The Prize or The Ultimate Question

The Prize: The Epic Quest for Oil, Money, and Power

Author: Daniel Yergin

Pulitzer Prize Winner -- and Now an Epic PBS Series

The Prize recounts the panoramic history of oil -- and the struggle for wealth power that has always surrounded oil. This struggle has shaken the world economy, dictated the outcome of wars, and transformed the destiny of men and nations. The Prize is as much a history of the twentieth century as of the oil industry itself. The canvas of this history is enormous -- from the drilling of the first well in Pennsylvania through two great world wars to the Iraqi invasion of Kuwait and Operation Desert Storm.

The cast extends from wildcatters and rogues to oil tycoons, and from Winston Churchill and Ibn Saud to George Bush and Saddam Hussein. The definitive work on the subject of oil and a major contribution to understanding our century, The Prize is a book of extraordinary breadth, riveting excitement -- and great importance.

Publishers Weekly

Yergin ( Shattered Peace ), a much-quoted energy consultant, here offers a timely, information-packed, authoritative history of the petroleum industry, tracing its ramifications, national and geopolitical, to the present day. Oil, ``the world's biggest and most pervasive business,'' he shows, has played a central role in most of the major wars and many of the critical international situations of the 20th century, has changed the lives of virtually everyone on the planet and is currently at the heart of the first post-Cold War crisis of the 1990s. Yergin describes how, after an oil glut replaced the panic at the pump of the early 1980s, ``Hydrocarbon Man'' once again took petroleum for granted--only to be shattered by Iraq's invasion of Kuwait this past August. Whatever the evolution of the international order, oil will remain the ultimate strategic prize, predicts the author in a book that will be widely discussed. He points out, however, that the environmental movement is gaining significant strength as more and more citizens of the world express a willingness to trade off energy production for environmental protection. Photos. Major ad/promo. (Jan.)

Library Journal

This book does not require recent events in the Persian Gulf to make it an essential addition for most public libraries as well as all college libraries. Written by one of the foremost U.S. authorities on energy, it is a major work in the field, replete with enough insight to satisfy the scholar and sufficient concern with the drama and colorful personalities in the history of oil to capture the interest of the general public. Though lengthy, the book never drags in developing its themes: the relationship of oil to the rise of modern capitalism; the intertwining relations between oil, politics, and international power; and the relationship between oil and society in what Yergin calls today's age of ``Hydrocarbon Man.'' Parts of the story have been told as authoritatively before, e.g., in Irvine Anderson's Aramco: The United States and Saudi Arabia ( LJ 7/81), but never in as comprehensive a fashion as here.-- Joseph R. Rudolph Jr., Towson State Univ., Md.

See also: The Secret of Scent or Magic Cancer Bullet

The Ultimate Question: Driving Good Profits and True Growth

Author: Fred Reichheld

One Question Can Determine Your Business's Future. Do You Know the Answer?

CEOs regularly announce ambitious growth targets, then fail to achieve them. The reason? Their growing addiction to bad profits. These corporate steroids boost short-term earnings but alienate customers. They undermine growth by creating legions of detractors—customers who complain loudly about the company and switch to competitors at the earliest opportunity.

Now loyalty expert Fred Reichheld shows how to reverse the equation, turning customers into promoters who generate good profits and true, sustainable growth. The key: one simple question—Would you recommend us to a friend?—that allows companies to track promoters and detractors and produces a clear measure of an organization's performance through its customers' eyes. In industry after industry, this "Net Promoter Score" is the single most reliable indicator of a company's ability to grow.

Based on extensive research, The Ultimate Question shows how companies can rigorously measure Net Promoter statistics, help managers improve them, and create communities of passionate advocates that stimulate innovation. Vivid stories from leading-edge organizations illustrate the ideas in practice.

Practical and compelling, this is the one book—and the one tool—no growth-minded leader can afford to miss.

The Washington Post

Among management books, this one's a keeper.

Publishers Weekly

Almost everyone appreciates the importance of customer satisfaction in business, but this book takes that idea to two extremes. First, it claims that customer satisfaction is more important than any business criterion except profits. Second, it argues that customer satisfaction is best measured by one simple question, "Would you recommend this business to a friend?" Pressure for financial performance tempts executives to seek "bad profits," that is, profits obtained at the expense of frustrating or disappointing customers. Such profits inflate short-term financial results, Reichheld writes, but kill longer-term growth. Only relentless focus on customer satisfaction can generate "good profits." One unambiguous question, with answers delivered promptly, can force organizational change, he claims. Reichheld makes a strong rhetorical case for his ideas, but is weaker on supporting evidence. The negative examples he gives are either well-known failures or generic entities like "monopolies," "cell phone service providers" and "cable companies." When presenting statistics on poor performers, the names are omitted "for obvious reasons." On the other hand, the positive examples are named, but described in unrealistically perfect terms. Believable comparisons of companies with both virtues and flaws would have been more instructive. (Mar.) Copyright 2006 Reed Business Information.

Table of Contents:

1	Bad profits, good profits, and the ultimate question	3
2	The measure of success	23
3	How the net promoter score (NPS) can drive growth	39
4	The enterprise story - measuring what matters	59
5	Why satisfaction surveys fail	77
6	The rules of measurement	95
7	Design winning customer strategies	117
8	Deliver - building an organization that creates promoters	137
9	Develop a community of promoters - by listening	155
10	One goal, one number	175
App. A	The linkage between NPS and growth	191
App. B	Winners and sinners for selected U.S. and U.K. industries	195