https://padlet.com/zswies/9pkwzhiepdi2046r by Janson Jennings en-us 2020-10-24 20:36:18 UTC 2026-01-07 21:09:30 UTC hello@padlet.com zswies https://padlet.com/zswies/9pkwzhiepdi2046r/wish/858398659 Zack Swies]]> 2020-10-24 20:36:43 UTC https://padlet.com/zswies/9pkwzhiepdi2046r/wish/858398659 zswies https://padlet.com/zswies/9pkwzhiepdi2046r/wish/858399525 Jason Jennings is Born in Michigan and started his career as a radio and television reporter. He was apart of the youngest radio station group owner in the nation. He becomes a author and studied over 220,000 companies and has interviewed over 17,000 CEO's. Everything Janson Jennings has learned he has put into his books. Therefor all of his books are filled with compact information about how to run a successful business and brings a lot of practical skills on becoming efficient. ]]> 2020-10-24 20:38:04 UTC https://padlet.com/zswies/9pkwzhiepdi2046r/wish/858399525 zswies https://padlet.com/zswies/9pkwzhiepdi2046r/wish/858401141 2020-10-24 20:40:22 UTC https://padlet.com/zswies/9pkwzhiepdi2046r/wish/858401141 zswies https://padlet.com/zswies/9pkwzhiepdi2046r/wish/871440387 The author Jason Jennings brings up the importance of thinking. Big picture thinking for a company can bring a lot of success in human enterprise. Big thinking comes from the root of every development and every successful business venture. Big thinking alone though does not promise success along the road. There are multiple studies that four out of every five new companies fail within five years of existence. There are multiple problems when acting on types of execution such as: short thinking and short acting, short thinking and big acting, big thinking and big acting, and big thinking and small acting. Jason Jennings explains that out of all of the companies that he examined, the successful companies thought big and acted small and with that came a lot of success within their companies.]]> 2020-10-28 21:20:08 UTC https://padlet.com/zswies/9pkwzhiepdi2046r/wish/871440387 zswies https://padlet.com/zswies/9pkwzhiepdi2046r/wish/872143855 2020-10-29 05:04:15 UTC https://padlet.com/zswies/9pkwzhiepdi2046r/wish/872143855 zswies https://padlet.com/zswies/9pkwzhiepdi2046r/wish/872145178 In the book it talks about the companies that have consistently increased revenue, the most important lesson during the Janson Jennings’s research was that everyone in the organization, including leaders and managers used their quota as keeping your hands dirty. Many executives and their companies carry out initiatives designed to move executives and management closer to the actual work of the organization, undertaking what maybe they would call getting their hands dirty once a year. When the book talks about revenue boosting, companies are constantly in touch with customers and keep their hands dirty with customers, workers and vendors. On the fact of thinking small the search for fast and easy answers, many companies have concluded that the only way to succeed is to out-Wal-Mart Wal-Mart by killing vendors and suppliers. The thinking big aspect of this is it was in contrast to the companies, Jason Jennings researched and identified all of the company’s vendors and suppliers. In the book each company has partnered to work with its vendors and suppliers which then ensures that both parties understand their full economic potential. Jason Jennings explains how in unique partnerships, is to stay close to each other's business and be actively involved. This comes back to the book when it talks about thinking big and acting small. When leaders and companies keep their hands dirty, they are better able to get market their trends. To learn and act on what customers really want and better earn the respect and trust of customers, employees and suppliers. Through this companies would become success and by keeping their hands dirty, senior officers delegate their power to employee’s. They are favoring bottom to down management approach as opposed to top to down ones, and by doing the little things, makes what becomes a successful company. The bottom to up approach affects the team with a sense of ownership and worth, which can translates into taking responsibility and contributing to the bottom line because the team wants to do it not because it have to do it. The consistent revenue growth achieved by these companies did not occur because they had set plan carved in stone, as Jason Jennings explains throughout his book. Finally, one of the primary reasons that these companies are continuously increasing their revenue in double digits every year that Jason Jennings explains throughout his book is the lack of an inflexible long-term strategies. While companies do not have the long-term horizon always being sought, each company understands that uncovering mind set and long-term plans are a waste of time due to the stats that Jason Jennings provides throughout his book.  The most successful companies take the time to reach out after realistic big term motives for their companies and need to be adaptable. ]]> 2020-10-29 05:05:31 UTC https://padlet.com/zswies/9pkwzhiepdi2046r/wish/872145178 zswies https://padlet.com/zswies/9pkwzhiepdi2046r/wish/872150721 2020-10-29 05:10:38 UTC https://padlet.com/zswies/9pkwzhiepdi2046r/wish/872150721 zswies https://padlet.com/zswies/9pkwzhiepdi2046r/wish/948747144 2020-11-21 23:09:11 UTC https://padlet.com/zswies/9pkwzhiepdi2046r/wish/948747144