Take No Prisoners: A No-Holds-Barred Approach to Corporate Excellence

Take No Prisoners: A No-Holds-Barred Approach to Corporate Excellence

Take No Prisoners: A No-Holds-Barred Approach to Corporate Excellence

Take No Prisoners: A No-Holds-Barred Approach to Corporate Excellence

Synopsis


Now more than ever, American companies are experiencing a nagging feeling that they could be doing much better. Globalization, digitization, and the development of cellular technology have increased competition by leaps and bounds. As a consequence, skating by on marginal performance isn't enough. It's time for businesses to find the tools that will help them excel. A turnaround expert, Marvin Davis has made a career out of transforming underperforming companies. He assesses their mistakes, issues a diagnosis, and has helped allay the fears of many CEOs across the country - leaving businesses more efficient and ultimately more competitive.

In Take No Prisoners, he gives hard-line, tough-love solutions to the real and difficult problems that hinder profitability. By addressing issues that may at first seem too messy or dangerous, companies can learn how to truly improve performance, increase profits, and boost cash flow. Companies shouldn't wait until they are in dire straits to make changes; they can alleviate many problems if they act now and meet them head-on. Through real-life examples of corporations who have made these solutions work successfully, Take No Prisoners tells American companies the truth about the state of their business, and how to make it even better.

Excerpt

When I wrote my first book, Turnaround: The No Nonsense Guide to Corporate Renewal, back in 1987, corporate life was a lot simpler and I had a lot more hair. As the years have progressed, globalization has occurred and the Internet has linked the world in ways none of us ever expected. The advent of cellular technology has made the virtual office a reality, and the intensity and quality of competition have increased by orders of magnitude. Conversely, many new opportunities have emerged as a result of these factors. American industry has realized it can compete and utilize resources outside U.S. borders.

Yet as a seasoned turnaround professional I see companies making many of the same mistakes that hindered profitability in 1987. I still see failure to adapt to changing market conditions. I still see companies missing their full earnings potential by not asking themselves some basic questions or analyzing their operations properly and taking appropriate action.

In this book I revisit the basics of corporate operations and the “secrets” of the turnaround professional as he increases the cash flow and profitability of his client companies. I address market strategy and techniques that people can utilize to identify and take advantage of key market opportunities.

I discuss customer-by-customer analysis, the ability to enhance the corporate customer base, and the right time to “fire” the unprofitable customer. I address the lies that companies tell themselves so that they don’t have to change or so that they don’t have to admit that they are on the wrong path. I explain the investigatory techniques that turnaround consultants utilize and how in . . .

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