- "Retail Superstars: Inside the 25 Best Independent Stores in America" de George Whalin; e
- "Small Giants: Companies That Choose to Be Great Instead of Big" de Bo Burlingham
Já os tenho comigo há algum tempo. Ontem comecei a ler o "Small Giants" e está a ser um agradável complemento de "Smart Growth" de Edward Hess:
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"For a conventional business, however, the growth is the goal, and the control is what you need to keep it in hand. With the companies we’re looking at, creating opportunities for employees and opening up new possibilities for the business are the goals. Growth is a natural by-product of the company’s success in pursuing its central purpose and reason for being, whatever that may be.
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So we sat down and did a lot of soul-searching.
We asked what we did well, what kind of work did we get a better return on, what did we need to improve. And then we changed everything.”
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“Instead of trying to do it all, we wanted to be the best at a few things. We physically gave up our licenses in other states so we couldn’t work there, and we went from taking every job to questioning every job.” That meant getting rid of customers, including some who’d been with the company for a long time. The team spent hours analyzing the customer base, noting which jobs were more profitable, discussing which niches Butler should be in and which clients played best to its skill set, projecting how economic trends would affect different industries, and so on. Then came the cuts. “We went from twenty-five clients to ten clients,” Butler said. “Mainly we fired the bad ones, including our biggest client”—a giant financial services company —“that accounted for 50 percent of the value of our jobs. The people they had on our projects were demeaning to us. They’d lie and make us look like fools. We told them we didn’t want to work with them anymore.”"
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Por todo o lado a mensagem: concentração, concentração, concentração!!!
...
So we sat down and did a lot of soul-searching.
We asked what we did well, what kind of work did we get a better return on, what did we need to improve. And then we changed everything.”
...
“Instead of trying to do it all, we wanted to be the best at a few things. We physically gave up our licenses in other states so we couldn’t work there, and we went from taking every job to questioning every job.” That meant getting rid of customers, including some who’d been with the company for a long time. The team spent hours analyzing the customer base, noting which jobs were more profitable, discussing which niches Butler should be in and which clients played best to its skill set, projecting how economic trends would affect different industries, and so on. Then came the cuts. “We went from twenty-five clients to ten clients,” Butler said. “Mainly we fired the bad ones, including our biggest client”—a giant financial services company —“that accounted for 50 percent of the value of our jobs. The people they had on our projects were demeaning to us. They’d lie and make us look like fools. We told them we didn’t want to work with them anymore.”"
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Por todo o lado a mensagem: concentração, concentração, concentração!!!
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