LEADER 05529nam 2200733 a 450 001 9910826036203321 005 20240516061519.0 010 $a9786613678171 010 $a9780470830130 010 $a0470830131 010 $a9781119199281 010 $a111919928X 010 $a9781280767401 010 $a1280767405 010 $a9780470830123 010 $a0470830123 035 $a(CKB)2550000000055745 035 $a(EBL)693385 035 $a(OCoLC)769341479 035 $a(SSID)ssj0000636466 035 $a(PQKBManifestationID)12198893 035 $a(PQKBTitleCode)TC0000636466 035 $a(PQKBWorkID)10660718 035 $a(PQKB)11450010 035 $a(MiAaPQ)EBC693385 035 $a(Au-PeEL)EBL693385 035 $a(CaPaEBR)ebr10504258 035 $a(CaONFJC)MIL367817 035 $a(Perlego)1011700 035 $a(EXLCZ)992550000000055745 100 $a20111123d2012 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aHigh performance companies $esuccessful strategies from the world's top achievers /$fNitin Pangarkar 205 $a1st ed. 210 $aSingapore $cJossey-Bass, a Wiley imprint$d2012 215 $a1 online resource (210 p.) 300 $aDescription based upon print version of record. 311 08$a9780470830109 311 08$a0470830107 320 $aIncludes bibliographical references and index. 327 $aHigh 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 327 $aThe Recipe for Success How Mittal Polishes Raw Diamonds; The Final Word; 3: Build Durable Assets; Durable Assets and Performance; Tiger 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 327 $aThe 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 327 $aThe 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 327 $aStrategic 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 330 $aThe 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 606 $aStrategic planning 606 $aIndustrial management 615 0$aStrategic planning. 615 0$aIndustrial management. 676 $a650.1 676 $a658.4012 700 $aPangarkar$b Nitin$01709076 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910826036203321 996 $aHigh performance companies$94098524 997 $aUNINA