I am eleven years old, and I love Miss Nelson Has a Field Day because it was funny and interesting. I liked it when Miss Viola Swamp called one boy, "Smarty". It made me laugh!! I think other kids should read this because it is a really good book. I think it is even better than the first two Miss Nelson books. All kids would love this book!!

Miss Swamp reappears at the Horace B. Smedley School

The Horace B. Smedley School's football team is awful-and their big game with their major rival is on tap. Can anything be done to get the guys into shape in time for the game? Miss Nelson has a plan and, out of the blue, Miss Swamp is on the scene. But where is Miss Nelson??????

This is a truly delightful series that the whole family can enjoy. Good stories, great characters and the indomitable Miss Nelson all add up to great fun and great reading for kids.

My daughter loved this book. She was not an avid reader a couple summers ago but this one was a favorite. She likes all the Miss Nelson books but she was able to write a summary on this one and have all the information correct so she was paying attention. If it is on your summer reading list for school, go for it, it's worth it.

This is Marshall's account of exploring the area which is now Gates of the Arctic National Park. Marshall was the first to systematically explore and describe it, in the 1930s. Introductions by his brother George update the information to 1970. There are wonderful, hilarious anecdotes. I read this to help plan my first trip there (summer 2000); can't imagine going without it.

As in all battles there are many acts that are not recorder.. but for one who fought in the three day battle of Trung Luong, It will give the reader a taste of war..If any vet of the 101st who was there reads this please contact me.

I am married to a Vietnam Veteran who fought in the three battles contained in this book. This book is one of the books that is very precious to both of us. Since my husband suffers from some memory loss, this book has helped him remember some of what he has lost. Most importantly he remembers then Capt George Shea Jr. who was his commanding officer. It was shear luck I found the book and you can bet we went out and bought all the other copies we could find. I just wish there was someway to get in touch with the others who fought these battles and were with "A"Company First of the Fifth Cavalry (A 1/5) If you are out there please contact tootdai@AOL.com

This is one of my favorite books. The text is clear, descriptive, and mesmerizes the reader with its storytelling. Inside these pages you will find how Marshall Field and his Company set the standard for retailing in Chicago and indeed the country, and also how the City of Chicago itself influenced the store. The histories of the city and the store are intertwined, and the authors do a wonderful job of explaining the uniqueness of this relationship.

You won't regret purchasing this book. I have read it many, many times over the past 15 years or so and I never tire of it!

This is intriguing read about one of the most powerful capitalists in the history of this country. For those who love to shop at Marshall Field, or those just interested in Gilded Age history, you must get read this book. This biography covers five generations of the fascinating Field family.

Makes you want to lace up the old hiking boots and get out there, fill the lungs with that Montana mountain air. If you love the outdoors it should be on your must read list.

Another excellent book by Sir William Slim (check out Defeat Into Victory). This is a series of short stories drawn from Slim's own experience. Well written and interesting this book works well on many levels. The stories are great by themselves. They offer a fascinating view into some less well know campaigns. Each story has buried in it a valuable lesson in leadership. Should be included in any discussion on leadership (at least it should if it were in print).

I really enjoyed reading Lord Alanbrooke's War Diaries -- six years of daily impressions from the fellow who managed World War II for Britain. I now have a much better understanding why the British and Americans were fighting the Germans in North Africa and why the first Allied invasion of Europe took place in Sicily and southern Italy. Although Britain was already at war and had broken the German military code, it seems unlikely its leaders had any advance warning of the Pearl Harbor attack. In the aftermath of Pearl Harbor, Britain sustained devastating defeats in Hong Kong, Singapore, and Burma leaving India and Australia vulnerable. Of course, Hilter's invasion of the Soviet Union was the turning point.

As Churchill's principal military advisor, Alanbrooke kept a daily account from September 1939 to August 1945. He describes the Dunkirk evacuation in May 1940; the nightly German bombings of London that continued for many months after September 1940; the defensive measures Britain took to guard against attack; the German defeat of France; and meetings with American allies to plan the invasion of Europe and the defeat of the Axis powers.

Alanbrooke dined with military and political leaders virtually every day and attended many meetings with Churchill, Roosevelt, Stalin, Eisenhower, Marshall, Dill, and Montgomery. In a typical entry (January 24, 1944), he tells of Churchill

". . . discussing Stalin's latest iniquities in allowing Pravda to publish the bogus information that England was negotiating with Germany about a peace. He said: 'Trying to maintain good relations with a communist is like wooing a crocodile, you do not know whether to tickle it under the chin or to beat it on the head. When it opens its mouth you cannot tell whether it is trying to smile, or preparing to eat you up.'"

Alanbrooke described the major role he played:

"The whole world has now become one large theatre of war, and the Chiefs of Staff represent the Supreme Commanders, running the war in all its many theatres, regulating the allocation of forces, shipping, munitions, relating plans to resources available, approving and rejecting plans, issuing directives to the various theatres. And most difficult of all handling the political aspect of this military action, and coordinating with our American allies."

He struggled to keep military strategy intact at Allied war conferences held in Washington, D.C., Casablanca, Teheran, Quebec, Moscow, Yalta, and Potsdam. Later, Alanbrooke inserted the following after one of his diary entries:

"According to [Eisenhower] when we stood on the bank of the Rhine on March 25th, I said to him: 'Thank God, Ike, you stuck by your plan. You were completely right, and I am sorry if my fear of dispersed efforts added to your burdens. The German is now licked. It is merely a question of when he chooses to quit. Thank God you stuck by your guns.' I think that when this statement is considered in connection with what I wrote in my diary that evening, it will be clear that I was misquoted. To the best of my memory I congratulated him heartily on his success, and said that as matters turned out his policy was now the correct one, that with the German in his defeated condition no dangers now existed in a dispersal of effort. I am quite certain that I never said to him 'You were completely right', as I am still convinced that he was 'completely wrong', as proved by the temporary defeat inflicted on him by Rundstedt's counter stroke, which considerably retarded the defeat of Germany."

Alanbrooke also took time to ponder the meaning of war:

"The suffering and agony of war in my mind must exist to gradually educate us to the fundamental law of 'loving our neighbor as ourselves'. When that lesson has been learned, then war will cease to exist."

His perceptive remarks ring true today. If you have the time, this book is definitely worth reading. The editors provide a useful introduction (including short descriptions of friends, comrades, politicians, and soldiers), a carefully prepared index, a handy list of abbreviations, and 8 pages of photographs.

I found this book hard to grade, but easy to read. Stories are the best way for people to learn, and this book has six interesting ones (about Josiah Wedgwood, H.J. Heinz, Marshall Field, Estee Lauder, Howard Schultz, and Michael Dell) describing entrepreneurs pulling themselves up by their bootstraps to create major brands. As a book of engaging business stories, this is a five star book. In terms of the insight you will get from these stories compared to the potential insight you should get, this is a three-star book. I compromised the two to come up with my grading.

If you want to learn about today's brand-building challenges, other books handle that subject much better. If you want to learn about how the Wedgwood, H.J. Heinz, Marshall Field, Estee Lauder, Starbucks, and Dell businesses got started, this is your book. The material is handled much like historical fiction (except the facts are meticulously gathered and documented), and you will find the going easy and pleasant.

If you like Horatio Alger stories, you will find those here as well. I suspect that exhausted entrepreneurs on long plane trips where their computer batteries have run out will find this book helpful in recharging their personal batteries. As Winston Churchill once said, "Never give up." That's the key lesson here. Through trial and error, these entrepreneurs kept trying until they found formulas that worked.

The choice of examples is a little flawed. Five are consumer branding examples and only one is a business example (Dell). Of the consumer branding examples, you will find that most are about selling to the higher income people. That gets a little repetitive.

The explanation of the examples is also incomplete. Considering that this is a business book, there is relatively little financial information other than annual sales and occasional asset turnover ratios. Qualitative example are helpful, but they are more helpful with more pinning down. For example, when you see the profit margins that Wedgwood had, that explains a lot about why the company could afford such lavish promotions. Without similar information on Heinz, you wonder why he was so successful in making sales but went bankrupt. Presumably, he had low margins.

The photographs and maps in the book are a plus, and I enjoyed them very much. The book was printed on such high quality paper (similar to that used for diplomas) that the images are on the same paper as the text. This permits the book to have many more illustrations than similar-sized business books.

The point about earning trust in the book is easily explained. At the time when these entrepreneurs were getting started, their largest competitors usually provided poor quality products, sometimes had inappropriate brand images, often failed to offer decent guarantees, and typically acted in self-serving ways. Earning trust isn't too hard if others are scoundrels or incompetent. Above all, these entrepreneurs stood for decent human values, and got that point across in one-to-one situations. I'm not sure that point comes out clearly enough, even though it is certainly present in each example.

Those who think the Internet age is unique will find the comparisons to the beginning of the Industrial Revolution in England and the transportation improvements in the United States to be valuable contrasts. But each age brings its unique changes. Entrepreneurs should seek to grasp those changes, but also see what others have missed. I think that the Starbucks concept could have been successfully innovated in the late 1950s. It's just that no one did it then.

After you finish enjoying these stories, I suggest that you think about the values that your organization stands for. Are those values presented and delivered in ways that make your organization more trustworthy than any other? How else do you have to be superior in order to establish a burnished brand image?

Be serious about giving people the best you can possibly provide!

This highly readable business book profiles six successful entrepreneurs from the eighteenth to the twentieth century. Each profile (Josiah Wedgwood, Henry Heinz, Marshall Field, Estee Lauder, Howard Schultz, and Michael Dell) details the milieu of the era and offers insight into the environmental business factors that each of these business builders faced.

It is this holistic approach to the subject of each profile that makes the stories so compelling. Using her command of history, Ms. Koehn outlines the period view of each of the products (pickles to perfume) and vividly draws the reader into the strategy of each of these entrepreneurs' approach to the market and building their brand. It is the power of these stories that gives the brand message such import. All of these people had a great number of competitors in their market niche but their focussed approach to the brand associated with their goods or services is what set them apart.

Ms. Koehn uses some excellent demographic and financial information (indexed to today's dollars) that provide the backdrop for the scale of the success each of these entrepreneurs' achieved. This provides just enough quantitative information to provide texture without clouding the real story in statistics.

As an executive in the software business today, I found a great deal of comfort in the fact that the challenges I face in today's competitive marketplace are not new. In fact, with great courage and resolve, they have been solved again and again in differing but similar ways over centuries.

Brand New is a brilliantly written book about entrepreneurs, brands, consumers, business history, and socioeconomic change. The book explores these subjects through the examples of six entrepreneurs-Josiah Wedgwood, H. J. Heinz, Marshall Field, Estée Lauder, Howard Schultz of Starbucks, and Michael Dell-and the brands and companies they created during times of economic and social change: Wedgwood during the Industrial Revolution, Heinz and Field during the Transportation and Communication Revolution of the late nineteenth and early twentieth centuries, and Lauder, Schultz, and Dell in our time.

Koehn is a perceptive historian and biographer as well as an astute analyst of brand creation, entrepreneurship, and organization-building. She explains how the entrepreneurs in her book were able to understand the economic and social change of their times and anticipate and respond to demand-side shifts. This understanding, she argues convincingly, enabled these entrepreneurs to bring to market products that consumers needed and wanted and to create meaningful, lasting connections with consumers through their brands. Koehn also focuses on the importance of these entrepreneurs as organization builders who understood that their success depended on developing organizational capabilities that supported their products and brands. Her book is very well-researched throughout, and uses primary archival documents extensively in the historical chapters on Josiah Wedgwood, H. J. Heinz, and Marshall Field. Koehn also brings her entrepreneurs and the stories of how each built his or her company and brand to life with her talent as a biographer and historian.

The book's emphasis on drawing lessons from both past and present offers many valuable insights for those interested in coming to a better understanding of brand creation, entrepreneurship and entrepreneurial management, and organization-building. Koehn's emphasis on the demand side of the economy and on entrepreneurs and companies making connections with consumers through the brand distinguishes her book as an important work of business scholarship on brands and entrepreneurship. A lively, interesting, and engaging read, Brand New is also valuable reading for anyone interested in business, economic, or social history or biography of business leaders. I highly recommend it!