In their book Winning Behavior, Terry Bacon and David Pugh showed how great companies outperform good ones through ""behavioral differentiation"" -- going beyond superior products and dependable service to connect with customers at every touchpoint. The Behavioral Advantage broadens the concept, applying behavioral differentiation to the business-to-business arena. The best B2B companies depend on a multifront approach to business interaction, and The Behavioral Advantage reveals the secrets behind what is essentially a chess game with competitors. To win the game, companies must develop a carefully plotted opening game, with all internal values, policies, practices, and behaviors fully aligned. A smart and efficient middle game lets the company build and strengthen its position, and the endgame assures victory and lays the groundwork for future business. Just as individual customers do, B2B customers remember those companies whose behavior consistently and significantly outshines even strong competitors. These firms create a lasting advantage -- and reap the profits that come with it.

It is often said that the only true source of sustained competitive advantage is people. But what does that mean and how can this be measured and managed? How many organizations know whether their human capital outperforms their competitors', or even whether it improves year-over-year? And what is the strategy for continually improving that performance?

"The New Human Capital Strategy" is a roadmap for delivering measurable business results by systematically improving the performance of those in roles most important to customers and shareholders. Proposing a radical shift in the way organizations measure and manage their people, the book asserts that competitive advantage is a function of four areas of strength:

- effective executive teams

- leaders who deliver results

- outperforming competitors in key positions

- workforce performance

Using examples, research, and metrics, this essential guide provides readers with a system for ensuring that their people are more valuable this year than the last.

" A good appraisal system can serve as an effective structure for culture change within an organization -- and it can help ease one of every manager's most dreaded duties. Now, based on 25 years of experience, Dick Grote gives readers everything they need to make the process work well, including:

* what an ideal system looks like

* the available options and approaches

* how to evaluate performance, write a fair appraisal, and conduct the actual appraisal discussion

* how to create a system from scratch or optimize the one already in place

* critical issues that must be considered, including employee development, pay, and legal concerns

* emerging trends that influence the process -- such as 360-degree feedback, teams, the use of software

* actual appraisal forms from 12 companies, as well as scripts, diagrams, checklists, worksheets, flow charts, and sample policies"

An examination of comparing a day to day operations of every day into the transformation of making a difference using what you have to change struggle into gold.