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Charles G. Koch

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Good Profit: How Creating Value for Others Built One of the World's Most Successful Companies Kindle Edition

by Charles G. Koch (Author) Format: Kindle Edition

974 ratings

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NEW YORK TIMES BESTSELLER • Learn how to apply the principles of Charles Koch’s revolutionary Market-Based Management® system to generate good profit in your organization, company, and life

“This book helps show you the way to good profit—whether you work for an international supermarket chain, a medium-sized regional business, or your own start-up.”—John Mackey, co-founder and co-CEO, Whole Foods Market

The technological innovations, extreme politics, civil unrest, cyber attacks, demographic shifts, and global pandemic that have affected all businesses since this book was published have only confirmed Charles Koch’s belief that “the only reason a business should exist (and the only way it can legitimately survive long term) is to create value in a responsible way.” Hence, the principles in Good Profit are more important today than ever before.

What exactly does Koch Industries, Inc., do and why is it so remarkably profitable? Koch’s name may not be on your home’s plywood, vehicle’s grille, smartphone’s connectors, or baby’s ultra-absorbent diapers but it makes them all. And Koch’s Market-Based Management® (MBM) system is what drives these innovations and many more.

The core objective of MBM is to generate good profit. Good profit results from products and services that customers vote for freely with their dollars. It results from a bottom-up culture where employees are empowered to act entrepreneurially to discover customers’ preferences and the best ways to improve their lives. Drawing on six decades of interdisciplinary studies, experimental discovery, and practical implementation across Koch businesses worldwide, Charles Koch walks the reader through the five dimensions of MBM to show how to apply its framework in any business, industry, or organization of any size. Readers will learn how to:

• Craft a vision for how to thrive in spite of increasingly rapid disruption and ever-changing consumer values
• Select and retain a workforce possessing both virtue and talent
• Create an environment of knowledge sharing that prizes respectful challenges from everyone at every level
• Award employees with ownership and decision rights based on their comparative advantages and proven contributions, not job title
• Motivate all employees to maximize their contributions by structuring incentives so compensation is limited only by the value they create

A must-read for any leader, entrepreneur, or student, as well as anyone who wants a more civil, fair, and prosperous society, Good Profit is one of the greatest management books of all time.

Editorial Reviews

Review

"Charles Koch is right, there is a difference between Good Profit and bad profit. And this book helps show you the way to good profit – whether you work for an international supermarket chain, a medium-sized regional business, or your own start-up.”
- John Mackey, Co-Founder and Co-CEO Whole Foods Market

Charles Koch’s Good Profit is a must read for any businessperson or serious student of business. As a transformative leader of Koch Industries, Koch the author delivers not just business wisdom but the economic punch of decision-making at the margin and Market-Based Management. The book, like Koch’s management tools, bridges theory and practice masterfully. But the title’s engine says it best: ‘Good profit’ arises from delivering value to customers. And Koch Industries’ spectacular success over the past half century shows that good profit creates great value.
- Glenn Hubbard, Dean and Russell L. Carson Professor of Finance and Economics, Columbia Business School

“The ultimate “how to” book on running a successful business. Charles Koch’s approach is extraordinarily thoughtful and comprehensive, reflecting his more thasn 50 years of experience in growing Koch Industries to the second largest private corporation in America. His emphasis on the key role that values play in his leadership and management model is especially important in today’s business environment. A must read for those who want to take their enterprise to the next level.”
-- Richard B. Myers, General, USAF, Ret., 15th Chairman of the Joint Chiefs of Staff

“Charles Koch is a genuine patriot, and his lifelong mission is to make America as strong and free as she can be. He believes the principles of economic opportunity that have guided America are worth protecting. This book will teach us how." -
-(Papa) John Schnatter, CEO Papa John’s Pizza


“Good Profit is an exploration into the mind and philosophy of one of America’s most extraordinary businessmen. Charles Koch explains – through example, anecdote, and impressive analysis – how Market-Based Management has enabled Koch Industries to create real, sustainable value for consumers and businesses alike. You’ll be pleased by his openness. He’s as candid about his failures as he is his successes, and willing to expose both in the interest of the greater good. “
-- Leslie Rudd, Entrepreneur, Winery Owner, former owner Dean & DeLuca

"Writing about Charles Koch has become a cottage industry but, until now, there's been little from the man himself. Read his new book, Good Profit, and you can learn directly from him what he thinks and how he has built one of the biggest and most successful businesses in the world."    -- Michael L. Lomax, Ph.D. President and CEO, United Negro College Fund (UNCF)


“Here is a clear example of the American dream and how our country benefits when successful entrepreneurs create new jobs (and more taxes for government services) while providing the golden egg for philanthropic efforts. The real story behind this book is not just Charles Koch’s secret to success – it is the remarkable path he and his brother took in becoming two of America’s most generous philanthropists. Their recipe for creating “good profits” has enabled them to grow their businesses, reward their employees and still have plenty left over to invest in the nation’s most important charitable groups and institutions supporting America’s freedom. It is a worthwhile read!”
--Charles R. Schwab

About the Author

Charles G. Koch is chairman of the board and CEO of Koch Industries, Inc., a position he has held since 1967. He is renowned for building Koch Industries into the second-largest private company in the nation -- currently valued at $100 billion-- making him the fourth wealthiest man in America, according to Forbes.

Wichita, Kansas-based Koch Industries, Inc. began as Wood River Oil and Refining Co. in 1940. Koch employs more than 100,000 people in about 60 countries worldwide, with 60,000 of those in the United States. Since January 2009, Koch has earned more than 1,000 awards for safety, environmental excellence, community stewardship, innovation, and customer service.

From the Hardcover edition.

Excerpt. © Reprinted by permission. All rights reserved.

Chapter 1

The Glorious Feeling of Accomplishment

Life Lessons from My Father

I should regret very much to have you miss the glorious feeling of accomplishment and I know you are not going to let me down. Remember that often adversity is a blessing in disguise and is certainly the greatest character builder.--Fred Koch

"You can tell the Dutch," my father would joke about himself, "but you can't tell them much." Square-jawed, determined, and persistent certainly described Fred Koch, who plunged headfirst into countless ventures--some profitable, some not. His own father, Harry, was also a risk-taker--emigrating as a teenager from the Netherlands with very little money and a head full of stories about America's "Wild West."

Whether their reputation for stubbornness is deserved or not, the Dutch emerged from Spanish rule in 1581 with a thirst for peace, tolerance, knowledge, and new ideas. During the Dutch Golden Age of the seventeenth century, they created the first stock exchange, generated the highest standard of living in the world, excelled in arts and science, and sustained a flourishing culture. The Dutch thrived thanks to freedom and a system of mutual advantage, while their less free European neighbors endured bloodshed and poverty.

Harry Koch arrived in New York as a printer's apprentice and brushed up on his English skills while working at Dutch newspapers in Michigan and Chicago. His work led him to travel down the Mississippi to Louisiana, and then to Trinity, Austin, and Galveston, Texas. In 1891 he followed the railroad to Quanah, where he bought a print shop and struggling weekly newspaper called the Chief. Quanah was in a very poor area, so many of Harry's customers paid, in part, with barter. They valued the news and advertising space his paper offered, and he valued their patronage. In an example of good profit at work, what is now the Tribune-Chief is still published today.

Harry had a thick Dutch accent and pronounced the name "Koch" with a soft, guttural "ch." The West Texan pronunciation sounded more like a crow's "caw." Years later, someone paged my father at a train station and mispronounced his name over the microphone as "Fred Coke." My father had never liked the West Texas version, so he adopted that pronunciation on the spot, thereby making a significant contribution to American phonology.

Fred played varsity football for Quanah's high school, and was an excellent orator and student. He attended the Rice Institute in Houston (an all-scholarship school at that time), where he was elected class president. Always ready to take any risk that might pay off, he transferred to MIT in Cambridge, Massachusetts, upon learning it had created the first-ever chemical engineering program. MIT's tuition at the time was about $300 a year. Before he moved from Texas to Boston, Fred spent the summer mopping decks on a tramp steamer--a merchant ship with no set schedule--sailing between New York and London.

Chemical engineering suited Fred Koch. His bachelor's thesis at MIT addressed environmental issues at a paper mill in Bangor, Maine, which was, coincidentally, later owned by Georgia-Pacific. (GP sold that mill but still owns the Acme gypsum plant near Quanah where my father held a summer job.) The opportunities presented by the Bangor mill--including the profitable recycling of waste products as well as energy conservation, both of which improved the environment--were important to my father and remain important to Koch, because they are mutually beneficial to our company and our communities.

At MIT, Fred, having been taught by his father to box, became captain of the boxing team. While my mother--a golfer, fly fisher, hunter, and jewelry designer--possessed excellent eye-hand coordination, Fred more than got by on his quick reflexes and competitive spirit. He encouraged all four of his sons to develop some boxing skills.

While boxing is one of my favorite Olympic sports, none of us pursued it. My brother Frederick always preferred the arts to athletics, eventually studying humanities at Harvard and drama at Yale. I had some of the most fun of my life playing rugby at MIT on a team that won two championships. My brothers David and Bill joined the MIT basketball team. David became its captain and was a small college all-American. In 1962 he set a record by scoring 41 points in one game--a record he held for forty-six years.

After college, my father got a job with Texaco (then called the Texas Company) as a research chemist at its refinery in Port Arthur, Texas. He then worked briefly as a chemical engineer for the Gasoline Products Company, a leading refinery process development firm in Kansas City.

Fred's big break as an engineer came in 1924, when his MIT classmate, Carl de Ganahl, recommended him for a job designing and constructing a refinery in England owned by de Ganahl's father, Charles. Like the Kochs, the de Ganahls had emigrated from Europe in the 1800s and eventually settled in Texas.

Charles de Ganahl was an amazing person--an outstanding entrepreneur with great integrity and compassion. His mentorship of my father, who was a twenty-four-year-old with very little business experience and even fewer connections, changed Fred's life. My father had tremendous respect for de Ganahl, so much so that he named me after him. That respect was mutual. "Fred Koch is the soundest chemical engineer in the world," de Ganahl wrote years later, "with as brilliant a pair of brain lobes as are worn by any young man of my acquaintance."

My father gravitated toward quality people and genuinely made a good impression on them--whether it was the wealthy de Ganahl family or Sterling Varner, whose father and grandfather were oilfield mule contractors. He didn't care about social status; he treated everyone in a manner consistent with his values. It's probably a reflection of his character that good people wanted to be around him too and offered him opportunities for work.

In 1925, Fred's MIT experience, brilliant lobes, and way with people paid off again. Another former classmate, Dobie Keith, invited him to join an engineering and construction firm in Wichita, Kansas, which Keith had started with Lewis Winkler. Fred accepted, paying $300 to become an equal partner. Three months later, after Keith abruptly left to pursue another opportunity, the Winkler-Koch Engineering Company was formed.

The first two years were rough for Winkler-Koch. Because the firm lacked any proprietary technology or the capital to sell complete jobs (entailing design, equipment purchase, and construction management), small engineering fees were all Winkler-Koch could command. For a while my father was, as he put it, "dead broke" and had to sleep on a cot in the office.

Business improved in 1927 when Fred developed a better thermal cracking process for converting heavy oil into gasoline, one that was less expensive, provided higher yields, and involved less downtime than competitive processes. After a successful installation at L. B. Simmons's new Rock Island refinery in Duncan, Oklahoma, Winkler-Koch sold an average of one new installation every seven weeks for the next two years.

Winkler-Koch's success in selling this process to independent refiners inevitably caught the attention of the major oil companies, who had pooled their gasoline-making processes to control the technology. This combine, dubbed the Patent Club, charged the independents a royalty of 30 cents per barrel at a time when gasoline sold for a little over $3 per barrel (retail).

My father's new process, by contrast, was royalty-free, further enhancing its appeal to independent refiners. In 1929, the Patent Club--worried about the increased competitiveness of independents--filed forty patent infringement suits against Winkler-Koch and almost all its customers. These suits crippled the company's business in the United States and in much of Europe.

Winkler-Koch's survival as a company depended on building plants in other countries--particularly the Soviet Union, where it constructed fifteen cracking units between 1929 and 1931. As a result of that Soviet contract, Winkler-Koch enjoyed its greatest financial success during the early years of the Great Depression. Even so, Fred was very suspicious of the Soviets and demanded 90 percent payment up front.

The Soviet engineers who worked with my father confirmed his fears about doing business in the Soviet Union (and of Communism in general) when they told him about their methods and plans for world revolution. Stalin eventually purged almost all of Fred's Soviet counterparts, along with tens of millions more of his own people. My father described the Soviet Union as "a land of hunger, misery and terror." Because of his experiences there, he became a staunch anticommunist for the rest of his life--even joining the John Birch Society and encouraging me to as well. (I agreed but only stayed for a few years because I felt, like Hayek, that Communism was more of an "intellectual error" than a conspiracy that needed to be exposed.)

The Patent Club spent twenty-three years suing Winkler-Koch but was successful only once. And even that verdict was overturned after it was discovered that a judge had been bribed. This shocking behavior and the resulting scandal caused the majors to donate their process development company, Universal Oil Products, to the American Chemical Society. Winkler-Koch countersued, settling in 1952 for $1.5 million.

Despite winning, my father's advice to me was: "Never sue--the lawyers get a third, the government gets a third and you get your business destroyed." I've tried to follow his advice and have filed very few lawsuits. Unfortunately, he forgot to tell me how to keep from being sued--even by members of my own family. But more on that later.

Product details

ASIN ‏ : ‎ B00TWEMGE8
Publisher ‏ : ‎ Crown Currency
Accessibility ‏ : ‎ Learn more
Publication date ‏ : ‎ October 13, 2015
Language ‏ : ‎ English
File size ‏ : ‎ 2.5 MB
Screen Reader ‏ : ‎ Supported
Enhanced typesetting ‏ : ‎ Enabled
X-Ray ‏ : ‎ Enabled
Word Wise ‏ : ‎ Enabled
Print length ‏ : ‎ 270 pages
ISBN-13 ‏ : ‎ 978-1101904145
Page Flip ‏ : ‎ Enabled

Best Sellers Rank: #413,648 in Kindle Store (See Top 100 in Kindle Store)
- #64 in Business Ethics (Kindle Store)
- #82 in Company Business Profiles (Books)
- #96 in Management Skills

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Charles G. Koch

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Charles Koch is chairman and CEO of Koch Industries, one of the largest privately held American companies. An influential philanthropist for more than 50 years, he supports education, a community of organizations addressing persistent poverty, and public policy research focused on developing effective solutions to social problems. He has founded numerous non-profit organizations, including Stand Together. He holds two masters degrees in nuclear and chemical engineering from MIT and lives in Wichita, Kansas with his wife Liz.

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Customers find this business book instructive and well-written, with one noting it's one of the greatest management books of all time. Moreover, they appreciate its economic content and effectiveness, with one customer describing it as a brilliant strategy for long-term success. Additionally, the book provides valuable insights into American business history, and customers value its integrity and condition.

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88 customers mention "Information quality"85 positive3 negative

Customers find the book instructive, with one customer highlighting its sound business advice and another noting its focus on Koch's management philosophy.

"...Based on principles of honesty, integrity, civility, respect, and value creation in all its forms, he has led his company to becoming the second-..." Read more

"...The book provided excellent insight to both...." Read more

"...It contains a considerable volume of useful and original insights as well as a surprising amount of tactical advice that can be implemented across..." Read more

"...I have never read a book that packs so much wisdom and valuable advice per page, yet is so readable and practical and doesn't think too highly of..." Read more

82 customers mention "Readability"78 positive4 negative

Customers find the book highly readable and engaging, particularly noting its value for business professionals. One customer considers it one of the greatest management books of all time.

"...society, Good Profit is destined to rank as one of the greatest management books of all time." I could not agree more!..." Read more

"...that packs so much wisdom and valuable advice per page, yet is so readable and practical and doesn't think too highly of itself...." Read more

"Overall the book is well written and easy to read and includes a personal side of Charles Koch not seen before-like the 153 death threats he got in..." Read more

"...Industries, whether you agree with his approach or not, makes this a good read." Read more

23 customers mention "Value for money"23 positive0 negative

Customers find the book provides good value for money, appreciating its mix of economics and practical insights, with one customer noting its proven business values that drive success.

"...principles of honesty, integrity, civility, respect, and value creation in all its forms, he has led his company to becoming the second-largest..." Read more

"...MBM generates profit by using sound business principles and by going far beyond Maslow's Theory Y in providing employee incentive to make..." Read more

"...Overall the book is a mix of economics, a business profile, behavioral finance, philosophy, and good story telling of business failures...." Read more

"...Political arguments aside it clearly is a superior business model. But it is not an easily implemented model...." Read more

14 customers mention "Effectiveness"14 positive0 negative

Customers find the book's approach effective, with one customer noting it works best through learning by doing, while another mentions it serves as a great follow-up to Science of Success, and a third describes it as a brilliant strategy for long-term success.

"...What works best is learning by doing. Yes, training is important, but only to get started...." Read more

"...and backed by results..." Read more

"...a better run company with a better view to how to be efficient and effective, and have never been more valued as an employee...." Read more

"...It highlights a journey towards excellence, displays the failure ridden path towards success and does so, without its creator trying to take..." Read more

10 customers mention "History"10 positive0 negative

Customers appreciate the historical content of the book, describing it as an excellent account of America's success story, with one customer particularly enjoying learning about the author's personal background.

"Charles Koch has written a very interesting view of his business...." Read more

"An excellent history and discussion of how one of the world's largest private companies got to be this way by its leader and visionary, Charles Koch...." Read more

"...He shares his family story, the growth of Koch Industries, and the underpinnings of his highly-successful Market Based Management system..." Read more

"...I READ THE BOOK AND HAVE LISTENED TO THEM ON TV. THEY ARE VERY PATRIOTIC AND VERY AMERICAN. I WOULD SAY AMERICAN MADE ICONS...." Read more

4 customers mention "Integrity"4 positive0 negative

Customers appreciate the book's integrity, noting its great condition and solid, grounded approach.

"...Based on principles of honesty, integrity, civility, respect, and value creation in all its forms, he has led his company to becoming the second-..." Read more

"...where the concept of community in the workplace took root; loyalty, integrity, dedicated work ethic, and above all humility are all foundational..." Read more

"The book came ok time and in great condition" Read more

"Solid grounded essential reading for any business leader!..." Read more

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Bob Burg
Business & Life Success from America's Most Misunderstood Leader
Reviewed in the United States on December 26, 2015
Format: HardcoverVerified Purchase

Mark Twain is credited with saying, "It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so."

In my opinion, never does this adage hold more truth than for the all-too many people who provide negative comments about Charles Koch.

Why a person should be so vilified simply for creating immense value in the marketplace, greatly improving the lives of the masses, and becoming extremely wealthy as a result is confusing enough. What's worse is that he is vilified for so much that he is not. For example, he is not a cronyist who seeks favors from government but rather eschews ALL forms of such. (In other words, he does not buy special favors from politicians but rather supports those who do *not* participate.) He is also not a "right-wing" Republican but rather a Classical Liberal (which most of us would call Libertarian). And, that’s just the tip of the iceberg of misunderstandings about this man.

What he IS is a person who lives his life and conducts his business in a way we should all do our very best to emulate. Based on principles of honesty, integrity, civility, respect, and value creation in all its forms, he has led his company to becoming the second-largest private company in the U.S., employing 100,000 people, 60,000 in the U.S, alone! They've also earned more than 1000 awards including those regarding safety and environmental excellence. WOW - what a monster! (Sorry, I’m not usually sarcastic but here’s a man who regularly receives death threats from people who simply fall victim to Twain’s above quote.)

Many of the other reviewers have provided excellent overviews of Mr. Koch's Market-Based Management Framework so I won't do that here. I will say that if you enjoyed his previous work, "The Science of Success" you'll enjoy and learn even more in this one.

While "Good Profit" is an amazing treatise on how to lead a company to great success *as a result of* benefitting all concerned (consumers, suppliers, employees, etc.) it's really so much more than just that. It's about having a life and business philosophy that leads to living a meaningful life; one of happiness and personal fulfillment. It's also about understanding how free-market principles (people voluntarily transacting with others without involving any type of force or fraud) means you MUST focus on brining value to others IF you are going to succeed.

Throughout my own business career, if I've noticed one thing, it's that: Money is simply an echo of value. Money is not the cause, it is the effect. It is not the target but rather the result of hitting the target. And, the target (in a true free-market) is to add value to the lives of others.

And, when you add exceptional value to the lives of many, many people, your company will thrive and become very, very profitable. In a free-market you can *only* do this by respecting your consumer and all others involved in the process. And, when this is the case, you have earned...good profit! The author shows us, step-by-step, how to do so.

To quote from the book's own writeup, it's "A must-read for any leader, entrepreneur, or student, as well as anyone who wants a more civil, fair, and prosperous society, Good Profit is destined to rank as one of the greatest management books of all time."

I could not agree more!

If I might suggest, make a commitment to studying, learning, and then implementing Market-Based Management in your company regardless of your company's current size. Without question, purchase this book for every single member of your leadership team. And, if you'll invest in this book for every one of your employees, as well, you'll see a substantial increase in the number of employees who not only feel great about themselves and the work they are doing, you will see an increase in their loyalty, production, and in your company's bottom line.

A win for all...including those consumers who benefit from his work on a daily basis but who unthinkingly insist on hating one of America's great leaders and human beings.

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M. J. Smith
LEARN WHAT MAKES CHARLES KOCH DO WHAT HE DOES
Reviewed in the United States on November 1, 2015
Format: KindleVerified Purchase
After watching Megyn Kelly’s October 16, 2015 interview with Charles Koch, I purchased Good Profit to learn more about the man and his approach to business. The book provided excellent insight to both.

I have recommended Good Profit to my friends and I recommend it to you if you are interested in learning why Charles Koch does what he does. Also how Koch Industries achieves the success it does using the Market-Based Management (MBM) approach that Koch developed through forty years of trial and error.

To get the most out of the explanation of the MBM it’s important that you understand it’s a philosophy, not a set of rules. The following two paragraphs, taken from the book’s conclusion, make this clear.

The first is…

When people are first exposed to the overall foundation and philosophy of MBM, their tendency is to become overly focused on the words, the terminology and definitions. What works much better (after a broad introduction) is persuading them to take the time to understand a few concepts that are particularly relevant to their role, and then have them apply those concepts to real problems, followed by prompt feedback.

And the second is…

What works best is learning by doing. Yes, training is important, but only to get started. It cannot take the place of continual learning by trial, error, and feedback. We don’t progress if we are afraid of making mistakes. Real-world experience is what creates deep, tacit knowledge regarding the effective application of MBM.

In fact, reading the conclusion first would help put the entire book in context.

The book caused me to think back to a Business Ethics class at Marquette University where the professor, Perry Roets, taught that successful businesses must consider the needs of their employees, the community they operate in, and their customer as much as they consider their shareholders in all their undertakings. The success Koch Industries has achieved, as a result of addressing those four constituencies, validates what I was taught.

Each person who reads this book will take something different away from it. In my case it challenged me to identify ways a very small company, one with far fewer resources than Koch Industries, could utilize the MBM approach to improve their overall results. At times I found it difficult to understand Koch because he was describing what was done and not how the result was accomplished. As I continued reading I had to keep telling myself he’s describing a philosophy, not a playbook. When I reminded myself of that fact, I began developing a better understanding of MBM.

Even knowing that, I’m still struggling with two of the concepts embodied in the approach—Decision Rights and Incentives. In particular I’m struggling with his reference to the appropriateness of some professional athletes earning more than their coaches. Using his philosophy it seems to me that the coach should have the opportunity to earn more than any of his/her players based on the success of the team and the coach’s contribution to it.

There are other quibbles I have with what I read, such as the use of the word ‘bonus.’ That word should be stricken from the book and replaced with ‘incentive compensation’ because bonus implies something that is given, not earned.
If I expressed my major concerns to him, his answer to me would be, “Try it, and learn from your mistakes,” and that is best advice any person can give to another because we learn best by doing.

I’ll end by paraphrasing Koch, “Read Good Profit and learn from Charles Koch’s mistakes. Get out there, make your own mistakes and learn as I did.” You will be glad you did because the man and his approach to business have a lot to offer a successful entrepreneur.

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Roys
Best practice to increase inner value and apply in personal and business life.
Reviewed in Germany on October 29, 2022
Verified Purchase

Recommended book.

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Miss Apple
Reviewed in Japan on July 11, 2016
Verified Purchase
The book is great.Meida depited Koch brothers evil in the past.However you can see his idea of Charles koch and his
MBM thinking etc that aer good sides of Charles Koch.

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Marcos A.
Excelentes lições para perenizar uma empresa
Reviewed in Brazil on October 23, 2023
Verified Purchase
Livro muito bom, sobre valores e estratégia de longo prazo para as empresas, além de foco em pessoas e valores.

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Anjali Arora
Explained effectively
Reviewed in Canada on March 19, 2025
Format: HardcoverVerified Purchase
Interesting book

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Neil C.
If only it arrived
Reviewed in the United Kingdom on August 22, 2021
Format: PaperbackVerified Purchase
I know the book and it is a well written, easy to digest world of information. When used in business life or in fact in your whole life, the learnings can add real value to society

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Good Profit: How Creating Value for Others Built One of the World's Most Successful Companies Kindle Edition

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5.0 out of 5 stars LEARN WHAT MAKES CHARLES KOCH DO WHAT HE DOES

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5.0 out of 5 stars Best practice to increase inner value and apply in personal and business life.

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Business & Life Success from America's Most Misunderstood Leader

LEARN WHAT MAKES CHARLES KOCH DO WHAT HE DOES

Best practice to increase inner value and apply in personal and business life.

Miss Apple

Excelentes lições para perenizar uma empresa

Explained effectively

If only it arrived