It's Not the Big That Eat the Small...It's the Fast That Eat the Slow

Author: Jason Jennings
Edition: 1st
Publisher: HarperBusiness
Binding: Paperback
ISBN: 0066620546
Price:
You Save: 60%

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

Conventional wisdom once told us big companies are unbeatable.It's Not the Big That Eat the Small...It's the Fast That Eat the Slow review. . and eat smaller competitors for breakfast.

Not anymore. These days It's Not the Big that Eat the SmallRead full reviews of It's Not the Big That Eat the Small, It's the Fast That Eat the Slow.

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New York NY USA: HarperInformation 2001. Clean square and tight. Third Printing. Hard Cover. Near Fine/Near Fine. 8vo - over 7¾" - 9¾" tall.

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by Jason Jennings and Laurence Haughton - HarperCollins Publishers (2000) - Paperback - ISBN 0066620546 9780066620541

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This set of audio cassettes features the book it's not the BIG that eat the SMALL . it's the FAST that eat the SLOW. This New York Time bestselling book featured the concept of using speed as a competitive tool in business. This set includes 6 audio cassettes.

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This set of audio cassettes features the book it's not the BIG that eat the SMALL . it's the FAST that eat the SLOW. This New York Time bestselling book featured the concept of using speed as a competitive tool in business. This set includes 6 audio cassettes.

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Use Speed As Competitive Business Tool Fast Eat Small Up for bids is this hardcover version of It's Not the Big That Eat The Small… It's The Fst That Eat The Slow, which was written by Jason Jennings and is in VERY GOOD condition with a reminder mark (NOT a library book; NO punch holes). 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 togethe

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It's Not the Big That Eat the Small...It's the Fast That Eat the Slow Reviews

. and eat smaller competitors for breakfast.

Not anymore. These days It's Not the Big that Eat the Small... It's the FAST that Eat the Slow!

Jason Jennings and Laurence Haughton discovered what separates today's icons of speed from everybody else.

They asked questions like:

• What is the difference between speed and haste?
• Where does business go to spot trends before the competition?
• How can leaders help people stop dreading high velocity and rediscover the thrill of deciding, acting and staying fast?

And studied the world's fastest companies like:

• H&M Europe's fast fashion phenomenon now poised to threaten apparel stores in America.
• AOL who gulped down Netscape and Time Warner in record time.
• Charles Schwab the new dominant name in discount and on-line financial services.

The results are in this sensational book... a national bestseller, translated all over the globe and universally praised.

Would you like to make speed a competitive tool in your business? Here's your roadmap!

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