Demand is one of the few economic terms almost everyone knows. Demand drives supply. When demand rises, growth happens - jobs are created, the economy flourishes and society thrives. So goes the theory. It sounds simple, yet almost no one really understands demand, including the business owners, company leaders and policy makers who try to stimulate and satisfy it. Aimed at a business and general non-fiction readership, DEMAND is a book which searches for clues as to where demand really comes from, and why, and how we might control it.
Despotism on Demand draws attention to the impact of flexible scheduling on managerial power and workplace control. When we understand paid work as a power relationship, argues Alex J. Wood, we see how the spread of precarious scheduling constitutes flexible despotism; a novel regime of control within the workplace. Wood believes that flexible despotism represents a new domain of inequality, in which the postindustrial working class increasingly suffers a scheduling nightmare. By investigating two of the largest retailers in the world he uncovers how control in the contemporary "flexible firm" is achieved through the insidious combination of "flexible discipline" and "schedule gifts." Flexible discipline provides managers with an arbitrary means by which to punish workers, but flexible scheduling also requires workers to actively win favor with managers in order to receive "schedule gifts": more or better hours. Wood concludes that the centrality of precarious scheduling to control means that for those at the bottom of the postindustrial labor market the future of work will increasingly be one of flexible despotism.
Historically, the discipline of marketing has been heavily skewed toward a subjective art at the expense of a measurable science. But the days of hunches, intuitions, and incomplete or misleading perspectives are rapidly disappearing. Today, savvy marketers and forward-looking organizations are embracing innovative new models driven by cutting-edge technology and analytics to align sales and marketing, pinpoint (and respond to) customer needs, and achieve breakthrough revenue gains. In Manufacturing Demand, marketing guru David Lewis, CEO of DemandGen International, reveals the transformations taking place in marketing today, including the rise of the marketing geek and the emergence of the so-called fifth and sixth P s of marketing: Process and Programming. You ll learn about the key practices and principles of creating your demand-generation factory: buyer personas, the demand funnel, lead scoring, lead nurturing, and analytics. Plus, Manufacturing Demand presents plenty of actionable tips and recommendations as well as real-world case studies that showcase how leading companies are achieving tremendous results applying these principles of successful lead management. If you re ready to move into of the next generation of marketing, get ready to start Manufacturing Demand.
In this book Daniel Hamermesh provides the first comprehensive picture of the disparate field of labor demand. The author reviews both the static and dynamic theories of labor demand, and provides evaluative summaries of the available empirical research in these two subject areas. Moreover, he uses both theory and evidence to establish a generalized framework for analyzing the impact of policies such as minimum wages, payroll taxes, job- security measures, unemployment insurance, and others. Covering every aspect of labor demand, this book uses material from a wide range of countries.
Business consultants everywhere preach the benefits of innovation—and promise to help businesses reap them. A trendy industry, this type of consulting generates courses, workshops, books, and conferences that all claim to hold the secrets of success. But what promises does the notion of innovation entail? What is it about the ideology and practice of business innovation that has made these firms so successful at selling their services to everyone from small start-ups to Fortune 500 companies? And most important, what does business innovation actually mean for work and our economy today? In Creativity on Demand, cultural anthropologist Eitan Wilf seeks to answer these questions by returning to the fundamental and pervasive expectation of continual innovation. Wilf focuses a keen eye on how our obsession with ceaseless innovation stems from the long-standing value of acceleration in capitalist society. Based on ethnographic work with innovation consultants in the United States, he reveals, among other surprises, how routine the culture of innovation actually is. Procedures and strategies are repeated in a formulaic way, and imagination is harnessed as a new professional ethos, not always to generate genuinely new thinking, but to produce predictable signs of continual change. A masterful look at the contradictions of our capitalist age, Creativity on Demand is a model for the anthropological study of our cultures of work.
"An edited version of a conversation that took place in 10 instalments over one year between April 2017 and May 2018 in the artist's studio in Los Angeles."--Page [035].
“If you want to understand the most immersive new communications medium to come along since cinema… I’d suggest starting with Mr. Bailenson’s [book].” —Wall Street Journal Virtual reality is able to effectively blur the line between reality and illusion, granting us access to any experience imaginable. These experiences, ones that the brain is convinced are real, will soon be available everywhere. In Experience on Demand, Jeremy Bailenson draws upon two decades spent researching the psychological effects of VR to help readers understand its upsides and possible downsides. He offers expert guidelines for interacting with VR, and describes the profound ways this technology can be put to use to hone our performance, help us recover from trauma, improve our learning, and even enhance our empathic and imaginative capacities so that we treat others and ourselves better.
“Puts campus activism in a radical historic context.”—New York Review of Books In the post–World War II period, students rebelled against the university establishment. In student-led movements, women, minorities, immigrants, and indigenous people demanded that universities adapt to better serve the increasingly heterogeneous public and student bodies. The success of these movements had a profound impact on the intellectual landscape of the twentieth century: out of these efforts were born ethnic studies, women’s studies, and American studies. In We Demand, Roderick A. Ferguson demonstrates that less than fifty years since this pivotal shift in the academy, the university is moving away from “the people” in all their diversity. Today the university is refortifying its commitment to the defense of the status quo off campus and the regulation of students, faculty, and staff on campus. The progressive forms of knowledge that the student-led movements demanded and helped to produce are being attacked on every front. Not only is this a reactionary move against the social advances since the ’60s and ’70s—it is part of the larger threat of anti-intellectualism in the United States.
"The economics of American higher education are driven by one key factor--the availability of students willing to pay tuition--and many related factors that determine what schools they attend. By digging into the data, economist Nathan Grawe has created probability models for predicting college attendance. What he sees are alarming events on the horizon that every college and university needs to understand. Overall, he spots demographic patterns that are tilting the US population toward the Hispanic southwest. Moreover, since 2007, fertility rates have fallen by 12 percent. Higher education analysts recognize the destabilizing potential of these trends. However, existing work fails to adjust headcounts for college attendance probabilities and makes no systematic attempt to distinguish demand by institution type. This book analyzes demand forecasts by institution type and rank, disaggregating by demographic groups. Its findings often contradict the dominant narrative: while many schools face painful contractions, demand for elite schools is expected to grow by 15+ percent. Geographic and racial profiles will shift only slightly--and attendance by Asians, not Hispanics, will grow most. Grawe also use the model to consider possible changes in institutional recruitment strategies and government policies. These "what if" analyses show that even aggressive innovation is unlikely to overcome trends toward larger gaps across racial, family income, and parent education groups. Aimed at administrators and trustees with responsibility for decisions ranging from admissions to student support to tenure practices to facilities construction, this book offers data to inform decision-making--decisions that will determine institutional success in meeting demographic challenges"--
