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- Herausgeber: Business Book Summaries
- Kategorie: Lebensstil
- Sprache: Englisch
The must-read summary of Jim Champy's book: "Deliver! How to Be Fast, Flawless and Frugal".
This complete summary of the ideas from Jim Champy's book "Deliver!" explains that it is hard to find funding for new initiatives. Therefore, new businesses need to adopt models which allow them to outsmart competitors, engage customers more fully and operate in and then retool the basic day-to-day activities of their organisations in savvy ways.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your business knowledge
To learn more, read "Deliver!" and find out how you can keep fine-tuning your business to deliver more of what your customers want.
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Seitenzahl: 38
Veröffentlichungsjahr: 2014
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Book Presentation:Deliver! by Jim Champy
Book Abstract
About the Author
Important Note About This Ebook
Summary of Deliver! (Jim Champy)
Book Presentation:Deliver! by Jim Champy
Book Abstract
MAIN IDEA
In the challenging economic climate which exists today, funding for major new initiatives is hard to find. To move ahead, companies need to adopt new business models which will allow them to outsmart competitors, engage customers more fully and operate in fundamentally different ways. The key to doing this is often hiding in plain view. Smart leaders are generating more sales by rethinking and then retooling the basic day-to-day activities of their organizations in savvy ways.
To deliver better results on an ongoing basis, keep on fine-tuning your business model to deliver more of what your customers want. Nothing else matters.
“To prepare, I looked at hundreds of companies and interviewed dozens of business leaders. I was and remain convinced that great new business and management insights were coming not from academic ivory towers, but from companies themselves. Fresh ideas were fermenting in the heat and sweat of daily, on-the-ground competition. Interestingly, I found no single formula guaranteeing universal success. What I did find were dozens of ingenious solutions to everyday, every-company problems, solutions enabling organizations to keep delivering more. Much of this is about the grittiness of everyday execution.”
– Jim Champy
About the Author
JIM CHAMPY introduced the reengineering revolution to the business lexicon. He is the coauthor (with Michael Hammer) of Reengineering the Corporation and the author or coauthor of Reengineering Management, X-Engineering the Corporation and Reengineering Health Care. He is also an experienced manager and business advisor. Mr. Champy is Chairman Emeritus of Dell Services Consulting Practice and serves on several private and public sector boards.
Jim Champy’s Web site is atwww.JimChampy.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Deliver! (Jim Champy)
1. Improve the basics
The best way to fund product development and innovation is to make ongoing improvements in your day-to-day business processes. Take the money you save by improving manufacturing, quality control, logistics and packaging and pour that into making your products better. By watching your pennies, the dollars take care of themselves.
In 2000, Martin Franklin, the son of British corporate raider Roland Franklin, came up with what he termed an “anti-Net” business concept. He decided to put together a collection of strictly “old economy” brands in niche markets. He consolidated all these brands under the banner of Jarden Corporation, a holding company. By 2009, Jarden had $5.4 billion in sales generated by more than 100 brands including Coleman camping equipment, Crock Pot slow cookers, First Alert household alarms, K2 skies, Rawlings sporting goods, Mr. Coffee coffeemakers and Sunbeam kitchen appliances. Jarden is a top supplier to Wal-Mart and the thirteenth largest importer of shipping containers from China.
Jarden clusters its 100+ brands into three major groups:
Consumer solutionsOutdoor solutionsBranded consumablesAll of the brands use a centralized purchasing plan so each can take advantage of the overall group’s buying power to drive down raw material prices. However, there are three functions Jarden doesn’t centralize – marketing, product development or innovation. Each brand is expected to be working to maximize its own operational efficiencies and to enhance its everyday execution to plan.
“We can’t rest on our laurels. The quickest way to lose market leadership is to become complacent.”
– Martin Franklin
What’s noteworthy about Jarden is the way it funds innovation. Its basic approach is:
To illustrate how this works, take Jarden’s acquisition of Ball, the market leader in home canning jars and equipment. When Martin Franklin became CEO of Ball, he quickly:
Sold Ball’s money-losing plastics business.Fired 23 staffers and moved to a smaller headquarters.Acquired a company which made vacuum sealing machines.Built a new and improved sales force.All of these moves freed up cashflow which Ball then used to start innovating. For example, utilizing the philosophy that the company was in the consumer products business, Ball started developing food storage jars which were wide-mouthed and therefore easier to fill. Instead of packaging jars in cardboard cases, they were sold in shrink-wrapped clear plastic enhancing their consumer appeal. Ball also started marketing jars filled with cookie mix or packaged into kits which included instructions for making jams, jellies, pickles and so forth.
