To: OLDTRADER who wrote (128399 ) 5/25/1999 11:35:00 AM From: D.J.Smyth Respond to of 176387
few Marvelous excerpts from Michael's new book: - "Think about the customer, not the competition. competitors represent your industry's past, as over the years, collective habits beome ingrained. Customers are your future, representing new ideas... " - "Swing for hits, not home runs. If your competitor is batting .300, you want to bat .350 or .400" - "Be the hunter, not the hunted: Success is a dangerous thing, as we are at once invicible and vulnerable...Even though your company may be leading the market, you never want your people to act as though you are...(Ask) "This is good. This worked...Now how can we take...it to win new business?, (Don't Ask) "How can we defend our existing accounts."" - "We talk to real technology planners inside companies, as opposed to dealing only with a procurement group." - "A lot of resellers are struggling right now because their manufacturers are squeezing the margins so hard that there's no way for them to earn a decent profit. So they can't hire and train great people. Because they are squeezed so much by the indirect manufacturers, they can't expand geographically, so they can't compete with us on a global basis. If you take a look around you're realize there's no such a thing as a global reseller." - "Learning to thrive on constant change is the next frontier" - "At Dell we never talk about "managing change" or "dealing with change" because change is all we've ever known...The key to finding opportunity in an age of change is to embrace it wholeheartedly." - "With the availability of greater bandwidth at lower costs, the cost of computing will decrease dramatically." - "I believe that product differentiation (among companies), while still important, will become harder to achieve. It will give way to process innovation as the fundamental source of competitive advantage." - "The real potential of the Internet lies in its ability to transform relationships..." - "Conventional wisdon dictates that hypergrowth can't be sustained over a long period of time. Why? Traditionally, the feeling is that the company is either out of control or that the ineveitable rhythm of product life cycles will take its toll...Again, I say conventional wisdom is wrong...By integrating virtually with both our customers and our suppliers we have been able to achieve a highly scaleable business, and continue to grow at five times the industry rate." the book is full of jewels like this. time to work