"Your customers are only satisfied because their expectations are so low and because no one else is doing better. Just having satisfied customers isn't good enough anymore. If you really want a booming business, you have to create Raving Fans."
This, in a nutshell, is the advice given to a new Area Manager on his first day--in an extraordinary business book that will help everyone, in every kind of organization or business, deliver stunning customer service and achieve miraculous bottom-line results.
Written in the parable style of The One Minute Manager, Raving Fans uses a brilliantly simple and charming story to teach how to define a vision, learn what a customer really wants, institute effective systems, and make Raving Fan Service a constant feature--not just another program of the month.
America is in the midst of a service crisis that has left a wake of disillusioned customers from coast to coast. Raving Fans includes startling new tips and innovative techniques that can help anyone create a revolution in any workplace--and turn their customers into raving, spending fans.
First published in 1996, this book helped define the financial consciousness of a generation. The entire book has now been updated with late-breaking information to address dramatic financial developments such as Roth IRAs, student loan deductibility, check cards, and the rising impact of the Internet.
"A powerhouse, a classic."--James B. Patterson*, bestselling novelist and former Chairman and Creative Director of J. Walter Thompson, U.S.A., Inc.
"An invaluable, easy-to-follow blueprint for winning, serving and keeping customers...This book is a must for any business." --Jere W. Thompson, President and CEO, The Southland Corporation
Michael LeBoeuf, one of the nation's foremost business consultants, presents a hard-hitting, action-ready rewards-and-incentives program for creating a winning sales team. This classic no-nonsense guide is completely revised and updated for today's computer-driven world. It contains everything you need to know about successful selling and--most important of all--how to win customers for life.
"I've always believed that it's a mistake to separate selling, managing and service from each other. How to Win Customers and Keep Them for Life is an easy-to-follow guide for putting them together with great results." --Ed Flanagan, President, Sales Marketing Executives--Greater New York
In The Reengineering Revolution, Michael Hammer and Steven Stanton build on this foundation to share with readers their experiences in successfully implementing reengineering in companies around the world. In an easy-reading, anecdotal style, the book offers behind-the-scenes stories of reengineering successes and failures; practical techniques for key aspects of reengineering, from breaking long standing assumptions to managing change; and insights into the new ways of thinking that reengineering requires.
Just as Reengineering the Corporation shot to the top of the bestseller charts, so has The Reengineering Revolution. It is the practical guide for which business people have been waiting to help them achieve the dramatic improvements -- in speed, productivity, quality, service and profits -- that reengineering promises.
The history, mystique, and remarkable success of Goldman Sachs, the world's premier investment bank, are examined in unprecedented depth in this fascinating and authoritative study. Former Goldman Sachs Vice President Lisa Endlich draws on an insider's knowledge and access to all levels of management to bring to life this unique company that has long mystified financial players and pundits.
The firm's spectacular ascent is traced in the context of its tenacious grip on its core values. Endlich shows how close client contact, teamwork, focus on long-term profitability rather than short-term opportunism, and the ability to recruit consistently some of the most talented people on Wall Street helped the firm generate a phenomenal $3 billion in pretax profits in 1997. And she describes in detail the monumental events of 1998 that shook Goldman Sachs and the financial world.
Her book documents some of the most stunning accomplishments in modern American finance, as told through the careers of the gifted and insightful men who have led Goldman Sachs. It begins with Marcus Goldman, a German immigrant who in 1869 founded the firm in a lower Manhattan basement. After the turn of the century, we see his son Henry and his son-in-law Sam Sachs develop a full-service bank.
Sidney Weinberg, a kid from the streets, was initially hired as an assistant porter and became senior partner in 1930. We watch him as he steers the firm through the aftermath of the Crash and raises the Goldman Sachs name to national prominence. When he leaves in 1969 the firm has a solid-gold reputation and a first-class list of clients. We see his successor, Gus Levy, a trading wizard and in his day the best-known man on Wall Street, urging greater risk, inventing block trading (which revolutionized the exchanges), and psychologically preparing Goldman Sachs for the complex and perilous financial world that was the 1980s.
Endlich shows us how co-CEOs John Whitehead and John Weinberg turned the family firm into a highly professional international organization with a culture that was the envy of Wall Street. She shows as well how Steve Friedman and Robert Rubin brought the firm to the pinnacle of investment banking, increased annual profits from $900 million to $2.7 billion, and achieved dominance in most of the businesses in which the firm competes internationally. We see how Goldman Sachs weathered both an insider trading scandal and the fallout from its relationship with Robert Maxwell.
We are taken to the present day, as Jon Corzine and Hank Paulson lead the firm out of turmoil to face the most important decision ever placed before the partnership--the question of a public sale. For many years the leadership wrestled with the issue behind closed doors. Now, against the backdrop of unforeseen events, we witness the passionate debate that engulfed the entire partnership.
A rare and revealing look inside a great institution--the last private partnership on Wall Street--and inside the financial world at its highest levels.
Everyone has heard of 3M, General Mills, and Pillsbury, but did you know that companies such as Best Buy, Digital River, Chun King, and the Greyhound Bus Company began in Minnesota as well? In Enterprising Minnesotans we read stories of the diverse men and women throughout Minnesota's rich history who have created exceptional organizations. Here are portraits of people driven by an entrepreneurial spirit to found enduring enterprises from 1849 to the present, including Cargill, the Mayo Clinic, Anderson Windows, Ecolab, Schwan's, and Leeann Chin Inc. Meet visionaries such as Cadwallader Washburn of Washburn-Crosby (eventually General Mills), James J. Hill of Great Northern Railway, Colonel Lewis Brittin of Northwest Airlines, and Earl Bakken of Medtronic. Experience the adventurous spirit of James Madison Goodhue, who established the Minnesota Pioneer newspaper, and African American journalist John Quincy Adams, founder of the Appeal, now the Minneapolis Spokesman-Recorder. Find out how Rose Totino, a daughter of poor Italian immigrants, advanced from running her own pizzeria to perfecting the production of frozen pizzas, to becoming a multimillionaire top executive with Pillsbury. Learn about the strength of entrepreneurial families like the Daytons and Fullers, and partnerships such as Jimmy Jam Harris and Terry Lewis, who turned their own successful careers as musicians into an influential R and B production company, Flyte Tyme Records. Through fascinating stories, Enterprising Minnesotans honors the creativity, tenacity, and boldness that enabled these men and women to transform their dreams into success.
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
- Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
- The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
- A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
- The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
"Some of the key concepts discerned in the study," comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people."
Perhaps, but who can afford to ignore these findings?
As American capitalism undergoes a seismic shift, Michael Lewis, author of the bestselling Liar's Poker, sets out on a Silicon Valley safari to find the true representative of the coming economic age. All roads lead to Jim Clark, the man who rewrote the rules of American capitalism as the founder of (so far) three multi-billion dollar companies--Silicon Graphics, Netscape, and Healtheon. Lewis's shrewd, often brilliantly funny, narrative provides ahead-of-the-curve observations about the Internet explosion and how the success of Silicon Valley companies is forcing a reassessment of traditional Wall-Street business models.
Weaving Clark's story together with that of this new business phenomenon, Lewis has drawn us a map of markets and free enterprise in the twenty-first century and blown the lid off the changing economy.
Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations.