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How to Be a Fierce Competitor: What Winning Companies and Great Managers Do in Tough Times Audio CD – Audiobook, 29 Mar 2010

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--This text refers to the Paperback edition.
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Product details

  • Audio CD
  • Publisher: Brilliance Corporation; Unabridged edition (29 Mar. 2010)
  • Language: English
  • ISBN-10: 1423376285
  • ISBN-13: 978-1423376286
  • Product Dimensions: 12.7 x 3.5 x 17.8 cm
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Bestsellers Rank: 2,486,400 in Books (See Top 100 in Books)

Product Description

Review

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, 2010 --This text refers to the Paperback edition.

About the Author

Jeffrey J. Fox is the founder and president of Fox & Company, Inc., a marketing consulting firm that specializes in marketing strategy development, innovation, enhancement, and selling skills training. In addition, Fox is a popular speaker and the acclaimed author of a series of hard-hitting international business best-sellers, How to Become CEO, How to Become a Rainmaker, and Secrets of Great Rainmakers among others. --This text refers to the Paperback edition.

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Format: Hardcover
Apparently Jeffrey Fox agrees with Susan Scott (author of Fierce Conversations and then Fierce Leadership) that the word "fierce" has positive as well as negative synonyms, such as robust, intense, strong, powerful, passionate, eager, unbridled, uncurbed, and untamed. It is important to add that, for both Scott and Fox, fierce competitors are highly-principled, play by the rules, welcome challenges, follow what Bill George characterizes as their "True North," embrace opportunities, and consider it a privilege to serve those entrusted to their care, especially customers. According to Fox, fierce organizations are defined by key people - at all levels and in all areas -- who enable their companies to compete fiercely but with principles for sales, profits, market share, and especially talent at a time when competition for them is greater than ever before.

Here are mosaics of brief excerpts to suggest the thrust of Fox's crisp thinking and the flavor of his lively writing style.

On Competitive Companies: "These companies are ethical, honest, compliant with regulations, and model citizens. They are sometimes feared and always watched by their competitors. They are loved by their customers. They are easy to do business with, but they never take it easy...The savvy, smart, well-led companies see bad times as a good time to gain market share, to out-fox the competition...aggressively pursue underserved customers, market to brand-indifferent customers and work mightily to make them brand-loyal, go after other companies' dissatisfied, angry customers, buy under-priced hard assets, build capacity, hire newly available human talent, and acquire product licenses, anxious good suppliers, undermarketed products, new wholesalers and distributors, and core relevant acquisitions.
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