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Produktbild: How to Be a Fierce Competitor

How to Be a Fierce Competitor What Winning Companies and Great Managers Do in Tough Times

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

08.03.2010

Verlag

Wiley

Seitenzahl

178

Maße (L/B/H)

20,3/12,7/1 cm

Gewicht

198 g

Sprache

Englisch

ISBN

978-1-119-11652-3

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

08.03.2010

Verlag

Wiley

Seitenzahl

178

Maße (L/B/H)

20,3/12,7/1 cm

Gewicht

198 g

Sprache

Englisch

ISBN

978-1-119-11652-3

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: How to Be a Fierce Competitor

  • Preface xi

    Acknowledgments xiii

    1 The Fierce Competitor Company 1

    2 Bad Times Are Good Times 4

    3 Hustle. Hustle. Hustle. 6

    4 Leadership Is Not ''Pushership'' 9

    5 The Difference Between Leaders and Managers 11

    6 Know Your Company's Raison d'Etre 13

    7 Manage As You Would Invest 15

    8 ''I Visit Customers in Stores'' 18

    9 Always Answer the Phone 20

    10 Pile Up Cash 24

    11 Be Ever Fearful 27

    12 Show Fearlessness 29

    13 Play ''What If?'' Games 31

    14 Leadership Is Full Disclosure 33

    15 Get a Kitchen Cabinet 35

    16 Always Have a Plan 37

    17 Stay Off Magazine Covers 39

    18 ''I Never Made a Dime Talking'' 41

    19 Never Take Your Hand Off the Tiller 43

    20 Control or Roll 46

    21 Get Out of the Office 48

    22 Walk Around the Company 51

    23 Never Forget the Third Shift 53

    24 Be Obsessive About Execution 56

    25 Get Rid of Executive Parking Spaces 60

    26 Fight Unionization 63

    27 People Are Not the Most Important Asset 67

    28 Nurture Those You Hire and Acquire 69

    29 Prune All Deadwood 71

    30 Bulldoze All Silos 73

    31 Broom Out All Bureaucracy 75

    32 Scoop Up Newly Available Talent 78

    33 Forget About Pedigrees 80

    34 Pay for Performance, Not for Activities 82

    35 Continuously Rip Out, Tear Out Bad Costs 85

    36 The Do and Don't Cut List 89

    37 Forget Monthly Reports 91

    38 No Money, No Meeting 93

    39 Be Fanatical About Selling 96

    40 Don't Fire Sales People 100

    41 Hire Fiercely Competitive Sales People 103

    42 Banish All Selling Thieves 106

    43 Always Conduct Daily Sales Meetings 109

    44 The Big Opportunity 111

    45 Never Cancel Batting Practice 115

    46 Double the Training Budget 118

    47 Love That Cranky, Fickle, Demanding Customer 120

    48 Fire the ''Strategic Customer'' 122

    49 Customer Service Is a Survival Strategy 125

    50 Worship at the Altar of Quality 129

    51 Get Rid of ''Mr. Ought-to-Be'' 132

    52 Always Leave Flowers, Floor Mats, and Footprints 134

    53 Don't Cut Prices 137

    54 You Are Never on Vacation 140

    55 Lock, Load, and Launch 142

    56 Sue the Blankety-Blanks 144

    57 Welcome Serendipity 147

    58 Go Green! 149

    59 Be a Master Gardener 151

    60 Summary: Characteristics of the Fierce

    Competitor Companies 154

    About the author 159