How to Be a Fierce Competitor [Elektronisk resurs] What Winning Companies and Great Managers Do in Tough Times.

• How to Be a Fierce Competitor: What Winning Companies and Great Managers Do in Tough Times; CONTENTS; Preface; Acknowledgments; CHAPTER 1: The Fierce Competitor Company; CHAPTER 2: Bad Times Are Good Times; CHAPTER 3: Hustle. Hustle. Hustle.; CHAPTER 4: Leadership Is Not ''Pushership''; CHAPTER 5: The Difference Between Leaders and Managers; CHAPTER 6: Know Your Company's Raison d'Etre; CHAPTER 7: Manage As You Would Invest; CHAPTER 8: ''I Visit Customers in Stores''; CHAPTER 9: Always Answer the Phone; CHAPTER 10: Pile Up Cash; CHAPTER 11: Be Ever Fearful; CHAPTER 12: Show Fearlessness. 
• CHAPTER 13: Play ''What If?'' GamesCHAPTER 14: Leadership Is Full Disclosure; CHAPTER 15: Get a Kitchen Cabinet; CHAPTER 16: Always Have a Plan; CHAPTER 17: Stay Off Magazine Covers; CHAPTER 18: ''I Never Made a Dime Talking''; CHAPTER 19: Never Take Your Hand Off the Tiller; CHAPTER 20: Control or Roll; CHAPTER 21: Get Out of the Office; CHAPTER 22: Walk Around the Company; CHAPTER 23: Never Forget the Third Shift; CHAPTER 24: Be Obsessive About Execution; CHAPTER 25: Get Rid of Executive Parking Spaces; CHAPTER 26: Fight Unionization; CHAPTER 27: People Are Not the Most Important Asset. 
• CHAPTER 28: Nurture Those You Hire and AcquireCHAPTER 29: Prune All Deadwood; CHAPTER 30: Bulldoze All Silos; CHAPTER 31: Broom Out All Bureaucracy; CHAPTER 32: Scoop Up Newly Available Talent; CHAPTER 33: Forget About Pedigrees; CHAPTER 34: Pay for Performance, Not for Activities; CHAPTER 35: Continuously Rip Out, Tear Out Bad Costs; CHAPTER 36: The Do and Don't Cut List; CHAPTER 37: Forget Monthly Reports; CHAPTER 38: No Money, No Meeting; CHAPTER 39: Be Fanatical About Selling; CHAPTER 40: Don't Fire Sales People; CHAPTER 41: Hire Fiercely Competitive Sales People. 
• CHAPTER 42: Banish All Selling ThievesCHAPTER 43: Always Conduct Daily Sales Meetings; CHAPTER 44: The Big Opportunity; CHAPTER 45: Never Cancel Batting Practice; CHAPTER 46: Double the Training Budget; CHAPTER 47: Love That Cranky, Fickle, Demanding Customer; CHAPTER 48: Fire the ''Strategic Customer''; CHAPTER 49: Customer Service Is a Survival Strategy; CHAPTER 50: Worship at the Altar of Quality; CHAPTER 51: Get Rid of ''Mr. Ought-to-Be''; CHAPTER 52: Always Leave Flowers, Floor Mats, and Footprints; CHAPTER 53: Don't Cut Prices; CHAPTER 54: You Are Never on Vacation. 
• CHAPTER 55: Lock, Load, and LaunchCHAPTER 56: Sue the Blankety-Blanks; CHAPTER 57: Welcome Serendipity; CHAPTER 58: Go Green!; CHAPTER 59: Be a Master Gardener; CHAPTER 60: Summary: Characteristics of the Fierce Competitor Companies; About the Author. 

• From best-selling author Jeffrey J. Fox, how the savvy see opportunity -- and capitalize on it Economic downturns separate the winning companies from the struggling. And as best-selling author Jeffrey J. Fox shows, tough times also give solid companies, strong managers, and potential rainmakers the opportunity to seize market share. In this eminently readable, practical resource for business leaders and managers, Fox explains exactly how the savvy few who rise to the top stay focused and alert, get new market share, hire good recently fired talent, increase investments into customer service, s 

Ämnesord

Business cycles. 

Business planning. 

Competition. 

Leadership. 

Management. 

Genre

Electronic books.  (LCSH)

Klassifikation

HD57.7 (LCC)

658 (DDC)

Qba (kssb/8 (machine generated))