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How to Be a Fierce Competitor
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Table of Contents

Preface xi

Acknowledgments xiii

1 The Fierce Competitor Company 1

2 Bad Times Are Good Times 4

3 Hustle. Hustle. Hustle. 6

4 Leadership Is Not ''Pushership'' 9

5 The Difference Between Leaders and Managers 11

6 Know Your Company's Raison d'Etre 13

7 Manage As You Would Invest 15

8 ''I Visit Customers in Stores'' 18

9 Always Answer the Phone 20

10 Pile Up Cash 24

11 Be Ever Fearful 27

12 Show Fearlessness 29

13 Play ''What If?'' Games 31

14 Leadership Is Full Disclosure 33

15 Get a Kitchen Cabinet 35

16 Always Have a Plan 37

17 Stay Off Magazine Covers 39

18 ''I Never Made a Dime Talking'' 41

19 Never Take Your Hand Off the Tiller 43

20 Control or Roll 46

21 Get Out of the Office 48

22 Walk Around the Company 51

23 Never Forget the Third Shift 53

24 Be Obsessive About Execution 56

25 Get Rid of Executive Parking Spaces 60

26 Fight Unionization 63

27 People Are Not the Most Important Asset 67

28 Nurture Those You Hire and Acquire 69

29 Prune All Deadwood 71

30 Bulldoze All Silos 73

31 Broom Out All Bureaucracy 75

32 Scoop Up Newly Available Talent 78

33 Forget About Pedigrees 80

34 Pay for Performance, Not for Activities 82

35 Continuously Rip Out, Tear Out Bad Costs 85

36 The Do and Don't Cut List 89

37 Forget Monthly Reports 91

38 No Money, No Meeting 93

39 Be Fanatical About Selling 96

40 Don't Fire Sales People 100

41 Hire Fiercely Competitive Sales People 103

42 Banish All Selling Thieves 106

43 Always Conduct Daily Sales Meetings 109

44 The Big Opportunity 111

45 Never Cancel Batting Practice 115

46 Double the Training Budget 118

47 Love That Cranky, Fickle, Demanding Customer 120

48 Fire the ''Strategic Customer'' 122

49 Customer Service Is a Survival Strategy 125

50 Worship at the Altar of Quality 129

51 Get Rid of ''Mr. Ought-to-Be'' 132

52 Always Leave Flowers, Floor Mats, and Footprints 134

53 Don't Cut Prices 137

54 You Are Never on Vacation 140

55 Lock, Load, and Launch 142

56 Sue the Blankety-Blanks 144

57 Welcome Serendipity 147

58 Go Green! 149

59 Be a Master Gardener 151

60 Summary: Characteristics of the Fierce

Competitor Companies 154

About the author 159

About the Author

Jeffrey Fox (Chester, CT) is an accomplished consultant, popular speaker and the acclaimed author of a series of the?international business best-sellers, How to Become CEO, How to Become a Raimaker, and Secrets of Great Rainmakers, among others. Fox is the founder and president of Fox & Company, Inc., a marketing consulting firm that specializes in marketing strategy development, innovation enhancement, selling skills training, branding, and various applications of a proprietary value-selling methodology called dollarization. Prior to starting Fox & Co. Jeffrey was Vice-President, Marketing and a Corporate Vice President of Loctite Corporation. He was also Director of Marketing for the wine division of The Pillsbury Co., and held various senior level marketing jobs at Heublein, Inc. including Director of New Products. Jeffrey is the winner of "Sales & Marketing Management" magazine's Outstanding Marketer Award; winner of the American Marketing Association's Outstanding Marketer in CT; and the National Industrial Distributors award as the Nation's Best Industrial Marketer. He is the subject of a Harvard Business School case study that is rated one of the top 100 case studies, and is thought to be the most widely taught marketing case in the world. Jeffrey graduated from Trinity College in Hartford, Connecticut, and earned his MBA from Harvard Business School. He served as Trustee of Trinity College, and has won several alumni awards including Person of the Year. He is a member of the Board of Directors of Saint Francis Hospital, one of the nation's top 100 hospitals.
For more information, please visit Fox & Company's website: www.foxandcompany.com

Reviews

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

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