Double Your Profits电子书

Cover

Title Page

Dedication

Contents

Part I Getting Ready

Step 1: Who Should Read This Book?

Step 2: Your Own Commitment to Profits

Part II Creating the Culture

Step 3: Setting the Standard

Step 4: What Does “The Best” Mean?

Step 5: Never Apologize for Focusing on Profits

Step 6: Results, Not Processes

Step 7: Strategic vs. Non-Strategic Costs

Step 8: Don’t Over-Quantify Things

Step 9: Don’t Over-Delegate, and Don’t Under-Delegate

Step 10: Maximizing Customer Satisfaction Leads to Bankruptcy

Step 11: Strategic vs. Non-Strategic Time

Step 12: A Sense of Urgency

Step 13: Translating the Culture into Action

Part III Cutting Costs

Step 14: Every Cost Is Up for Grabs

Step 15: Cut Costs First, Ask Questions Later

Step 16: Set Arbitrary, Non-Negotiable Budgets

Step 17: Make Them Come Ask the Boss

Step 18: No Cost Is Too Small to Worry About

Step 19: Don’t Worry—They’ll Respect You

Step 20: Employees Are Much More Adaptable Than You Realize

Step 21: Start With the Most Painless Place—Suppliers

Step 22: Never Let Your Purchasing Person Negotiate Price

Step 23: You Need a “Bad Guy”

Step 24: Declare Freezes and Cuts

Step 25: Go to Bid, Frequently

Step 26: When Suppliers Say “No,” Hit Them Again and Again

Step 27: Budget 15% Savings for Purchased Products, and 30% for Purchased Services

Step 28: Find Out What Your Competitors Pay

Step 29: Cut Your Use of Purchased Goods and Services

Step 30: Computers

Step 31: R&D

Step 32: Everyday Expense Items

Step 33: Office Space

Step 34: Do You Want to Catch People’s Attention? Give Up Your Own Office

Step 35: Sign All the Checks Yourself

Step 36: Capital Expenditures

Step 37: Accounts Payable

Step 38: Deplete Inventory

Step 39: If You Never Fire an Employee, You Can’t Have an Excellent Business

Step 40: Keep Human Resources Scarce

Step 41: Setting Salaries

Step 42: Benefits

Step 43: Never Give Regular Bonuses

Step 44: Titles Are Cheap

Step 45: Review—Motivating Employees

Step 46: Emergency or Remedial Headcount Reduction

Step 47: Eliminate Most of Your Administrators and Managers

Step 48: Be Most Ruthless with Your Internal Staff Functions

Step 49: Close the Outside Contractor Loophole

Step 50: Change the Day-to-Day Habits of Your Organization

Step 51: Stop the Paper Flow

Step 52: Streamline Your Meetings

Step 53: Stop Off-Site Meetings

Step 54: The Last Cost-Cutting Step—Do It All Over Again

Part IV Increasing Sales

Step 55: There Are No Such Things as Companies, Only People

Step 56: Let Him Know You Will Stand in Front of a Truck for Him

Step 57: Bob Fifer’s Five Ingredients for Completing a Sale

Step 58: There Are No Such Things as People, Just People’s Perceptions

Step 59: No Two Customers Are Alike, So Tailor Your Offering and Your Sales Pitch

Step 60: Think About How You Sell

Step 61: Customers Can Smell One Part of Blood in a Million Parts of Water

Step 62: The Selling Process Is Your Best Chance to Show the Customer What You Can Do

Step 63: Re-Selling Starts the Moment You Make the Sale

Step 64: Selling Is the Attraction Business

Step 65: People Who Ask for More Get More

Step 66: Pricing—You’re Leaving Money on the Table

Step 67: Determine Price, Then Product or Service, Not the Other Way Around

Step 68: Ask Them What Price They Want to Pay

Step 69: To Capture the Consumer Surplus for Mass-Market Products, Price Discriminate

Step 70: The Key—Get the Highest Possible Price but Don’t Lose Any Customers

Step 71: Be Dignified About Pricing

Step 72: Remember—Price Has Nothing to Do with Cost

Step 73: Marketing Is a Strategic Cost—Outspend Your Competition, in Good Times and Bad

Step 74: Don’t Be Afraid to Use a Shotgun

Step 75: Invest in Your Sales Force—No Investment Will Yield a Greater Return

Part V Some Personal Advice

Step 76: Be Stubborn

Step 77: Keep Work in Perspective

Step 78: Stretch Yourself, and Have Fun

About the Author

Copyright

About the Publisher