How to Be a Fierce Competitor
What Winning Companies and Great Managers Do in Tough Times
Published on 9. April 2010
Book
Hardback
176 pages
978-0-470-40854-4 (ISBN)
Description
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, speed innovation, train all customer facing people, make acquisitions, get rid of underperformers, build brand names, pay for measurable performance, and lots more.
Potential rainmakers, CEOS, marketing superstars, and great bosses have long turned to Jeffrey J. Fox for advice. Now he shows exactly what to do to weather any climate.
In Zeiten wirtschaftlichen Abschwungs pflegt Fox immer zu sagen: ?Wie wird man zu einem harten Konkurrenten??
In solchen Zeiten, in denen die meisten Unternehmen einen restriktiven Sparkurs verfolgen, sehen solide Unternehmen und starke Managerpersönlichkeiten eine Chance. Aggressive Wettbewerber erreichen neue Marktanteile, stellen gute und talentierte Mitarbeiter ein, die ihren Job verloren haben, steigern ihre Investitionen in den Kundenservice, treiben Innovationen voran, schulen Mitarbeiter mit Kundenkontakt, übernehmen Firmen, feuern leistungsschwache Mitarbeiter, bauen Marken auf, zahlen leistungsorientierte Gehälter usw.
?How to Be a Fierce Competitor? zeichnet sich, wie auch die neun früheren Sachbücher von Fox, durch Lebendigkeit, Verständlichkeit und Pragmatismus aus. Die 60 kurz gefassten Kapitel warten mit einer Vielzahl von Tipps und praktischen Ratschlägen auf, mit denen jedes Unternehmen harte Zeiten übersteht. Aus dem Inhalt: ?Schlechte Zeiten sind gute Zeiten?, ?Der Unterschied zwischen Führern und Managern?, ?Gegen Gewerkschaften?, ?Raus aus den Schlagzeilen?, ?Feuere keine Vertriebsmitarbeiter?, ?Weg mit Erbsenzählern? und ?Sie haben nie frei?.
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, speed innovation, train all customer facing people, make acquisitions, get rid of underperformers, build brand names, pay for measurable performance, and lots more.
Potential rainmakers, CEOS, marketing superstars, and great bosses have long turned to Jeffrey J. Fox for advice. Now he shows exactly what to do to weather any climate.
In Zeiten wirtschaftlichen Abschwungs pflegt Fox immer zu sagen: ?Wie wird man zu einem harten Konkurrenten??
In solchen Zeiten, in denen die meisten Unternehmen einen restriktiven Sparkurs verfolgen, sehen solide Unternehmen und starke Managerpersönlichkeiten eine Chance. Aggressive Wettbewerber erreichen neue Marktanteile, stellen gute und talentierte Mitarbeiter ein, die ihren Job verloren haben, steigern ihre Investitionen in den Kundenservice, treiben Innovationen voran, schulen Mitarbeiter mit Kundenkontakt, übernehmen Firmen, feuern leistungsschwache Mitarbeiter, bauen Marken auf, zahlen leistungsorientierte Gehälter usw.
?How to Be a Fierce Competitor? zeichnet sich, wie auch die neun früheren Sachbücher von Fox, durch Lebendigkeit, Verständlichkeit und Pragmatismus aus. Die 60 kurz gefassten Kapitel warten mit einer Vielzahl von Tipps und praktischen Ratschlägen auf, mit denen jedes Unternehmen harte Zeiten übersteht. Aus dem Inhalt: ?Schlechte Zeiten sind gute Zeiten?, ?Der Unterschied zwischen Führern und Managern?, ?Gegen Gewerkschaften?, ?Raus aus den Schlagzeilen?, ?Feuere keine Vertriebsmitarbeiter?, ?Weg mit Erbsenzählern? und ?Sie haben nie frei?.
Reviews / Votes
Fox ( How to Become a Rainmaker) explores the best practicesof fierce competitors and how they gain market share, seizeopportunity, and win when the stakes are the highest. With multiplebulleted lists of key action items, he swiftly covers a wide arrayof timely topics, including why bad times are actually good times,the benefits of piling up cash in tough times, and being cautiouswhile showing fearlessness. He also encourages executives to playrelevant what if games, always have a plan, stay offmagazine covers, and be obsessive about execution. Of particularvalue are the sections on employee relations, which offercounterintuitive actions that reap big rewards on reservedexecutive parking spots, unionization, nurturing those hired andacquired, pruning dead wood, and cutting out all bureaucracy. Thisconcise book will give motivated managers and executives theguidance they need to successfully bring their organizations to thenext level. (Mar.) ( Publishers Weekly, January 25,2010) "The new book is comprised of 60 Chapters. You could read it ina sitting, or more likely, a flight from New York to Chicago. Andas with every Jeff Fox book and every Jeff Fox page, you might wishit was printed on only one side of each page, so you could take theentire book apart and paste the pages all over your office and evenyour bathroom. This is stuff you want to remember and use and sharewith your colleagues every day, because there is no way you canfollow Fox's advice and not succeed in business and in life." Huffington Post, March 12, 2010-03-24 "This concise book will give motivated managers and executivesthe guidance they need to successfully bring their organizations tothe next level." Publishers Weekly, January 1, 2010More details
Edition
1. Auflage
Language
English
Place of publication
Chichester
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
Professional and scholarly
Dimensions
Height: 19.2 cm
Width: 13.6 cm
Thickness: 2 cm
Weight
243 gr
ISBN-13
978-0-470-40854-4 (9780470408544)
Schweitzer Classification
Other editions
Additional editions
Jeffrey J. Fox
How to Be a Fierce Competitor
What Winning Companies and Great Managers Do in Tough Times
Book
04/2015
1st Edition
Jossey-Bass
€19.00
Shipment within 15-20 days
Jeffrey J. Fox
How to Be a Fierce Competitor
What Winning Companies and Great Managers Do in Tough Times
E-Book
02/2010
Jossey-Bass
€12.99
Available for download
Jeffrey J. Fox
How to Be a Fierce Competitor
What Winning Companies and Great Managers Do in Tough Times
E-Book
02/2010
Jossey-Bass
€12.99
Available for download
Person
Content
Preface.
Acknowledgments.
1 The Fierce Competitor Company.
2 Bad Times Are Good Times.
3 Hustle. Hustle. Hustle.
4 Leadership Is Not "Pushership".
5 The Difference Between Leaders and Managers.
6 Know Your Company's Raison d'Etre.
7 Manage As You Would Invest.
8 "I Visit Customers in Stores".
9 Always Answer the Phone.
10 Pile Up Cash.
11 Be Ever Fearful.
12 Show Fearlessness.
13 Play "What If?" Games.
14 Leadership Is Full Disclosure.
15 Get a Kitchen Cabinet.
16 Always Have a Plan.
17 Stay Off Magazine Covers.
18 "I Never Made a Dime Talking".
19 Never Take Your Hand off the Tiller.
20 Control or Roll.
21 Get Out of the Office.
22 Walk Around the Company.
23 Never Forget the Third Shift.
24 Be Obsessive About Execution.
25 Get Rid of Executive Parking Spaces.
26 Fight Unionization.
27 People Are Not the Most Important Asset.
28 Nurture Those You Hire and Acquire.
29 Prune All Deadwood.
30 Bulldoze All Silos.
31 Broom Out All Bureaucracy.
32 Scoop Up Newly Available Talent.
33 Forget About Pedigrees.
34 Pay for Performance, Not for Activities.
35 Continuously Rip Out, Tear Out Bad Costs.
36 The Do and Don't Cut List.
37 Forget Monthly Reports.
38 No Money, No Meeting.
39 Be Fanatical About Selling.
40 Don't Fire Sales People.
41 Hire Fiercely Competitive Sales People.
42 Banish All Selling Thieves.
43 Always Conduct Daily Sales Meetings.
44 The Big Opportunity.
45 Never Cancel Batting Practice.
46 Double the Training Budget.
47 Love that Cranky, Fickle, Demanding Customer.
48 Fire the "Strategic Customer".
49 Customer Service Is a Survival Strategy.
50 Worship at the Altar of Quality.
51 Get Rid of "Mr. Ought-To-Be".
52 Always Leave Flowers, Floor Mats, and Footprints.
53 Don't Cut Prices.
54 You Are Never on Vacation.
55 Lock, Load, and Launch.
56 Sue the Blankety-Blanks.
57 Welcome Serendipity.
58 Go Green!
59 Be a Master Gardener.
60 Summary: Characteristics of the Fierce Competitor Companies.
About the Author.
Acknowledgments.
1 The Fierce Competitor Company.
2 Bad Times Are Good Times.
3 Hustle. Hustle. Hustle.
4 Leadership Is Not "Pushership".
5 The Difference Between Leaders and Managers.
6 Know Your Company's Raison d'Etre.
7 Manage As You Would Invest.
8 "I Visit Customers in Stores".
9 Always Answer the Phone.
10 Pile Up Cash.
11 Be Ever Fearful.
12 Show Fearlessness.
13 Play "What If?" Games.
14 Leadership Is Full Disclosure.
15 Get a Kitchen Cabinet.
16 Always Have a Plan.
17 Stay Off Magazine Covers.
18 "I Never Made a Dime Talking".
19 Never Take Your Hand off the Tiller.
20 Control or Roll.
21 Get Out of the Office.
22 Walk Around the Company.
23 Never Forget the Third Shift.
24 Be Obsessive About Execution.
25 Get Rid of Executive Parking Spaces.
26 Fight Unionization.
27 People Are Not the Most Important Asset.
28 Nurture Those You Hire and Acquire.
29 Prune All Deadwood.
30 Bulldoze All Silos.
31 Broom Out All Bureaucracy.
32 Scoop Up Newly Available Talent.
33 Forget About Pedigrees.
34 Pay for Performance, Not for Activities.
35 Continuously Rip Out, Tear Out Bad Costs.
36 The Do and Don't Cut List.
37 Forget Monthly Reports.
38 No Money, No Meeting.
39 Be Fanatical About Selling.
40 Don't Fire Sales People.
41 Hire Fiercely Competitive Sales People.
42 Banish All Selling Thieves.
43 Always Conduct Daily Sales Meetings.
44 The Big Opportunity.
45 Never Cancel Batting Practice.
46 Double the Training Budget.
47 Love that Cranky, Fickle, Demanding Customer.
48 Fire the "Strategic Customer".
49 Customer Service Is a Survival Strategy.
50 Worship at the Altar of Quality.
51 Get Rid of "Mr. Ought-To-Be".
52 Always Leave Flowers, Floor Mats, and Footprints.
53 Don't Cut Prices.
54 You Are Never on Vacation.
55 Lock, Load, and Launch.
56 Sue the Blankety-Blanks.
57 Welcome Serendipity.
58 Go Green!
59 Be a Master Gardener.
60 Summary: Characteristics of the Fierce Competitor Companies.
About the Author.