Publisher: HarperCollins Publishers - January 2001
Format: Hardcover - 1 ED
Why is AOL the most profitable new media company in the world, swallowing up one company after another and adding millions of new subscribers, while Prodigy and CompuServe are mere memories?
How did Hotmail vault from being a cool idea to being worth more than $400 million in the eyes of Microsoft in twenty-four months?
What transformed Charles Schwab from a company with four brokers trading stocks around a single table into the world's largest financial services firm?
Breakthrough consultants Jason Jennings and Laurence Haughton reveal how the planet's most successful companies surged to the forefront of their industries and always managed to stay one step ahead of the competition.
It's Not the Big That Eat the Small...It's the Fast That Eat the Slow contains all the secrets and tactics used by the fastest business people to achieve great success In their chosen fields -- at dizzying speed.
In this engaging and informative guide you will learn how to:
- think FAST by anticipating and spotting trends
- make FAST decisions by applying rules and reassessing strategies
- get to market FAST by exploiting your advantages and institutionalizing innovation
- stay FAST by remaining flexible and keeping close to the customer
Jennings and Haughton traveled the globe and penetrated the world's fastest companies to witness the methods used by quick, dominant leaders in business ranging from retail sales to fast food, from financial services to communications. If you want to think quicker and faster all the information you need is here. You'll find lessons from the speediest international business and companies on how to become faster than anyone else in today's ever-changing business world.
The tortoise and the hare--not to mention a popular '60s-era adage--warned us that Speed Kills. Not so fast, contend Jason Jennings and Laurence Haughton, international consultants who have worked together since 1976. In It's Not the Big That Eat the Small... It's the Fast That Eat the Slow, the two argue that only the swiftest of corporations will thrive in the 21st century. They then outline a program, based on best practices developed by contemporary speedsters like Charles Schwab and AOL that readers can work into their own businesses by similarly focusing on "commerce, resource deployment, and people." Its four parts examine ways to create environments that anticipate the future, reassess operations and personnel and make appropriate adjustments whenever necessary, launch a "crusade" while "staying beneath the radar," and maintain velocity through institutionalization and close customer relationships. "This book will show you how to think and move faster than your competition," they write, adding that "being faster doesn't mean being out of breath. It means being smarter." Many of their suggestions will be familiar to those who follow the business of business improvement, but the singular (and quite convincing) context to which Jennings and Haughton now apply them help make this book unique. --Howard Rothman