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开 本: 16开纸 张: 胶版纸包 装: 平装是否套装: 否国际标准书号ISBN: 9781907312366
Not one to mince his words people either love him, or hate him
but it’s hard to dispute that Sir Philip Green is a multi-talented
entrepreneur. Sir Philip fell into retail almost by accident but
it’s made him a fortune. Some go so far as to argue he’s the finest
retailer of his generation and one of the best business brains in
the UK. A middle class, Croydon-born Jewish boy, who left school at
16 without a single qualification, he’s now number 6 on the latest
Sunday Times Rich list – up from 9th last year despite the
recession. After leaving school, Philip Green worked for the family
firm, one of the first shoe importers to bring products in from
China and Hong Kong. Experience of international trade taught him
about finance, credit, importing and product. After four false
starts he made his first million at 33, with Jean Jeannie. It was a
struggling fashion chain when he bought it for 65,000 in the
mid-1980s. He sold it six months later for 3m. Many such deals
later, he owns the Arcadia group – running about an eighth of the
UK clothing retail market. His empire is the second largest in the
sector after “Marks and Spencer.” In 2005, he paid himself a 1.2bn
dividend from Arcadia which he bought in 2002 with only a few
million pounds of his own money. This book explores the secrets of
how Sir Philip Green built his business empire: Chapter 1: From rag
trader to business man who sells fashion. Chapter 2: Find out what
your customers want and give it to them, and more, in-store, online
it’s the experience that counts. Chapter 3: Buy the best. Whatever
your position in the market buy the best you can sell in your price
range. Chapter 4: Hire the best. Hang the CV – find out what they
really can do. Chapter 5: We’re all in it together – the retailer,
the customers and the suppliers. Without the suppliers there’s
nothing to sell – look after your supply chain. Chapter 6:
Efficiency rules even in the good time. It’s not the same as cost
cutting. Chapter 7: Borrow little, repay quickly and build the
business. Service the debt, keep the costs down and worry about
profits in the good times. Chapter 8: Deals, deals, deals. Don’t
buy it if you can’t see what it needs to operate efficiently and
the potential it offers you. Chapter 9: The tough times – work
harder to stay still. The more efficient you are going into
recession the better you’re equipped to survive. Chapter 10:
Staying private rather than going public – the advantages and
disadvantages.
Acknowledgements
The Life and Times of Philip Green
One: Do it Your Way
Set your sights on your goal and go for it. Go with gut
instinct; never take “no” for an answer; keep a eye on the
deals and the details.
Two: Make the Business Run as Efficiently as Possible
It’s not the same as cost-cutting – even in the good
times, you have to remain resourceful.
Three: Keep the Customer Satisfied
Find out what your customer wants and give it to them,
and more. It’s the experience that counts.
Four: Whatever You Do, Don’t Break the Supply Chain
The retailer, customer and supplier are all in it together.
Without the suppfier there’s nothing to sell.
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