By Dan Carrison
Israeli companies face a different and dramatic challenge-surviving and thriving regardless of 4 years of terrorist assaults opposed to civiliansBusiness less than fireplace makes use of a mix of research and in-depth own interviews to teach how Israeli businesses remain ecocnomic, supplying lifelike insights readers can observe to their very own enterprises working in an doubtful environment.Based on attention-grabbing, first-person interviews carried out through the writer himself in Israel with CEOs, managers, and in-the-trenches employees-Carrison bought unparalleled cooperation and entry from the Israeli govt and lots of businesses in a variety of industries for this undertaking.
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Extra resources for Business Under Fire: How Israeli Companies Are Succeeding in the Face of Terror -- and What We Can Learn from Them
There may not be peace, but I’ll settle for nonwar. True peace may be generations from now, made by people who have forgotten our differences. Q: You’ve been in this business forever, but I’m sure you’re always learning. What have you learned during these last three years? Hirschstein: That you can do the unbelievable. No one ever thought you could run a hotel with 25 percent to 30 percent occupancy. If you asked a CEO in an American chain if it was possible, he would think you’re crazy. But we are doing it.
It is time, of course, for a pep talk, but not simply to raise flagging spirits; the workers must be reminded that they have been wronged. A customer has looked them over and decided they were not up to the task. That customer must be shown the error of his ways. How do you prove to the customer that he has made a mistake? The lost customer has competitors—sell to them. The lost customer is part of an industrial community made up of companies that talk to each other—establish a reputation of excellence within that community.
Anyone who has ever been through a merger, or the sell-off of a subsidiary, or the closing down of a production facility knows the feeling of helplessness shared by all within the organization who must wait while the ‘‘powers that be’’ make the fatal decision. The suggestion that these remote decision makers might be open to persuasion is often met with derision. There is a sense among the employees that the owners and investors can be moved only by financial considerations and that, furthermore, because they are owners and investors, they already know the numbers do not pencil out.
Business Under Fire: How Israeli Companies Are Succeeding in the Face of Terror -- and What We Can Learn from Them by Dan Carrison