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table
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table
on contents: Warp
Speed
Marketing email:
info@meyergrp.com
Preface
The preface discusses who would need this
book and how to use it.
1. Introduction: Sustainable and Sane
Business Growth
Chapter 1 lays out the basic issues that
all fast growth companies face, including
two avoidable problems, four fallacies of
growth, and what constrains sane
growth.
Part One: The Foundations
2. Jigsaw Management: Conserve Time,
People, and Money
Chapter 2 discusses Jigsaw Management as a
simple model and how it has helped others
get through difficult times. It uses two
real examples and finishes with a template
for using a jigsaw puzzle boxtop for
growth.
3. What Keeps the CEO Up At Night:
Worries of Not Finding New Markets and
Good People
Chapter 3 was built by askign CEOs what
keeps them up at night. The results, which
are both unexpected and interesting, make
up half the chapter. These are followed
with some suggestions on how to use them
immediately. This is a strong attraction
to owners and managers, and those who
aspire to those roles.
4. Rapid Growth and Your Resources:
Knowing What to Invest
Chapter 4 continues with what restricts
the growth of your business. Looking at
the characterstics of gradual, rapid, and
extreme growth, the chapter discusses what
resources an owner or general manager has
(time, people, money) and how to
prioritize them. It finsishes with
interviews in which three senior
executives discuss how they've done
this.
5. Buying Future Growth: Corporate or
Private Investors...or Not?
Chapter 5 discusses how to get more
resources. If the general manager or owner
wants to consider asking for or taking an
investment, this is the chapter that will
help guide the deal. If he or she wants to
sell out, this will help get the right
price for that.
Part Two: Resource Strategies and
Applications
6. Resource Strategies: Grow and
Dominate New Markets
Chapters 6 to 10 are pairs of chapters,
one for strategy and one for
application.
Chapter 6 starts with the owner or GM's
role in creating and then dominating new
markets as a growth strategy. It uses
current examples and discusses a
counterintuitive way to use pricing to
build markets.
7. Applications: Build and Lead New
Markets
Chapter 7 discusses how to apply the
strategies in 6. Some applications are
fairly straightforward (such as developing
user involvement into products.) Some are
going to catch the reader off center.
Those include raising the price when asked
for a discount, firing customers, and when
to forget the competition. Case studies
are provided.
8. Resource Strategies: Growth, People,
and Structure
Chapter 8 focuses on the best way to
organize rapid growth around your people.
There are strategies on recruiting and
structures that work best for fast track
companies.
9. Applications: Hire, Organize,
Reward, and Keep Good People
Chapter 9 extends that to one on one
management. Starting with promotions (and
why not to give them so often) the chapter
discusses the best ways to use incentives,
and appraisals to support rapid growth. It
uses real cases as examples.
10. Resource Strategies: Growth and
Technology
Chapter 10 discusses the use of technology
to foster growth, focusing heavily on when
it helps and when it hurts. It finishes
with give the right direction
11. Applications: Plan For Technology
and Take Advantage of the Disruption
Chapter 11 discusses the disruption that
technology brings to the marketplace, and
how to take advantage of it. With focus on
Killer Applications (how to build them,
how to defend from them) and using
technology to build markets (including a
practical decision process) this chapter
will help a General Manager or owner to
make technology a controlled tool for
sustainable growth.
12.Warp Speed Growth: Managing a
Business Built for Speed
Chapter 12 is the summary, discussing
where there are limits to rapid growth,
the role of the owner or General Manager
in avoiding growth limits. It finishes, of
course, with "Where Do You Start?"
back
to top
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