The Knack: How Street-Smart Entrepreneurs Learn to Handle Whatever Comes Up

by Norm Brodsky, Bo Burlingham

Two of Inc. magazine's hugely popular columnists show how small-business people can deal with all kinds of tricky situations.

People starting out in business tend to seek step-by-step formulas or specific rules, but in reality there are no magic bullets. Rather, says veteran entrepreneur Norm Brodsky, there's a mentality that helps street-smart people solve problems and pursue opportunities as they arise. He calls it 'the knack,' and it has made all the difference to the eight successful start-ups of his career.

Brodsky explores this mind-set every month in Inc. magazine, in the hugely popular column he co-writes with journalist and author Bo Burlingham (best known for his acclaimed book Small Giants). In both their column and now their book, they tell stories about real companies facing real challenges, and show readers how to apply 'the knack' to their own businesses.

Brodsky and Burlingham offer essential advice such as:

-- Follow the numbers: that's the best way to spot problems before they become life threatening
-- Keep focusing on your real goal--it's amazingly easy to get sidetracked by secondary concerns
-- Don't get so close to the problem that you lose all perspective Brodsky and Burlingham prove that street smarts and business acumen can be within any entrepreneur's reach.

Genres: Business, Entrepreneurship, Nonfiction, Management, Startup, Leadership, Audiobook

256 pages, Hardcover

First published October 2, 2008

Reviews

[Robert · Rating 5 out of 5]

Although there is a great deal of valuable material in this book for those who are planning to launch a new company or have only recently done so, what Norm Brodsky and Bo Burlingham provide can also be of substantial value to all other executives who also wish to establish and then sustain the kind of a company that Welch describes. Their choice of a first-person narrator is a wise one because it ensures an immediate and personal rapport with the reader. Presumably the voice is Brodsky's. but those who have read Burlingham's Small Giants will immediately realize that Brodsky speaks for both of them. It should also be noted that Brodsky launched seven successful start-ups and now provides a monthly column, "Street Smarts," in Inc. magazine.

They are impiricists whose insights are based a wealth of real-world experience; they are also pragmatists who understand what works...and what doesn't...in the contemporary business world. The "toolbox" metaphor is especially appropriate because the reader will find in this single source just about all they need to achieve and then sustain success. For example, in the first two chapters, Brodsky and Burlingham explain how to

Make the right decisions
Manage cash flow properly
Balance the sales mentality with the business mentality
Anticipate and then prepare for changes with analytics

Be resilient when countering failure and learn from it
Identify root cause rather than respond only to symptoms
Balance focus and discipline with resiliency
Recognize answers and solutions with peripheral vision

Then in Chapters Nine and Fourteen, Brodsky and Burlingham explain how to

Build relationships that retain your most profitable customers
Help those customers to become "smarter buyers" by understanding your business
Treat long-time customers like new prospects so they won't feel taken for granted
Allocate sufficient time for face-time with customers

Select salespeople who will be appropriate representatives of the company
Determine criteria for determining who should not be hired to sell
Compensate salespeople to avoid internal competition and division
Involve all other employees as an extended sales force

My references to "how to" are deliberate because all of Brodsky and Burlingham's suggestions and recommendations throughout their lively narrative are results-driven. They also explain various "how not to's" so that the reader can avoid unfavorable results. (As noted in the Introduction, "A smart person learns from his or her mistakes. A wise person learns from other people's mistakes.") In this context, I am reminded of what Peter Drucker said in a Harvard Business Review article in 1963: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."

[Margot Note]

"The higher your gross margin, the fewer sales you need to cover expenses, and the longer your capital will last" (10).

"Maintain the highest monthly gross-profit margin you are capable of achieving. Do not go after any low-margin sales" (13).

"Spend your time developing relationships with your highest-margin customers. Let the low-margin customers come to you, and then negotiate the price up" (14).

"It's better to have a bad month, even a series of bad months, then to let your gross margins slide" (14).

"To be successful you have to get over your panic. Not only must you develop confidence in your ability to handle problems, but your whole way of thinking about them has to change. You have to accept a neverending flood of complications as a normal part of the business process, and you have to learn to enjoy that process. How? By getting caught up in the fun and excitement of finding solutions" (39).

"Go in with no preconceptions, and always assume that the other side is smarter than you" (103).

"You're better off with a base of many small customers than with a few large ones" (134).

"I've often found that it's easier to compete against a big company than against a well-run small company" (164).

"I suspect it's because, like many first-time entrepreneurs, she wasn't yet ready to take responsibility for her decisions. Once you really, truly understand and accept that responsibility, you become very selective about whom you go to for advice--and you don't go to people whose main concern is to keep you from taking risks" (221-2).

"The harder someone pushes you to make a quick decision, the more insistent you should be about taking your time" (245).

[Haider NSO · Rating 4 out of 5]

الخبرة والعمل في المجال التجاري متواجدة في هذا الكتاب، فهو يحوي التجربة الخاصة التي مر بها الكاتب على مر حوالي ٣٠ عام من تأسيس الشركات بين نجاح وخسارة وايضاً ينقل لنا تجارب اشخاص آخرين موزعة على عدة فصول،
بداية من التأسيس للعمل الصغير إلى الوصول للعمل التجاري الكبير ، بين المشاكل والحلول والنصائح وانتقاء الموظفين والإدارة والتحصل المالي والتعامل مع الزبائن …. إلخ
كتاب قيم ومرجع مهم لكل ريادي في العمل التجاري ومهم لأصحاب الأعمال التجارية القائمة فهو قد يجنبهم الوقوع في المشاكل والخسارة ببعض النصائح والحلول
التي يقول الكاتب انه كان يتمنى انه لو كان هناك من قدم له هذه النصيحة او تلك عندما كان في بداية عمله
عن نفسي اذا ما كنت سأبدأ باي عمل تجاري سأحتاج ان ارجع له لأنطلق معه خطوة خطوة في تنفيذ المشروع ،

اسلوبه ممتع لكن سرده للتفاصيل في كثير من الاحيان قد تبدو ممله لمن لم يخض تجربة تجارية او لا يعيشها حالياً
لكن هذه التفاصيل مهمة لأصحاب العمل،

*إقتباس

اعتقد انه ينبغي أن تتبع احلامك، إني لا أرى النجاح هو أن يحقق المرء هدفاً ما، وإنما امتلاك الشجاعة لمحاولة فعل شيء ما.
"نورم برودسكي"

[Jerry · Rating 3 out of 5]

An easy read with good advice and concrete examples. Some examples of the advice:

“The initial goal of any business is to survive long enough to see whether or not it's viable... You never know for sure if a business is viable until you do it in the real world... By viability, I mean the point at which the business is generating internally the cash it needs to pay its bills.”

What are your goals? “I'm listening for what's really motivating people. Usually, it's something emotional.”

The two most important rules for any new business:
1. Protect your capital.
2. Maintain the highest gross-profit margin you are capable of achieving.

Beware the sales mentality. It is dangerous to go after low-margin sales. It takes more capital to support low margin sales than high margin sales.

“Here's the best piece of advice I can give to anyone starting a business: from day one, keep track of your monthly sales and gross margins by hand. Don't use a computer. Write down numbers, broken out by product category or service type and by customer, and do the math yourself, using nothing more sophisticated than a calculator... To be successful in any business, you need to develop a feel for the numbers.”

“I don't think any company can be considered secure until its biggest customer represents no more than 10% of its sales... If you do more than 30% of sales with any single customer, you're in trouble.”

“Employees should not be your social friends, and your social friends should not be your employees... Neither you nor they should ever forget that it's a business relationship. If you do you're going to create problems for you, for them, and for the company.”

“Sales commissions cause divisions in a company and get in the way of building a team. Don't pay on commission unless you have to, and switch to salary plus bonus as soon as you can.”

[Wathiq Haddadin · Rating 5 out of 5]

This is book is highly recommended for those who eager to find simple and practical ways to deal with everyday challenges in business. Also it opens a gate wide for new ideas of business (not widely spread in the Arab World). One of the authors has his own stories of failure, which he shares and shows the mistakes he made, and how he overcame those failures. Don't miss it...

[Miro Nguyen · Rating 5 out of 5]

Awesome book. Must read for any entrepreneur. The book provides hope, starting a business is not that hard, but at the same time, it smashes your optimism with the cold harsh truth about starting your own business.

[Mark · Rating 3 out of 5]

Some interesting stories, though not much new material, in terms of concepts. I liked the book, but felt the author spent a lot of time congratulating himself.

[Fadi Sawa · Rating 5 out of 5]

البراعة أو المقدرة الفطرية على التفوق، وهو ان يمتلك صاحب العمل الحنكة العملية في إدارة شركته وإنجاحها، المكتبات مليئة بالكتب التي تتحدث عن فن الإدارة وإستراتجيات تنظيم الشركات اليافعة ولكن هذا الكتاب يختلف بشكل كبير لأنه يشرح خبرات عملية لعدد كبير من مدراءالشركات، مواقف وأحداث واقعية تواجه كل مدير وتتحداه.
المؤلف هو أحد أكبر رجال الأعمال في مدينة نيو يورك وقد أخذ حصته من النجاح والفشل! حيث يشرح كيف صنع شركة قيمتها ملايين الدولارات وبنفس الوقت يسرد سبب
افلاسها ورحلته في ارشاد عدد كبير من الريادين في إنشاء شركاتهم

وفي الفصل الأخير هنالك مفاجأه تتعلق بكيف تعلم المؤلف درس كبير في الإدارة أثناء لقاء له مع ملك عربي مميز!

[Trinh Chau · Rating 3 out of 5]

Một quyển sách tạm được.
Bài học rút ra:
1. Cần lên bản kế hoạch doanh thu, lợi nhuận chi tiết trong ít nhất 1 năm. Gross profit và Maginal gross profit rất quan trọng. Nên viết ra giấy để có cảm nhận tốt hơn về các con số trong thời gian đầu. Viết ra giấy, tự tính toán, xem xét lại dự tính con số trong cả năm.
2. Tận dụng thời gian theo đuổi các khách hàng có hệ số biên cao, thông thường là khách lẻ. Cần phân biệt rõ giữa DOANH SỐ và LỢI NHUẬN.
3. Xây dựng và đa dạng hóa nhiều tập khách hàng nhỏ tốt hơn là chỉ tập trung vào một số ít khách hàng lớn.
4. Bán hàng là teamwork. Đội ngũ bán hàng là bộ mặt của công ty. Cần có tư duy tất cả các bộ phận đều bán hàng.

[Wens Tan · Rating 4 out of 5]

Wonderfully practical advice from a serial entrepreneur for those who want to start their own business. Know your numbers, and always keep tabs on gross margins as well as sales.

[Jeannie · Rating 5 out of 5]

I loved this book! He explains things so clearly, it made this scary start-up experience a little less daunting. I'll certainly be returning to this book.

[Lucas · Rating 5 out of 5]

筆記與心得

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常態性做問卷，瞭解客戶


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你常常聽到，業務員必須克服「被拒絕的恐懼感」，但是，被拒絕的觀念，從來就沒有進入我的腦子。即使是打推銷電話，當我銷售失敗時，我從來都沒有被拒絕的感覺。我只是想：「既然這麼做行不通，我得試點別的。」
不這個回應，只不過是一種「沒有發生的機會」。我不會把它看作是針對我個人，而且我不會覺得不舒服。
有了這種想法之後，你就能夠得到更多的業務、談到更好條件的交易，因為你不會停止提出要求，不會自我設限。
你不會退縮，你願意不斷地前進，直到對方迴避——這正是確認自己是否做得太過分的唯一方式——為止。
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被拒絕不是羞辱，只是行不通，再想其他辦法就好。


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思考我真正做的是什麼行業？
自己必須以不同的方式思考事業，才能和競爭者有所區隔。這是你替自己定義利基過程的一部分，一旦你定位出自己真正的事業，即使是在最競爭的市場裡，都還是能用這個知識，建立穩固的客戶基礎。
—>
這樣想起來，「專注番茄」可以理解為小工具類，因為我是想要最簡單方便的達成計時這件事，外加一點點幽默舒壓。但是對forest來說，比較像是心靈療癒與成就系統，對專注旅人來說，比較像是心靈療癒的陪伴。 但是作者後話也有說，想像成別的產業然後使用與其他競品不同的作法，可能有效果。但是最後後來學來學去，還是大家都一樣。 這種思考方式應該是視為嘗試走出不同的路，但是不一定有那條路，也許就只能模仿。



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利基很難捉摸，而且——和一般人的想法相反——大多數的公司，一開始並沒有利基。一般而言，你會在公司成立之後——不是之前——找到利基。事實上，事後才發現自己所投入的事業，和原先所以為的大相逕庭，是常有的事。因為，任何一個事業在還沒實際嘗試之前，你永遠無法明確知道要如何賺錢。
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所以真的是用賽的。進入之後遇到問題再開始想辦法過關斬將。


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沒有任何一個利基可以永遠存在，一個有賺頭的利基，遲早會吸引競爭者抄襲你的做法。利基越有賺頭，就越快發生這種事。一旦發生，你就失去利基的優勢。這時，你必須尋找另一個利基——除非你的公司已經非常穩，不用靠利基營運。要怎麼做呢？那就是，建立很棒的聲譽。


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成功銷售的祕訣在於不要怕提出要求。你不提出要求，就不可能得到。


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還沒拿到合約，就無條件為客戶著想提供勞務，建立信任



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傾聽，可以幫你賺大錢
很奇怪，增加營業額的最好方法，也是最明顯的方法
傾聽客戶的聲音。靠傾聽，就能得到真正的競爭優勢。



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要建立品牌、提升營業額，或是讓公司成長，你必須把許多不同的任務託付給其他人。我承認，這很難，特別是當你認為自己能做得比其他人都好時。我是自己快遞公司的第一個快遞員，我一向認為我是最棒的快遞員。但如果我現在還在做快遞，我今天的公司就會小很多。
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要擴張還是要找人啊


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另一個建立關係的方式是：對待老客戶，要像接洽新的潛在客戶一樣。這個挑戰比你所想的還大。客戶進來一陣子之後，我們常會傾向於以不同的方式對待他們。這是很自然的，當你試著要爭取他們的業務時，你願意為他們做任何事，但一旦你把這個客戶拉進來之後，你的態度就開始轉變。到你要再和他們談合約時，你已經發展出一套全新的期望，你不再把焦點放在做成這筆業務上
競爭者和你以前一樣，虎視眈眈地盯著這個客戶，而此時你卻門戶大開，毫無警覺。
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對老客戶要和新客戶一樣好


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人生規劃比事業規劃要先做


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我還建議他針對現有客戶，尋找其他可能提供的服務項目，其原理是，最容易取得的客戶就是你手頭上的客戶
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創造更多的IAP是最可能可以多賺錢的



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當你事業失敗時，你可以回過頭來看看哪裡做錯了，並學到適當的教訓；但我們通常很難了解，甚至無法了解，某一個商業觀念為什麼會成功。
雖然你可以列出許多因素，但你仍然未必精確地了解，這些因素到底是以什麼樣的組合、在什麼樣的時機、各占多少比率，讓你的事業起飛。當你決定要採取某種方式讓事業進入下一個階段時，應該把這點放在心上。如果你不了解真正的成功因素，你就必須對你所採取的策略小心一點。畢竟，當初公司成功的因素，有可能被你意外地破壞掉。
—>
所以如果是賽到的成功，就要更小心不然成功可能會破壞掉。
像是FT現在的功能簡潔、笨笨的、或是滿版的視覺




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西摩因為過度擁擠所流失的生意有限，甚至沒有流失。他已經讓市場達到飽和的極限。每個想要在熱褲子買東西的人，都已經在那裡買了。「喔，那麼我或許可以引進新的商品，」西摩說道：「例如年輕男裝。」
我怕的就是這個。為了讓投資合理化，西摩可能會因此想去改變原先的觀念。「你說的可是全新的生意喔。」我說：「你可能會傷害你已經擁有的成果。也許女孩子不喜歡被干擾。」
—>
投資了很可能會把它合理化，欺騙自己，如果 Code請人來寫就像開設新店面，一樣的意思。未必能夠達到本來的預期，然後可能會把它合理化，比方快速產出下一個App。應該要仔細估量是不是合理的投資。


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所增加的業績，剛好和他所花的時間、精力，和憤怒相抵。當你為成長而成長時，常常會發生這種事。
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找人一起做，我可能也會多花費精力和憤怒，還是算了


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事業成長是選擇的問題。決定要成長前，請先確定你知道為什麼要成長。
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我沒有要成長，只是想要賺更多。
那麼可能還有其他方式可行



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當你試著要進入業務的下個階段時，不要假設你知道當初之所以會成功，是哪些因素所造成的。



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當你為一個問題掙扎時，請尋找外部的看法，以確定你所認知的是一個真正的問題，並針對問題提出解決之道。


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盡力愛你關心你的客戶
親筆寫信，做一些可以建立忠誠和信任的簡單小事——打電話給客戶、拜訪他們、關心他們，



＋
解決問題的過程有兩個步驟。第一，你應該先止血。第二，你必須處理根本的原因。
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深究問題為什麼會發生，製作相對應的機制



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如果你要找尚在經營事業的企業家跟你做一對一的顧問，不妨在你的城市找找看，挑出你真正景仰的企業。然後我會寫信或打電話給幕後有力人士。


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我就是愛向訪客炫耀我們的設備，而且我確信我的熱情具有傳染力。熱情通常都有傳染力。
我認為如果你對你的事業沒有這種感覺的話，就不可能成為一個成功的企業家。不論你的公司從事什麼行業，你必須打從心裡相信，這是你在當下所能做的最有趣、最刺激、也最值得做的事業，要不然，你就很難說服其他人——員工、客戶、投資人或任何人來挺你。




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一個成功的創業家要具備什麼條件？
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韌性，一種從失敗中反彈、在逆境中起死回生、從自己的錯誤中獲益的能力。



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很多人來找我談的時候，往往同時考慮著十個不同的事業點子。他們想知道，我認為哪個點子最有前途。我告訴他們：「你問錯問題了，你應該問的是：『我想要投入哪個事業？我最喜歡哪一個？哪個最適合我想要過的生活？』」
如果你是很認真的想要有自己的事業，打從一開始，你就必須從所有的機會裡挑出一個。不管原因是什麼，這個點子一定要最吸引你。然後，你必須進行徹底的研究，如果能安排在這個產業裡工作一陣子，最好。
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感性選擇創業項目(反正結果也不知道)


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比方說，你經常會聽到，要成功就要有獨特的產品或服務，要提供別人所沒有的東西，或是，你應該選一個競爭少之又少的行業，靠著獨攬市場而獲利。
我的建議正好相反。我從不要第一個進入市場，我喜歡有許多競爭者。是的，我也想要與他們有差異，但越多的人賺錢的產業，我就越覺得可以進去。
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真的是這樣。 我可能沒辦法改變世界， 但可能優化市面上的產品。

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我們要教育大家的是快遞服務，不是什麼先進的新科技。我告訴你，那非常、非常的昂貴，害得我們受傷慘重。我寧可進入全世界最大、最競爭的市場，和其他幾百家公司進行肉搏戰。
有許多的競爭者是好事，因為要教育市場是非常昂貴的事。
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教育非常非常昂貴，這就是為什麼我無力不能改變世界，這種事情還是讓厲害的人去玩吧。我乖乖優化就好了


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跑去和副總統講話
很多人認為，這需要勇氣，但這和勇氣無關。只有當你害怕被拒絕時，你才需要勇氣。我對這種狀況不會感到害怕，也不抱期望。我的態度是：去試一下，看看會有什麼結果。如果我得到我想要的結果，很好。如果沒有，喔，我可以笑一笑，然後走開。
->
去試一下，沒中就算了。

[Jennifer · Rating 4 out of 5]

In “The Knack”, Norm Brodsky shares his passion for business and explains, through advice drawn from his highs and lows in business, what it is that makes a company successful. He starts by putting in plain words the one key metric that will make or break a business: gross margin, which he recommends to track by hand to really understand where it comes from. His advice then runs the whole gamut of business skills, including softer skills such as negotiating, building relationships with customers, relating to employees, reacting to employee theft, treating your competitors well, etc. He also explains why having many small customers is better than having a few big ones,

I found “The Knack” captivating and would recommend it not only to entrepreneurs but to anyone interested in understanding how successful business leaders must think. Most of the advice is applicable beyond entrepreneurship in the corporate world or in one’s personal life. The book is well written and well organized, and I found the summaries at the end of each chapter very helpful. I jotted down so many quotes that I think reading the whole book again will be simpler than going through my notes!

[Chiehyun Ling · Rating 4 out of 5]

Starting a business has always been a terrifying idea.
Both of my parents have worked many years for others. I've been watching them wake up and head to their company, come home, prepare food, handle some house chores and go to bed, all at a certain timing, to prepare for another similar day. We know how we lived and it seems clear that we can predict how we'll live. They provide their three girls proper education with the hope that the girls can eventually live independently and freely without too many worries. For many years, my parents' hope is what 'future' is to me. And being your own boss rarely comes in as one of the options.
Never underestimate yourself. This is how The Knack encourages me. There are people who prefer working for others, but there are also people who want a particular life that just suits them. This book is written for the later. Being your own master will not be easy, but keep your mind and heart open. Don't just shy away from possible bad outcomes. Nothing is wasted if you're on the way pursuing your dream.

[Enriquez · Rating 5 out of 5]

It's always good to learn from other's success and mistakes, and this book has a ton of amazing lessons I've started applying to my own endeavors.

So far it's giving me a better mindset on how to manage myself, my enthusiasm, my finances, my way of approaching people, and much more. Thanks to the way this book delivers information by providing real life stories to keep you grounded in reality while being passionate. A necessary balance.

Obviously I need to do the work in order to achieve my life goals. I'm not looking to be a powerful multimillionaire and I'm glad this book doesn't glorify them, but to be able to do what I love and live comfortably. I think that's a better form of capitalism that's sadly being suffocated by big corporations more and more, especially after COVID.

Overall, I'm glad I read this book. It really changed my perception of the world around me and gives me hope for a better future. Successful or not, I'll never find out if I don't try.

[Melinda · Rating 4 out of 5]

This was a very enjoyable audiobook - well narrated and extremely insightful. Brodsky combines his own personal experiences with those of several of his friends and associates that well illustrate the do's and dont's of entrepreneurship and business ownership. He focuses on the sales mentality and highlights how big sales do not always predict successful businesses; gross profit margins are key.
His tips were informative, concise and helpful. Many practices have evolved and changed since this book was written - internet sales, for example, were a newer source of revenue at the beginning of the 21st century. This book definitely gave me several points to consider and ponder with our business and I appreciate each one.

[Kalyan Tirunahari · Rating 3 out of 5]

Some decent tips but more specific examples to the author's own industry. Norm's honest confession about getting over aggressively competitive and a bit hot tempered resulted in lawsuits. Some sticky situations to avoid. Some products may be innovative but could be too early to the market and adaptation could be difficult. Getting into proven industries ensures success but with low profit margins. The author preference of the later seems reasonable.

[Michiel Mennen · Rating 4 out of 5]

Cut through the fact that it's all based on first hand experiences from the author only and you are left with some interesting insights that could be useful. But do not expect a how-to; for that it leans too much on the anecdotal in my opinion. Still, it is an interesting read with entertaining first hand accounts of how people make (or break) their ventures.

[pansit · Rating 5 out of 5]

Very practical book ever!!

This book change my life.
Recommend for every entrepreneur.
Every chapter could adapt to real life.
I read this book many year ago and I re read it again and again to let myself keep in track.

[CJ Katz · Rating 4 out of 5]

Lots of good stuff here. Filled with life examples in business - lots of great tips that are usable right away in your business. Each chapter ends with recap in bullets - which is useful to further instill the concepts. A great book for start ups and small, medium sized business.

[Даниил Ганиев · Rating 5 out of 5]

Одна из лучших, если не лучшая книга про то как делать бизнес.

[Derren Burrell · Rating 5 out of 5]

One of the best books I've read on Entrepreneurship...must read for anyone wanting to start their own business

[Colby · Rating 1 out of 5]

WHERE IS KNACK 2 BABY

[Derek Pankaew · Rating 1 out of 5]

More or less rehashes of common knowledge. Not much is actionable.

[Carrie · Rating 4 out of 5]

Giving me vivid sense of what a businessman should consider to.

[Parth Gupta · Rating 4 out of 5]

Inlaid with very practical advises

[Iok-Khai · Rating 5 out of 5]

雖然暫時沒有要創業的打算，但是讀到一半已經讓我有更認真工作的熱情。
從今天起，更認真工作、更用心對待顧客！

[سامح دعبس · Rating 4 out of 5]

كتاب ممتاز، يصلح للمبتدئين في التجارة والأعمال حيث يعلمهم مهارات التجارة والبزنس العملية من واقع خبرة المؤلف.

[David Brush · Rating 5 out of 5]

A solid business book with practical advice. I really enjoyed it.

[Benson · Rating 5 out of 5]

Probably the best book I've ever read on entrepreneurship.