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Flip: How to Turn Everything You Know on Its Head--and Succeed Beyond Your Wildest Imaginings Paperback – May 12, 2009


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Product Details

  • Paperback: 320 pages
  • Publisher: William Morrow Paperbacks (May 12, 2009)
  • Language: English
  • ISBN-10: 0061719633
  • ISBN-13: 978-0061719639
  • Product Dimensions: 8.9 x 6 x 0.9 inches
  • Shipping Weight: 12 ounces (View shipping rates and policies)
  • Average Customer Review: 3.8 out of 5 stars  See all reviews (17 customer reviews)
  • Amazon Best Sellers Rank: #734,629 in Books (See Top 100 in Books)

Editorial Reviews

From Publishers Weekly

Sheahan, consultant and Young Turk of the business world, turns conventional wisdom around to discover marketing techniques effective with today's younger consumers, "who can't go to the toilet without phoning five of their friends." Sheahan puts forth business model-shattering concepts like gaining control by giving it up: allowing customers, networks and rank-and-file employees to improve products through feedback, interaction and inclusiveness. He even "flips"conventional thinking on outsourcing: "It is one thing to make products or do the paperwork for the world cheaply, and it is another entirely to innovate, design and sell goods and services to the world's advanced consumer markets." Sheahan illustrates his points convincingly with examples pulled from the business headlines, though some of his ideas may strike readers as overly dramatic and hard to follow, like putting as much effort into staff satisfaction as into customer satisfaction. Elsewhere, readers will find business fundamentals updated ("absolutely, positively sweat the small stuff" and "you've got to be fast, good, cheap, and more!"), and increasingly familiar lessons on exploiting a niche ("Mass-market success: Find it on the fringe"). Business owners and decision makers trying to capture the hearts and minds of today's younger consumers will find this a helpful guide.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. --This text refers to an out of print or unavailable edition of this title.

Review

"Sheahan illustrates his points convincingly with examples pulled from the business headlines." ---Publishers Weekly --This text refers to the Audio CD edition.

More About the Author

Peter Sheahan is known internationally for inspiring innovative business thinking and creating lasting behavior change. He has established himself as a highly successful entrepreneur with his international thought leadership practice and as the CEO of ChangeLabs, a global consultancy building and delivering large-scale behavioral change projects for clients such as Apple and IBM. Peter has worked with some of the world's leading brands, including Google, Goldman Sachs, Hilton Hotels, Harley Davidson and GlaxoSmithKline.

By age 30 he had already built two multimillion-dollar businesses, operating in 9 cities internationally. He has delivered more than 2000 presentations to over 300,000 people in 15 different countries. In 2006, Peter was voted the National Speakers Association's Keynote Speaker of the Year and has since been named one of the 25 Hottest New Speakers in America, and one of the 25 Most Influential Speakers in the industry.

He is the author of six books, including international bestsellers Fl!p and Generation Y. As a global thought leader, Peterʼs insights into business trends and the changing needs of customers and staff have made him a regular presenter on Fox Business, with appearances on ABC and BBC as well. In 2008 Peter was a featured expert in a five-part global series on Innovation on CNBC, and he has been written up in the Washington Post, CNBC, Inc.com, the Wall Street Journal and Fast Company magazine. His newest book Making It Happen unpacks his insights on the best leaders and entrepreneurs execute on their good ideas, and turn them into profitable results.

Customer Reviews

Overall, I really enjoyed the concepts, style and examples brought forward in the book.
Bud Michael
It lacks structure, it rambles and it concludes nothing of consequence other than the author's egotistic tendencies.
in2connect
Wow...is this a fine book for the times that have evolved since the book was published!
Dave Carpenter

Most Helpful Customer Reviews

11 of 11 people found the following review helpful By Michael P. Maslanka on April 20, 2008
Format: Hardcover
Sheahan covers some well trod territory: price is about customer value, not just a low balled number; the great ideas come from the fringe of the herd, not the middle; once expectations are met the bar is automatically raised higher. Good stuff. But the Harry Beckwith series covers it better. Why a four then? The book's first section talks about a simple yet profound formula: action brings clarity. You need to be in the game, as imperfect as your game may be. If not ,you don't get the info you need to be better, to find out what works, what does not., and to see ambiguity as a friend, not an enemy. I have not seen it quite expressed this way and makes the book a worthwhile addition to your business books.
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2 of 2 people found the following review helpful By in2connect on November 14, 2010
Format: Paperback
I have read many management books, some of which offer success and deliver it. I feel that this book is little more than a simplistic list of some pretty obvious observations dressed up as a original thought. It lacks structure, it rambles and it concludes nothing of consequence other than the author's egotistic tendencies.
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2 of 2 people found the following review helpful By Dave Carpenter on October 25, 2008
Format: Hardcover Verified Purchase
I read this book when it first came out in the spring. I enjoyed the book then but didn't think it quite worthy of a review (I am a voracious reader but only post reviews on books I rate a four or five star.). Close call, but I passed on writing a review.

Yesterday the book jumped off my library shelf and I re-read. Wow...is this a fine book for the times that have evolved since the book was published!

We have entered turbulent times, or as I refer to them with my consulting clients, "whitewater times." All assumptions must be re-examined, and quickly. Few, if any, of the old ways of doing business will be right for prospering in tough times. Author Peter Sheahan's six prescriptions are suddenly even more valuable.

His core concept that action creates clarity ("to move forward you must act in spite of ambiguity") will be key to surviving in whitewater times. This mantra creates a much needed bias toward action at a time when many are likely to be frozen in fear.

Until the arrival of the flood of books that can be expected on prospering in tough times, this book's fundamentals will be helpful in creating a strategy for businesses to cope with these tough times.
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2 of 2 people found the following review helpful By B. W. on September 1, 2008
Format: Hardcover Verified Purchase
There was only one really useful thing in this book. That was the statement of:

"Action creates clarity"

The rest of the book was a rehash of all other management books. I can only imagine that he is a good speaker and he gives away his books to get the sales rankings.
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2 of 2 people found the following review helpful By C. Dawes on May 9, 2008
Format: Hardcover
My husband told me that it's been a long time since I raved about a business book this much. As a, um, somewhat older business woman, I have a lot of knowledge about how business has been over the last 30 years. There are the basics that I absolutely believe in, like planning and measuring results against the plan.

What this book showed me was a new way of looking at things that brings in the attitudes of people my sons' age. I'd heard some of the concepts before, because I've was in technology most of my career. I participated in one of the early InnovationJams that occured in IBM which is mentioned in this book. I confess, that I didn't totally "get it" at the time. But put in the context of this book, I understand it more.

The best aspect of this book is it's readability. It's not so dense that you need to "wade through" it. It's not so light that you feel you haven't gotten your money's worth. In fact, I got my copy from the library. However, I know I will be getting my own copy soon, if only to ponder some of the exercises included in the book.
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1 of 1 people found the following review helpful By The Agnostic Sheep on October 1, 2011
Format: Hardcover
Nothing original in this book, it's just a rehash of existing business commonsense, dressed up in different words.
For example:
- treat your customers well
- a successful business has a differentiator
- don't procrastinate too much with too much planning just jump in and deal with what comes up.

The book itself seems to be a 200+ page marketing brochure for the author's consulting practice.
Lots of name dropping of business leaders he's met (good to set the scene for his consulting practice to be seen rubbing shoulders with leaders in business)
Lots of name dropping of business leaders whom I'm guessing he wants as his clients; I mean, hey if an author goes to the trouble of blowing smoke up your arse in a book, you'd want to at least meet him right?

Luckily I borrowed this book from the library.
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1 of 1 people found the following review helpful By Finding Heroes on March 8, 2011
Format: Paperback
Another business book on how to distinguish yourself from the competition and thrive during tough economic times and rapid change. This book isn't that different from others - it is easy to read with six major "flips" on how to succeed beyond your wildest imaginings.

There are numerous examples of big and small flipstar companies, and the Australian bias adds greater relevance to a New Zealand audience. Although some examples, such as Toyota's enviable reputation for product quality, are showing their age, I think this just reinforces the need for businesses not to become complacent.

The emphasis on thinking about global rather than local consumers also provides a good refresher. "Although people will always prefer to do business with people they know, like, and trust, they expect those people to deliver at a global standard of excellence, not a local one." p.14.
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