Great Book! | Think Big, Act Small : How America's Best Performing Companies Keep the Start-up Spirit Alive...

Stories of Business Practices, Culture, & Philosophy of Nine Successful Companies | Think Big, Act Small : How America's Best Performing Companies Keep the Start-up Spirit Alive | Jason Jennings

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	• Think Big, Act Small : How America's Best Performing Companies Keep the Start-up Spirit Alive Jason Jennings Amazon Remainders Account, 2005 - 288 pages average customer review:based on 17 reviews view larger image
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highly recommended

10 successful companies explain what makes them great.

The book covers the study of 10 companies that have had an increase in revenue and profit of 10%, or more, for 10 consecutive years. There are many similarities with "Good to Great", however, this book deals with smaller companies and the leader at the helm is written about in more detail than "Good to Great". Like any great book on leadership and business you will find that the key to greatness is, you guessed it, FUNDAMENTALS. I particularly enjoyed the study of Koch Industries. Mr. Charles Koch guiding principles are outlined well in this book and I believe they are worth studying and implementing. They certainly have produced incredible results for his business conglomerate. Overall this book was well written and I was able to get some great nuggets of practical information from all 10 of the companies studied. I really enjoyed it, and got enough out of it to give it the 5 stars.

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Great Book!

I loved this book. It's an easy, enjoyable read, and very rich in information on how companies we know and love have made it through difficult times and the habits and beliefs they live on a day-to-day basis. Very interesting and insightful. I plan to re-read it in case I missed anything the first go-round.

Stories of Business Practices, Culture, & Philosophy of Nine Successful Companies

This is a great business practice/philosophy book. It doesn't throw numbers at you or tell you how to hit your quarterly target. Instead, the stories of nine culturally healthy and monetarily profitable companies are told. The format is interviews with the company leaders and other key players. Jennings expounds on the interviews and builds similarities among the companies. For instance, these companies don't acquire customers or clientèle, they build communities and fans.

The stories are inspiring because they truly start from the beginning. For example, Dick Cabela purchased fishing flies in Chicago for only pennies apiece. When he returned home to the Midwest, he put an ad in a sportsmen magazine and the orders started to roll in. He and his wife filled orders on the kitchen table and their first warehouse was the shed in the backyard. Today, Cabela's is one of the largest outdoors specialty merchandisers/retailers in the US, grosses more than $1.5B, and their stores are considered tourist attractions.

One more story: Charles O'Reilly and his son Chub worked at an automotive parts store for years. Charles was let go at the age of 72 and Chub was transferred out of state by some higher-ups, as I like to call them. So Charles decided to open a competing store. Chub was a cofounder and they also hired 10 employees from their competitors under one condition, "anyone joining the new company had to make an investment and become and owner."

These companies don't make big 5-10 year plans, instead they focus on today through next year and sometimes two years ahead. They claim making big plans never work because trends, business, technology, etc. change too often and you lose site of the fundamentals and current goals and neglect suppliers (partners) and customers (the community). Additionally, resources are wasted trying to achieve something that might never be. However, they do focus on being extremely adaptable; ready to refocus the entire company or invent new businesses in short notice.

Bottom line, all the stories and lessons are inspiring and invaluable. Considerable focus is placed on the cultures of these companies. Basically, they don't worry about making money and acquiring customers. They concentrate on building a healthy culture, make sure employees are happy, and provide solutions to problems; gaining wealth and customers is only an axiomatic consequence.

The nine companies interviewed are PETCO, Koch Industries, Sonic, Cabela's, Medline Industries, O'Reilly Automotive, Dot Foods, SAS Institute, Strayer Education. The companies presented have grown revenues by at least 10% for 10 consecutive years.

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Great

This book reminds us to set aside our own egos when managing a business or a department. It is a quick read with a clear message. I would recommend that all senior managers and those who aspire to be a senior manager read this book.

Another book along the lines of Good to great

Have you read "Good to Great" by Jim Collins? If the answer is "Yes", you don't have to spend a lot of time in reading this book. At least, 50% of the book conveys what is already told in Good to Great. Of course, with different stories as example.

I liked two concepts from this book - "Have everyone think and act like an owner" & "Choose your competitors". It is hard to institutionalize the first concept, though.

Choosing your competition is something that many companies forget to do (or) they don't do it right. Many of them aim to reach the sky and at the end, do not even take off from the land.

If you are wondering how to keep the startup spirits alive in your giant corporation, this is a good book to read.

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Is it possible for a company to grow its revenues and profits by 10 percent or more for at least ten consecutive years, not counting acquisitions? That?s an incredibly high bar for growth and profitability, one that 99.99 percent of American companies can?t meet? including the famous ones that routinely land on magazine covers.

Management expert Jason Jennings screened 100,000 companies to identify nine little- known firms that have delivered stellar performance for a full decade or more, despite the ups and downs of the economy. And, as he reveals in his new book, these superstars have a lot in common despite their wide range of industries, which includes software, food services, medical supplies, and sporting goods.

It turns out that the best long-term performers all combine the strengths of a big organization with the hunger of a start-up. They build excellent relationships with their customers, suppliers, workers, and shareholders. They groom future leaders at all levels. They balance their short-term goals with their long-term visions. And they teach their managers to get their hands dirty.

Jennings did extensive interviews at his nine featured companies to find out exactly how they consistently increase revenue and profits without using manipulation or gimmickry. He reveals their unique approach to leadership and shows how any company, no matter what size or industry, can benefit from following their examples.

Think Big, Act Small may be the most powerful management book since Good to Great and Execution.

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