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Record Nr. |
UNINA9910826036203321 |
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Autore |
Pangarkar Nitin |
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Titolo |
High performance companies : successful strategies from the world's top achievers / / Nitin Pangarkar |
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Pubbl/distr/stampa |
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Singapore, : Jossey-Bass, a Wiley imprint, 2012 |
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ISBN |
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9786613678171 |
9780470830130 |
0470830131 |
9781119199281 |
111919928X |
9781280767401 |
1280767405 |
9780470830123 |
0470830123 |
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Edizione |
[1st ed.] |
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Descrizione fisica |
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1 online resource (210 p.) |
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Disciplina |
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Soggetti |
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Strategic planning |
Industrial management |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Description based upon print version of record. |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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High Performance Companies: Successful Strategies from the World's Top Achievers; Contents; Foreword; Preface; Acknowledgments; 1: My Motivations; Introduction and Positioning; Seven Concerns Raised by the Content and Approach of Other Books; A Book on Strategic Principles: The Idea; Approach of the Book; Organization of the Book; The Final Word; 2: Discover Diamonds among Coals; Resources, Firm Strategy, and Performance; Acquisitions Fitting the ""Discover-Diamonds-among-Coals"" Adage; Mittal Steel: Discovering Diamonds among Coals-Consistently!; Building a Global Empire through Acquisitions |
The Recipe for Success How Mittal Polishes Raw Diamonds; The Final Word; 3: Build Durable Assets; Durable Assets and Performance; Tiger |
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Balm: Durable Assets Withstand Twenty Years of Neglect; Pawning the Family Heirloom; Restoring the Tiger Balm's Roar through Investments in Durable Assets; The Recipe for Success; The Tiger Balm Case and Its Implications for a Strategy Based on Durable Assets; The Final Word; 4: Focus on Small Wins; Big Hits, Big Flops, and Their Performance Implications; Small Wins: An Alternative Route to Superior Performance?; YKK's Small Wins Lead to Market Dominance |
The Lincoln Electric Company's Small-Wins-Based Strategy Illinois Tool Works: Scoring Big with Numerous Small Wins; The Four Cornerstones of ITW's Strategy; The Final Word; 5: Integrate to Innovate; The Importance of Innovation; Innovation Strategies; Innovation through Integration; SAS Institute: The Consummate ""Integrator""; Fanuc: Industry Dominance through Integration and Innovation; Integration of External Knowledge at Fanuc; Internal Integration at Fanuc; The Final Word; 6: Advance (Strategically and Competitively) During a Crisis; Crises as Common Events; Top Managers and Crises |
The Tylenol Crisis and Johnson & Johnson Toyota Fumbles; Singapore Airlines (SIA): Proactive Management of Crises; SIA's Response to the East Asian Economic Crisis; The SQ 006 Crash in Taiwan and SIA's Response; The Final Word; 7: Beware of the Incremental (Strategic Change)!; Importance of Strategic Change and Its Performance Implications; Mixed Performance Outcomes of Strategic Changes at Starbucks and McDonald's; Strategic Changes and Their Performance Implications at Tupperware; Tupperware's Social Impact and Performance; The Beginnings; The Growth Years; Innovative Business Model |
Strategic Changes Putting the Strategic Changes and Their Performance Impacts in Perspective; The Final Word; 8: Strategic Principles in a Nutshell; Strategic Principles and Their Relevance; Simple yet Powerful; Applicability Beyond Large Companies; Applicability Across Geographies; Some Common Themes (and Factors) Across the Examples; CEOs and Top Managers Set the Correct Example; A Clearly Conceived Strategy That Often Defies Conventional Wisdom; Long View; Managing Risks; Careful Attention to Execution or Implementation Issues and Management of People Resources; In Conclusion; Index |
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Sommario/riassunto |
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The easy-to-adopt strategies that make companies from Coca-Cola to Starbucks perennial over-performers and that you can use, too High Performance Companies complements the frameworks for strategy making detailed in many existing books, proposing a number of rules of thumb (or principles) that companies can consider when making their day-to-day decisions which, in turn, will determine their actual strategies. These principles traverse a wide range of scenarios, such as strategic changes implemented by companies, resource allocation decisions-especially towards building durable a |
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