It's Not the Big That Eat the Small... It's the Fast That Eat the Slow: How to Use Speed as a Competitive Tool in Business FROM THE PUBLISHER
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.
SYNOPSIS
In today's hyper-competitive business environment, only those companies that can bring their products and ideas to the marketplace faster than their competitors will achieve real success. That's the powerful message presented by Jason Jennings and Laurence Haughton, two of the world's most innovative and successful business consultants, in this vitally important book.
Using success stories from such pioneering companies as AOL, Charles Schwab, and Hotmail, which went from an interesting idea to a $400 million purchase by Microsoft within two years, the authors present a step-by-step guide to growing any business through the philosophy of "surging," a strategy which can be implemented at any level in any company. With the explosive rise in e-commerce, speed is more critical than ever, and the proven methods presented here can help give your company an overwhelming advantage in the marketplace.
FROM THE CRITICS
Publishers Weekly
What do successful companies master that other ventures cannot? They are ready to face the 21st-century economy with an ability to adjust to change and a constant concern with providing first-rate customer service. To find these companies, the authors traveled around the world to learn these secrets from such winning firms as H&M clothing stores, Charles Schwab, Hotmail and Telepizza. Among the smart strategies are spotting trends, testing products and getting to market quickly. The authors offer lots of tips, interspersed with anecdotes about both successful and failing companies. While the information is excellent and the presentation clear, the content doesn't lend itself easily to audio. The authors are fond of lists, such as "10 steps" obviously, people listening while driving or commuting will have to replay these sections if they want to take notes. In spite of this drawback, entrepreneurs willing to put in the effort will get some practical help from this book. (June) Copyright 2001 Cahners Business Information.
AudioFile
In this well-organized and idea-packed presentation, the authors create urgency about the promise and peril of today's bullet-train marketplace. They anchor their message around case studies of seven entrepreneurs who dared to speed up the flow between company and customer, layers of management and an organization's suppliers and other partners. The exciting stories of Charles Schwab and AOL make the point that when you have a good idea, it pays to press for faster/better performance and to stretch resources so it rolls out quickly. With sixty-second summaries at the end of each chapter, this is a fast-moving (what else?) antidote for complacency and institutional stodginess. T.W. (c) AudioFile 2001, Portland, Maine
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