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- Herausgeber: Business Book Summaries
- Kategorie: Religion und Spiritualität
- Sprache: Englisch
The must-read summary of Albert J. Dunlap's book: "Mean Business: How I Save Bad Companies and Make Good Companies Great".
This complete summary of the ideas from Albert J. Dunlap's book "Mean Business" shows that the essence of business is competitiveness. Success in business is not built on a foundation of being good enough to survive. Instead, long-term success is based on dedication to and an intense focus on doing whatever is required to be great. In his book, the author explains that the key to success is consistently doing the right things. This summary offers valuable lessons on how to survive in today's business world and what you need to do to stay on top.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your knowledge
To learn more, read "Mean Business" and discover the key to becoming a successful company by doing the right things.
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Seitenzahl: 37
Veröffentlichungsjahr: 2014
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Book Presentation: Mean Business by Albert J. Dunlap
Book Abstract
Important Note About This Ebook
Summary of Mean Business (Albert J. Dunlap
1. Al Dunlap – A Business Biography
2. The Four Simple Rules of Business Turnarounds
3. Dunlapping the Corporation
Book Presentation: Mean Business by Albert J. Dunlap
Book Abstract
MAIN IDEA
The essence of business is competitiveness – to become competitive and to stay competitive despite the best efforts of everyone else in the same marketplace, because what works today won’t be enough tomorrow.
Success in business is not built on a foundation of being good enough to survive. Instead, long-term success is based on dedication to and an intense focus on doing whatever is required to be great.
In its purest form, business is deceptively simple – so simple that many people make the mistake of trying to over intellectualize it. In reality, success in business boils down to just one concept: Do the right things (from the customer’s perspective) on a consistent basis. Deliver that and you create value for the owners of the company, the shareholders. Find better ways to do that and you create added value for the company. Develop new and innovative ways to do the right thing for your customers and you can leapfrog the competition, but never lose sight of the fact everyone else is also trying to do that exact same thing themselves. Therefore, stay on your toes.
The bottom line? If you focus like a laser on what your customers want, consistently find new ways to “Do better” today than you did yesterday, never take your eye off the ball, eliminate everything that is not world-class in order to pour resources on whatever you do that is and religiously protect and enhance shareholder value, you’ll find business is easy
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 Mean Business (Albert J. Dunlap)
1. Al Dunlap – A Business Biography
Al Dunlap grew up in Hoboken, New Jersey. His father was a shipbuilder who struggled to find work and pay the bills his entire life. Dunlap took up football at high school, and was offered football scholarships at Brown and Dartmouth, but decided instead to attend the U.S. Military Academy at West Point.
After three years of active duty, Dunlap left the military and went to work for Kimberley-Clark in a management training program which started him at the bottom – working night shift at a mill so he could learn the manufacturing business from the ground up. He spent four years working in every department – literally getting a hands-on education in real world business.
Ely Meyer, the owner of Sterling Pulp & Paper, then hired Dunlap to run a plant in Wisconsin which was having problems with some new equipment. Dunlap didn’t realize it at the time, but this was actually his first turnaround situation, He managed to get the plant back on track, despite some minor setbacks along the way including a flood, an explosion, a fire and a strike. He also had to restructure the company quite extensively and lay off a number of employees – which generated a fair amount of crank calls and death threats against him.
In 1977, Mr. Meyers died and his business was ultimately sold. Dunlap moved on to a job with the American Can Company. Within a year, Dunlap was put in charge of the company’s Performance Plastics division – an underperforming division of American Can – with the assignment to either turn it around or dispose of it. Dunlap attacked the challenge with enthusiasm, basing his method on a philosophy of “Do it, dammit!” which his employees referred to as “D-I squared”.
“By this time, I pretty well knew what I was doing as a turnaround specialist, but I still wasn’t doing it consciously as I would at my next job. I was focusing on good managers and marketers, cutting the hell out of costs, and selling assets. I didn’t have a philosophy them; I was just doing everything on automatic pilot, based on what felt right and what delivered the most value to the shareholder.”
– Al Dunlap
