1. Introduction -- 2. A flawed theory -- "Analysing" the predominant practice equation -- Summary and conclusions -- 3. A paradigm worthy of a proud profession -- Why are professionals successful? -- Cognitive dissonance -- Why are we in business? -- Study success, it leaves clues -- What business are you in? -- Where do profits come from? -- Summary and conclusions -- 4. The chief source of wealth-intellectual capital -- The physical fallacy -- The scarcest resource of all -- The three types of ic -- Is all this stuff good? -- Summary and conclusions -- 5. Human capital-your people are not assets, they are volunteers -- Becoming a lighting rod for talent -- Retaining your firm's human capital -- The importance of continuing professional education -- Rewarding your firm's human capital investors -- When human capital turns negative -- Summary and conclusions -- 6. If only we knew what we know: structural capital -- Leveraging ic and creating the world's second largest currency -- Converting tacit to explicit knowledge -- Knowledge lessons from the U.S. Army -- Summary and conclusions -- 7. Social capital-man is not an island -- Is there an accounting for tastes? -- Leveraging the social capital in the firm of the future -- Reputation, brands, referral sources, and networks -- Supplier and vendors -- Shareholders and other external stakeholders -- Joint venture partners and alliances -- Professional associations and formal affiliations -- Firm alumni -- Consider creating a university -- Why the need -- Developing the product -- The benefits -- Putting it all together-the concierge service model -- Summary and conclusions -- 8. You are your customer list -- What do customers really buy? -- Why has cross-selling not been as successful as it could be? -- The value proposition -- Moments of truth -- What is beyond total quality service? -- Is being a trusted advisor enough? -- From zero defects to zero defections -- Why do we lose customers? -- Customer complaints -- The 100 percent money back guarantee -- Bad customers drive out good customers -- Adaptive capacity -- Firing customers -- The forced churn -- Some thoughts on requests for proposals (rfps) -- Summary and conclusions -- 9. You are what you charge for -- A tale of two theories -- A better theory of value.00000000