{"product_id":"high-performance-companies-isbn-9780470830109","title":"High Performance Companies","description":"\u003cb\u003eThe easy-to-adopt strategies that make companies from Coca-Cola to Starbucks perennial over-performers and that you can use, too\u003c\/b\u003e  \u003cp\u003e\u003ci\u003eHigh Performance Companies\u003c\/i\u003e 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 assets—and resource acquisition through inorganic means.\u003c\/p\u003e \u003cp\u003eThe book adopts a reader-friendly approach by teasing out the lessons to be found in detailed cases studies from interesting companies. The writing minimizes jargon while maintaining rigor, especially with regard to the applicability and relevance of the strategic principles to different business contexts.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eCites extensive evidence in support of the proposed arguments, without sacrificing readability\u003c\/li\u003e \u003cli\u003eCombines both short and long case studies within each chapter to demonstrate the general applicability of the principles presented\u003c\/li\u003e \u003cli\u003eUses a variety of examples ranging from well-known companies such as Coca-Cola, Singapore Airlines, and Starbucks to relatively lesser known companies such as Illinois Tool Work, SAS Institute, and Heng Long Leather to show that the principles presented are applicable everywhere\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eProviding valuable new insight into what makes a business successful and how to replicate this in a company of any size, \u003ci\u003eHigh Performance Companies\u003c\/i\u003e is an essential addition to the library of any manager or student of business.\u003c\/p\u003e \u003cp\u003eForeword xi\u003c\/p\u003e \u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 My Motivations 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction and Positioning 1\u003c\/p\u003e \u003cp\u003eSeven Concerns Raised by the Content and Approach of Other Books 6\u003c\/p\u003e \u003cp\u003eA Book on Strategic Principles: The Idea 11\u003c\/p\u003e \u003cp\u003eApproach of the Book 11\u003c\/p\u003e \u003cp\u003eOrganization of the Book 13\u003c\/p\u003e \u003cp\u003eThe Final Word 15\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Discover Diamonds among Coals 19\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eResources, Firm Strategy, and Performance 19\u003c\/p\u003e \u003cp\u003eAcquisitions Fitting the “Discover-Diamonds-among- Coals” Adage 22\u003c\/p\u003e \u003cp\u003eMittal Steel: Discovering Diamonds among Coals—Consistently! 25\u003c\/p\u003e \u003cp\u003eBuilding a Global Empire through Acquisitions 27\u003c\/p\u003e \u003cp\u003eThe Recipe for Success 29\u003c\/p\u003e \u003cp\u003eHow Mittal Polishes Raw Diamonds 34\u003c\/p\u003e \u003cp\u003eThe Final Word 37\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Build Durable Assets 45\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDurable Assets and Performance 45\u003c\/p\u003e \u003cp\u003eTiger Balm: Durable Assets Withstand Twenty Years of Neglect 52\u003c\/p\u003e \u003cp\u003ePawning the Family Heirloom 55\u003c\/p\u003e \u003cp\u003eRestoring the Tiger Balm’s Roar through Investments in Durable Assets 56\u003c\/p\u003e \u003cp\u003eThe Recipe for Success 58\u003c\/p\u003e \u003cp\u003eThe Tiger Balm Case and Its Implications for a Strategy Based on Durable Assets 59\u003c\/p\u003e \u003cp\u003eThe Final Word 61\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Focus on Small Wins 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBig Hits, Big Flops, and Their Performance Implications 69\u003c\/p\u003e \u003cp\u003eSmall Wins: An Alternative Route to Superior Performance? 72\u003c\/p\u003e \u003cp\u003eYKK’s Small Wins Lead to Market Dominance 73\u003c\/p\u003e \u003cp\u003eThe Lincoln Electric Company’s Small- Wins- Based Strategy 76\u003c\/p\u003e \u003cp\u003eIllinois Tool Works: Scoring Big with Numerous Small Wins 80\u003c\/p\u003e \u003cp\u003eThe Four Cornerstones of ITW’s Strategy 81\u003c\/p\u003e \u003cp\u003eThe Final Word 89\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Integrate to Innovate 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Importance of Innovation 97\u003c\/p\u003e \u003cp\u003eInnovation Strategies 99\u003c\/p\u003e \u003cp\u003eInnovation through Integration 101\u003c\/p\u003e \u003cp\u003eSAS Institute: The Consummate “Integrator” 102\u003c\/p\u003e \u003cp\u003eFanuc: Industry Dominance through Integration and Innovation 107\u003c\/p\u003e \u003cp\u003eIntegration of External Knowledge at Fanuc 110\u003c\/p\u003e \u003cp\u003eInternal Integration at Fanuc 113\u003c\/p\u003e \u003cp\u003eThe Final Word 114\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Advance (Strategically and Competitively) During a Crisis 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCrises as Common Events 121\u003c\/p\u003e \u003cp\u003eTop Managers and Crises 123\u003c\/p\u003e \u003cp\u003eContents ix\u003c\/p\u003e \u003cp\u003eThe Tylenol Crisis and Johnson \u0026amp; Johnson 124\u003c\/p\u003e \u003cp\u003eToyota Fumbles 127\u003c\/p\u003e \u003cp\u003eSingapore Airlines (SIA): Proactive Management of Crises 133\u003c\/p\u003e \u003cp\u003eSIA’s Response to the East Asian Economic Crisis 133\u003c\/p\u003e \u003cp\u003eThe SQ 006 Crash in Taiwan and SIA’s Response 135\u003c\/p\u003e \u003cp\u003eThe Final Word 140\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Beware of the Incremental (Strategic Change)! 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eImportance of Strategic Change and Its Performance Implications 149\u003c\/p\u003e \u003cp\u003eMixed Performance Outcomes of Strategic Changes at Starbucks and McDonald’s 151\u003c\/p\u003e \u003cp\u003eStrategic Changes and Their Performance Implications at Tupperware 156\u003c\/p\u003e \u003cp\u003eTupperware’s Social Impact and Performance 156\u003c\/p\u003e \u003cp\u003eThe Beginnings 158\u003c\/p\u003e \u003cp\u003eThe Growth Years 159\u003c\/p\u003e \u003cp\u003eInnovative Business Model 159\u003c\/p\u003e \u003cp\u003eStrategic Changes 161\u003c\/p\u003e \u003cp\u003ePutting the Strategic Changes and Their Performance Impacts in Perspective 165\u003c\/p\u003e \u003cp\u003eThe Final Word 166\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Strategic Principles in a Nutshell 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStrategic Principles and Their Relevance 173\u003c\/p\u003e \u003cp\u003eSimple yet Powerful 173\u003c\/p\u003e \u003cp\u003eApplicability Beyond Large Companies 175\u003c\/p\u003e \u003cp\u003eApplicability Across Geographies 177\u003c\/p\u003e \u003cp\u003eSome Common Themes (and Factors) Across the Examples 179\u003c\/p\u003e \u003cp\u003eCEOs and Top Managers Set the Correct Example 179\u003c\/p\u003e \u003cp\u003eA Clearly Conceived Strategy That Often Defi es Conventional Wisdom 180\u003c\/p\u003e \u003cp\u003eLong View 181\u003c\/p\u003e \u003cp\u003eManaging Risks 182\u003c\/p\u003e \u003cp\u003eCareful Attention to Execution or Implementation Issues and Management of People Resources 183\u003c\/p\u003e \u003cp\u003eIn Conclusion 184\u003c\/p\u003e \u003cp\u003eIndex 189\u003c\/p\u003e  Since obtaining a PhD degree in Strategic Management from the University of Michigan, \u003cb\u003eNitin Pangarkar\u003c\/b\u003e has spent more than 15 years teaching Strategic Management in business schools around the world. In addition to his teaching in degree programs, he has also addressed several managerial conferences and conducted training sessions for blue-chip companies based in the US, Europe and Asia.  \u003cp\u003eNitin has authored dozens of cases, scores of research articles in academic journals, articles in newspapers and two books that have been translated into Mandarin. He serves on the Editorial Review Board of \u003ci\u003eStrategic Management Journal\u003c\/i\u003e, the most prestigious journal in the strategic management area.\u003c\/p\u003e  \u003cb\u003eWhat makes a company a star performer?\u003c\/b\u003e  \u003cp\u003eIn an increasingly competitive and fast-paced business environment, a good strategy has become a matter of necessity rather than an option or choice. In \u003ci\u003eHigh Performance Companies\u003c\/i\u003e, Nitin Pangarkar—a world-recognized authority on business strategy—looks into the strategies of a diverse range of companies to see what makes them tick and how they have become perennial over-achievers.\u003c\/p\u003e \u003cp\u003eRather than proposing yet another framework for broad strategizing, Professor Pangarkar offers business leaders a practical, proven set of rules-of-thumb or principles that companies can consider while making their day-to-day decisions which, in turn, will determine their actual strategy. These principles traverse a wide spectrum of scenarios, such as strategic changes implemented by companies, resource allocation decisions especially towards building durable assets, and resource acquisition through inorganic means.\u003c\/p\u003e \u003cp\u003eMinimizing jargon while maintaining rigor, the book’s reader-friendly approach engagingly draws out the message from detailed cases studies of well-known companies such as Coca-Cola, Singapore Airlines and Starbucks to lesser known companies such as Illinois Tool Works, SAS Institute, Fanuc and Heng Long Leather. A combination of both short and long case studies in each chapter demonstrate the general applicability of the principles and also improve the relevance to the reader by introducing diversity in contexts.\u003c\/p\u003e  In \u003ci\u003eHigh Performance Companies\u003c\/i\u003e, Professor Pangarkar captures and illustrates perhaps the most important lesson of strategy: the best strategy processes and most effective strategies are based on relatively simple principles. Although elegant frameworks and analytical tools are useful in operationalizing these principles, the excellent examples and accessible style demonstrate the inherent value of each principle and the thought process behind it. I strongly recommend this book for both new strategy students and experienced decision-makers with an interest in refocusing on the essential basics.  \u003cp\u003e\u003cb\u003eCarl P. Zeithaml\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eDean, McIntire School of Commerce University of Virginia (USA)\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cbr\u003e Nitin has addressed an important gap in strategic management literature by simplifying strategic principles for the business leader. He has demystified key principles for the business leader who has neither the time nor the inclination for elaborate process. His unique methodology for deriving success principles from a broad swathe of large companies and his honest addressing of the practical pitfalls and barriers to applying these principles adds credibility to his conclusions. Nitin has made important connections between leadership and strategic success as well as addressed the complex interaction between strategy and leadership. A very readable book!\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAlok Mishra\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eVice President, Asia Pacific for Strategic Marketing and Market Access, Johnson and Johnson\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cbr\u003e \u003ci\u003eHigh Performance Companies\u003c\/i\u003e provides an interesting perspective on organizational strategies. Nitin writes refreshingly from his personal study of organizations and useful case examples of “brand-name” organizations with strong presence in the global market. I heartily commend this book.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eGrace Lee\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eSenior Vice-President, Citi Private Bank, Asia Pacific\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cbr\u003e \u003ci\u003eHigh Performance Companies\u003c\/i\u003e provides a powerful and focused set of core principles concerning vision, risk, and managing people. The book draws its ideas by examining a wide-ranging set of businesses, including both successful and struggling ventures, helping it to avoid the trap of simply “backcasting” from observed outcomes to apparent causes. Individually and, most powerfully, together, the six principles will help guide focused and practical action by strategic decision-makers in markets throughout the world.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eWill Mitchell\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eJ. Rex Fuqua Professor of International Management, The Fuqua School of Business, Duke University\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cbr\u003e Professor Pangarkar has delivered a remarkable, insightful and most importantly a defining collection of practical “thumb rules” useful to any business leader. These generic business guiding principles laced with illustrations of a cross-section of firms in different geographies across industries makes for a stimulating read. His absorbing analysis ranging from big-picture type strategic leaps to small yet effective tactical initiatives displays an array of ideas and tools ready for implementation. Most significantly, Professor Pangarkar’s deliberate effort to ensure “implement-ability” is clearly evident and makes this a must-to-have resource on every business leaders’ desk.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eSrinidhi Raghvendra\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eCOO, Straits Financial (Singapore)\u003c\/i\u003e\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47989361508581,"sku":"NP9780470830109","price":45.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470830109.jpg?v=1761783814","url":"https:\/\/k12savings.com\/products\/high-performance-companies-isbn-9780470830109","provider":"K12savings","version":"1.0","type":"link"}