Additional information
by Michael Teng (Author)
Small business owners and managers may never, in their wildest imagination, dream of beating the giant corporations. Yet many small businesses do survive, thrive, and even defeat major corporations by leveraging their unique advantages. This is now possible with the advent of the Internet and globalisation. Many modern corporate giants such as Google, Facebook, Amazon and Ebay were unknown minnows ten years ago. How did they win the game against the corporate killer whales? Meanwhile, many big companies have collapsed like a house of cards because they are over-leveraged and inflexible. Small is the new big; small is beautiful; small is "the new normal". "Small is the New Big" examines many cases where small companies have defeated giants. It also describes how small companies can surmount the mountains of competition, by using time-tested strategies to emerge victorious over the giants.
Author Biography
Dr Mike Teng is the author of a best-selling book "Corporate Turnaround: Nursing a sick company back to health", in 2002 which is also translated into the Bahasa Indonesia. In 2006, he authored another book entitled, "Corporate Wellness: 101 Principles in Turnaround and Transformation. He also published in 2007/2008 six management books, namely entitled: Internet Turnaround: The Use of Internet Marketing to Turnaround Companies; Training Manual: Corporate Turnaround and Transformation Methodology; Link Baiting to Improve Your Page Ranking on Search Engine, s Corporate Turnaround: Global Perspective, Fundamentals of Buying and Selling of Companies as well as What the animals can teach us about office politics. In 2009, he published two books, Corporate Wellness: Spiritual and secular principles in corporate turnaround and transformation and Jesus: The Corporate Turnaround Expert. Dr Teng is currently the Managing Director of Corporate Turnaround Centre Pte Ltd which provides corporate training and management advisory services. He has 28 years of experience in turnaround management, distributorship management, strategic planning and operational management responsibilities in the Asia Pacific. Of these, he held Chief Executive Officer's positions for 20 years in multi-national and publicly listed
