, and creating systems that let a growing company operate without waiting for the owner. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Paperback. Etat : new. Paperback. Growth can be profitable on paper and still damage the business that pays for it.A larger order, a second location, new equipment, added inventory, or an acquisition may look financially attractive-until payroll, supplier payments, construction costs, and delayed collections begin consuming cash long before the new revenue arrives.Growth Needs Cash is an operator's field guide to financing expansion without starving the business that already works. It explains how small-business owners can determine the complete capital requirement behind a growth plan, identify who is actually financing it, and understand the obligation attached to every source of money.Through practical frameworks, worked calculations, and the continuing case of Northline Specialty Services, the book shows how: Reported profit can overstate the cash a business can safely investA visible opening budget can conceal a much larger operating-ramp requirementCustomer deposits and supplier credit function as financingWorking-capital improvements can release cash without adding debtLoans, guarantees, and equity affect both risk and controlHidden support from the original business can make a weak expansion appear successfulCapital can be released in stages as evidence improvesManagement can protect the core business while still pursuing growthNorthline reports $320,000 in profit, yet only about $70,000 remains economically repeatable after the business accounts for founder labor, replacement management, deferred maintenance, and shared support. Its apparent $640,000 expansion budget eventually becomes a complete capital requirement of $1.02 million.Those gaps are not accounting technicalities. They are where growth plans succeed, stall, or quietly weaken the company financing them.Written for owner-operators, entrepreneurs, managers, advisers, and lenders, Growth Needs Cash provides a disciplined method for expanding without confusing capital availability with financial readiness.Every growth plan has a financier. The question is whether the obligation is understood before the money is committed. A profitable expansion can still run out of cash. Growth Needs Cash shows business owners how to calculate the true funding requirement of growth and use working capital, customer and supplier terms, debt, and equity to finance it. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Taschenbuch. Etat : Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Growth can be profitable on paper and still damage the business that pays for it.A larger order, a second location, new equipment, added inventory, or an acquisition may look financially attractive-until payroll, supplier payments, construction costs, and delayed collections begin consuming cash long before the new revenue arrives.Growth Needs Cash is an operator's field guide to financing expansion without starving the business that already works. It explains how small-business owners can determine the complete capital requirement behind a growth plan, identify who is actually financing it, and understand the obligation attached to every source of money.Through practical frameworks, worked calculations, and the continuing case of Northline Specialty Services, the book shows how:Reported profit can overstate the cash a business can safely investA visible opening budget can conceal a much larger operating-ramp requirementCustomer deposits and supplier credit function as financingWorking-capital improvements can release cash without adding debtLoans, guarantees, and equity affect both risk and controlHidden support from the original business can make a weak expansion appear successfulCapital can be released in stages as evidence improvesManagement can protect the core business while still pursuing growthNorthline reports $320,000 in profit, yet only about $70,000 remains economically repeatable after the business accounts for founder labor, replacement management, deferred maintenance, and shared support. Its apparent $640,000 expansion budget eventually becomes a complete capital requirement of $1.02 million.Those gaps are not accounting technicalities. They are where growth plans succeed, stall, or quietly weaken the company financing them.Written for owner-operators, entrepreneurs, managers, advisers, and lenders, Growth Needs Cash provides a disciplined method for expanding without confusing capital availability with financial readiness.Every growth plan has a financier. The question is whether the obligation is understood before the money is committed.…

Taschenbuch. Etat : Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Five good opportunities. One company. Which one deserves it A profitable opportunity can still be the wrong use of a company.Growing businesses rarely suffer from a shortage of ideas. The harder problem begins when several attractive opportunities compete for the same cash, management attention, technical capacity, borrowing power, and ability to execute.A new location may be profitable. So may a major customer, an acquisition, a new product, or expansion within the existing customer base. But a company cannot pursue every good opportunity at once.Growth Has to Earn It gives owners and executives a practical framework for deciding which opportunities deserve the company's scarce resources-and which should be redesigned, delayed, bounded, piloted, or rejected.Through the continuing case of Northline Specialty Services, Seve Cuison shows how to identify the resource that actually constrains growth, price the full burden of an opportunity, compare projects by what they displace, evaluate concentration and downside risk, and redesign opportunities before ranking them. The book also shows how pilots, staged commitments, pricing, customer funding, and sequencing can turn an unattractive proposal into one worth pursuing.The objective is not cautious growth. It is disciplined growth.Some large, complicated opportunities deserve a yes. Some safe, profitable projects deserve a no. The difference is whether the opportunity creates enough value to justify the capital, capacity, attention, and alternatives the company must give up to pursue it.Growth has to do more than make money. It has to earn the company.…

Paperback. Etat : new. Paperback. Five good opportunities. One company. Which one deserves it?A profitable opportunity can still be the wrong use of a company.Growing businesses rarely suffer from a shortage of ideas. The harder problem begins when several attractive opportunities compete for the same cash, management attention, technical capacity, borrowing power, and ability to execute.A new location may be profitable. So may a major customer, an acquisition, a new product, or expansion within the existing customer base. But a company cannot pursue every good opportunity at once.Growth Has to Earn It gives owners and executives a practical framework for deciding which opportunities deserve the company's scarce resources-and which should be redesigned, delayed, bounded, piloted, or rejected.Through the continuing case of Northline Specialty Services, Seve Cuison shows how to identify the resource that actually constrains growth, price the full burden of an opportunity, compare projects by what they displace, evaluate concentration and downside risk, and redesign opportunities before ranking them. The book also shows how pilots, staged commitments, pricing, customer funding, and sequencing can turn an unattractive proposal into one worth pursuing.The objective is not cautious growth. It is disciplined growth.Some large, complicated opportunities deserve a yes. Some safe, profitable projects deserve a no. The difference is whether the opportunity creates enough value to justify the capital, capacity, attention, and alternatives the company must give up to pursue it.Growth has to do more than make money. It has to earn the company. A practical guide for owners deciding which growth opportunities deserve scarce capital, capacity, and management attention-and which should be redesigned, delayed, bounded, piloted, or rejected. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.…

Paperback. Etat : new. Paperback. Five good opportunities. One company. Which one deserves it?A profitable opportunity can still be the wrong use of a company.Growing businesses rarely suffer from a shortage of ideas. The harder problem begins when several attractive opportunities compete for the same cash, management attention, technical capacity, borrowing power, and ability to execute.A new location may be profitable. So may a major customer, an acquisition, a new product, or expansion within the existing customer base. But a company cannot pursue every good opportunity at once.Growth Has to Earn It gives owners and executives a practical framework for deciding which opportunities deserve the company's scarce resources-and which should be redesigned, delayed, bounded, piloted, or rejected.Through the continuing case of Northline Specialty Services, Seve Cuison shows how to identify the resource that actually constrains growth, price the full burden of an opportunity, compare projects by what they displace, evaluate concentration and downside risk, and redesign opportunities before ranking them. The book also shows how pilots, staged commitments, pricing, customer funding, and sequencing can turn an unattractive proposal into one worth pursuing.The objective is not cautious growth. It is disciplined growth.Some large, complicated opportunities deserve a yes. Some safe, profitable projects deserve a no. The difference is whether the opportunity creates enough value to justify the capital, capacity, attention, and alternatives the company must give up to pursue it.Growth has to do more than make money. It has to earn the company. A practical guide for owners deciding which growth opportunities deserve scarce capital, capacity, and management attention-and which should be redesigned, delayed, bounded, piloted, or rejected. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…

Taschenbuch. Etat : Neu. Growth Needs Cash | How Small Businesses Use Customers, Suppliers, Working Capital, Debt, and Equity to Expand Without Losing Control | Seve Cuison | Taschenbuch | Englisch | 2026 | TRPSR Publishing | EAN 9798951929051 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand. …

Taschenbuch. Etat : Neu. The Company That Waits For You | How Founders Build Managers, Decision Rights, and Systems That Scale Without Depending on Every Decision | Seve Cuison | Taschenbuch | Englisch | 2026 | TRPSR Publishing | EAN 9798951929082 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand. …

Taschenbuch. Etat : Neu. Growth Has To Earn It | How Owners Decide Which Opportunities Deserve Capital, Capacity, and Management Attention | Seve Cuison | Taschenbuch | Englisch | 2026 | TRPSR Publishing | EAN 9798951929129 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand.…

Paperback. Etat : new. Paperback. Growth can be profitable on paper and still damage the business that pays for it.A larger order, a second location, new equipment, added inventory, or an acquisition may look financially attractive-until payroll, supplier payments, construction costs, and delayed collections begin consuming cash long before the new revenue arrives.Growth Needs Cash is an operator's field guide to financing expansion without starving the business that already works. It explains how small-business owners can determine the complete capital requirement behind a growth plan, identify who is actually financing it, and understand the obligation attached to every source of money.Through practical frameworks, worked calculations, and the continuing case of Northline Specialty Services, the book shows how: Reported profit can overstate the cash a business can safely investA visible opening budget can conceal a much larger operating-ramp requirementCustomer deposits and supplier credit function as financingWorking-capital improvements can release cash without adding debtLoans, guarantees, and equity affect both risk and controlHidden support from the original business can make a weak expansion appear successfulCapital can be released in stages as evidence improvesManagement can protect the core business while still pursuing growthNorthline reports $320,000 in profit, yet only about $70,000 remains economically repeatable after the business accounts for founder labor, replacement management, deferred maintenance, and shared support. Its apparent $640,000 expansion budget eventually becomes a complete capital requirement of $1.02 million.Those gaps are not accounting technicalities. They are where growth plans succeed, stall, or quietly weaken the company financing them.Written for owner-operators, entrepreneurs, managers, advisers, and lenders, Growth Needs Cash provides a disciplined method for expanding without confusing capital availability with financial readiness.Every growth plan has a financier. The question is whether the obligation is understood before the money is committed. A profitable expansion can still run out of cash. Growth Needs Cash shows business owners how to calculate the true funding requirement of growth and use working capital, customer and supplier terms, debt, and equity to finance it. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.…

Paperback. Etat : new. Paperback. A company can be profitable, respected, and growing-and still stop every time the founder becomes unavailable.The problem is rarely a lack of capable employees. More often, the organization has transferred tasks without transferring judgment. Managers carry responsibility but still wait for approvals. Customers bypass the team and call the owner. Important information lives in one person's memory. Decisions that should take minutes sit in a founder's queue for days.The Company That Waits for You shows founders how to turn personal operating knowledge into organizational capability without giving up appropriate control.Using a recurring business case and practical operating tools, Seve Cuison explains how to identify founder bottlenecks, assign real decision rights, build managers who own outcomes rather than tasks, create useful guardrails and escalation rules, transfer customer and technical judgment, manage by exception, and build visibility without re-entering every decision.The objective is not to make the founder irrelevant. It is to reserve founder judgment for the decisions that genuinely require it while giving the organization the authority, information, measures, consequences, and escalation paths needed to handle the rest.For owners of growing companies, this is a practical guide to building a business that can scale, operate, and retain its capability without depending on one person for every important decision. A practical guide to reducing founder dependence by transferring judgment, building capable managers, and creating systems that let a growing company operate without waiting for the owner. This item is printed on demand. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.…

Paperback. Etat : new. Paperback. Growth can be profitable on paper and still damage the business that pays for it.A larger order, a second location, new equipment, added inventory, or an acquisition may look financially attractive-until payroll, supplier payments, construction costs, and delayed collections begin consuming cash long before the new revenue arrives.Growth Needs Cash is an operator's field guide to financing expansion without starving the business that already works. It explains how small-business owners can determine the complete capital requirement behind a growth plan, identify who is actually financing it, and understand the obligation attached to every source of money.Through practical frameworks, worked calculations, and the continuing case of Northline Specialty Services, the book shows how: Reported profit can overstate the cash a business can safely investA visible opening budget can conceal a much larger operating-ramp requirementCustomer deposits and supplier credit function as financingWorking-capital improvements can release cash without adding debtLoans, guarantees, and equity affect both risk and controlHidden support from the original business can make a weak expansion appear successfulCapital can be released in stages as evidence improvesManagement can protect the core business while still pursuing growthNorthline reports $320,000 in profit, yet only about $70,000 remains economically repeatable after the business accounts for founder labor, replacement management, deferred maintenance, and shared support. Its apparent $640,000 expansion budget eventually becomes a complete capital requirement of $1.02 million.Those gaps are not accounting technicalities. They are where growth plans succeed, stall, or quietly weaken the company financing them.Written for owner-operators, entrepreneurs, managers, advisers, and lenders, Growth Needs Cash provides a disciplined method for expanding without confusing capital availability with financial readiness.Every growth plan has a financier. The question is whether the obligation is understood before the money is committed. A profitable expansion can still run out of cash. Growth Needs Cash shows business owners how to calculate the true funding requirement of growth and use working capital, customer and supplier terms, debt, and equity to finance it. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…

Paperback. Etat : new. Paperback. A company can be profitable, respected, and growing-and still stop every time the founder becomes unavailable.The problem is rarely a lack of capable employees. More often, the organization has transferred tasks without transferring judgment. Managers carry responsibility but still wait for approvals. Customers bypass the team and call the owner. Important information lives in one person's memory. Decisions that should take minutes sit in a founder's queue for days.The Company That Waits for You shows founders how to turn personal operating knowledge into organizational capability without giving up appropriate control.Using a recurring business case and practical operating tools, Seve Cuison explains how to identify founder bottlenecks, assign real decision rights, build managers who own outcomes rather than tasks, create useful guardrails and escalation rules, transfer customer and technical judgment, manage by exception, and build visibility without re-entering every decision.The objective is not to make the founder irrelevant. It is to reserve founder judgment for the decisions that genuinely require it while giving the organization the authority, information, measures, consequences, and escalation paths needed to handle the rest.For owners of growing companies, this is a practical guide to building a business that can scale, operate, and retain its capability without depending on one person for every important decision. A practical guide to reducing founder dependence by transferring judgment, building capable managers, and creating systems that let a growing company operate without waiting for the owner. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…