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Double Your Profits: In Six Months or Less Paperback – March 31, 1995
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"Double your profits in six months or less," says management consultant Fifer, simply by following his rather Draconian cost-cutting suggestions. Fifer shares his Fortune 500 consulting experiences with these 78 ways to leave your losses, such as eliminating unnecessary management, bidding on supplier goods, paying invoices later, and controlling all expenses at the top. Of this list, 24 are standard customer service and sales rep motivation tips, all more completely covered elsewhere. Furthermore, in today's lean organizations, most of these decisions have already been implemented. Executives now are focusing on the real cost control that comes from unnecessary process steps, rework, and management tampering. Pass on this one.
Dale Farris, Groves, Tex.
Copyright 1994 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
"Double Your Profits is terrific ... it's insightful, practical, and comprehensive." -- Larry Bossidy, Chairman and CEO, Allied Signal/Honeywell
A highly readable, eminently common sensical guidepost to success in business. Every chapter is a mini-refresher course on controlling costs, satisfying customers, motivating people, improving profits and building pride. It's a safe bet Double Your Profits will be a high-yield investment. --Norman R. Augustine, Chairman and CEO, Martin Marietta
I've given Double Your Profits to many colleagues and clients over the last few years. Best book my wife ever gave me. Best common sense business book I've ever read. It's a book that needs to be read periodically by any business owner and their associaties. --Ted Fagan, President, Eco Mist Solutions Inc.
I made Double Your Profits required reading for all the up and coming assistants I trained. We increased our sales and nearly tripled our profits in one year! This book is one of my top five "must-have" books on business/life. --Mark W. Shelby, CKMS
Mr. Fifer doesn't hold back anything. His sage advice rolls off of every page. If it's time for you to get a wake-up call about your business, this could be the bell. --The Net Review of Business Books
"Simple and straightforward."--Jack Welch, Chairman of GE
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Top customer reviews
In today's highly competitive business environment, it is important to instill a culture of cost consciousness. In the author's opinion every cost is up for grabs and needs to be justified. There is waste in any organization such as too many layers of management, the amount of time spent in meetings, spending on offsite meetings, and unnecessary reports. However when it comes marketing, the author recommends outspending the competition in both good and bad times.
Some parts of the book will likely make readers uncomfortable including the lack of concern for many of the people who make up a company's workforce and certain suggestions for extracting concessions from suppliers. In the latter case some people will question the ethics of his approach. This book is certainly not "If Aristotle Ran General Motors." It is not about pleasing multiple stakeholder groups. It is a no nonsense book about improving the bottom line.
There is no doubt a company can improve the bottom line following the author's advice especially in the first few years. I would be interested in case studies of some of the author's client companies. What has been the longer term impact on their corporate culture, employee turnover and relations with suppliers? How have their top line and bottom line growth fared over time?
In reading this book I had to work to separate the message from the messenger. I was turned off a bit by the author's tone. It is interesting that the author left Kaiser Associates, Inc. in 2000 and set up his own firm which I believe is just a one person operation. I did some research and found an interesting quote from a May 28, 2007 interview with U.S. News and World Report.
"I ran one company [Kaiser, his consulting firm] for 18 years. The company did very, very well, but we hit a wall. If I knew then what I know now, I would still be there, and the company would be 20 times larger. I would come into the office and, by force of my person and bravado, try to move the company by myself. It worked until we had eight offices on five continents. If I had had more humility and been more principled in how I treated other people, I would have built an organization with depth. No CEO is good at everything, but when people perceive you are selfish and greedy, the holes remain exposed and don't get closed. When you have a strong character, people rally behind you in a way that plugs those holes."
Fifer makes it clear at the start that this is a book for those who are willing and able to focus on profits. If morale, feeling good about your contributions, writing 3 page mission statements is your thing, you are probably not ready for these lessons. A few will cause long term problems if abused, like getting rid of your staff, not paying bills, not developing employees but the flow is right on.
The most important lessons I learned from this book were: Determine which costs are strategic and over-invest in those areas as long as you can see they are effective. Dont overquantify things especially when the extra precision wont change anyone's mind. Just say no to office space, furniture, reports, travel, price increases, and capital expenditures; If you are wrong they will keep asking until you say yes. Set cost targets and always go to bid.
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Also 'The E Myrh' and How to Win Friends and Influence people '
Recipe for success!!!