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More About This Title Basic Strategy in Context - European text andCases
English
Here is a sample of specific practical problems to which this book can show solutions:
Why are resources important and how are they leveraged? Using the case of a British failure (Railtrack) we show the fatal consequences of neglecting existing resources, and then in a completely different country and industry (Carlo Gavazzi Space in Italy) how resources can be utilised from outside the firm to achieve leverage.
Given our emphasis on diversity we highlight successful change in a foreign and inflexible environment (Japan and Carlos Ghosn). But can change be planned? Sometimes events or luck sabotage the best intentions as shown in the Samsung case.
The book differentiates itself from the competition in four ways:
- Cases form the highlight of the book. Taking European and some international cases as the starting point, the objective is to link themes or topics to a description of their effect on the firm. The linkage will occur at the relevant point in the case, not in a separate section or in another book. The author team has used several longitudinal cases spread over a 15-20 year period. The longitudinal cases are supported by some new, non-longitudinal cases selected from award winning cases associated with the LRP Journal and the Gate2Growth Academic Network. We feel such an emphasis on cases is a novel feature.
- The theory is explained using a range of modern didactic methods not usually found in competitive offerings. Examples include colour coded and highlighted links from the theory to the case, questions inside each theory section with model answers and unanswered questions to test the student’s grasp of the concepts.
- The book features a mixture of cases from short specific to academically challenging ones. Too often, superficial cases are placed at the end of chapters in strategy theory books. They are picked to emphasize the topics of the preceding chapters. The result is spoon-feeding, with little need or motivation to provoke individual thought or learning. The cases in this book are comprehensive, approximately 20 pages in length, with ample quantitative and qualitative data, thus forcing a modicum of effort from the student. Shorter cases are also included for ease of understanding and instructor flexibility.
- Another differentiating feature is the emphasis on diversity hence the use of European as opposed to US based cases.
"Thomson and Baden-Fuller have crafted a highly original and practical strategy textbook covering a wide range of strategic issues, debates, and frameworks. Their work contains a thorough overview of the strategy field, appealing cases of European firms such as Abrakebabra and Your cup of tea, as well as insightful treatises on the Brent Spar ignominy and the weapon industry. The clever combination of mini-cases, theory, questions and full-fledged cases, and a clear overall structure ensure that students obtain a representative image of strategy as it plays out in the 21st century."
—Paul W.L. Vlaar, Associate Professor, Vrije Universiteit Amsterdam, Faculty of Economics and Business Management
English
Prof. Charles Baden-Fuller is Centenary Professor of Strategic Management at the Cass Business School, City University London. He is Editor-in-Chief of the LRP journal and a member of the European Academy of Management EURAM. He is author of many influential journal articles and co-author of Rejuvenating the Mature Business and Strategic Innovation.
English
1.1 Introduction
1.2 For the student: how to use the book
1.3 For the lecturer: resources
1.4 Introductory case: learning goals and objectives
1.5 Preliminary concepts
1.6 Trial case: Abrakebabra
1.7 Keyed links between case and example answers
Chapter 2 What is Strategy?
2.1 Introduction, learning goals and objectives
2.2 Preliminary concepts including a working definition of business strategy
2.3 Mini case: Mannesmann
2.4 Discussion of mini case
2.5 Main case: Fionia Bank – a regional savings bank from Denmark
2.6 Case analysis and theory section
2.7 Further student tasks and example answers
Chapter 3 Analysing the Internal Environment
3.1 Introduction, learning goals and objectives
3.2 Preliminary concepts
3.3 Mini case: Railtrack Plc
3.4 Discussion of mini case
3.5 Main case: Carlo Gavazzi Space
3.6 Case analysis and theory section
3.7 Further student task and example answer
Chapter 4 The External Environment
4.1 Introduction, learning goals and objectives
4.2 Preliminary concepts
4.3 Mini case: José Bové – French resistance against “malbouffe”
4.4 Discussion of mini case
4.5 Main case: Your Cup of Tea in Budapest
4.6 Case analysis and theory section
4.7 Further student tasks and example answers
Chapter 5 Stakeholders and Corporate Governance
5.1 Introduction, learning goals and objectives
5.2 Preliminary concepts
5.3 Mini case: Shell Brent Spar
5.4 Discussion of mini case
5.5 Main case: the DaimlerChrysler takeover
5.6 Case analysis and theory section
5.7 Further student tasks
Chapter 6 Ethics
6.1 Introduction, learning goals and objectives
6.2 Preliminary concepts
6.3 Mini case: Marta Andreasen EU whistleblower
6.4 Discussion of mini case
6.5 Main case: Shell shock – why do good companies do bad things?
6.6 Case analysis and theory
6.7 Further student tasks
Chapter 7 Strategic Direction
7.1 Introduction, learning goals and objectives
7.2 Preliminary concepts
7.3 Mini case: Samsung Motors Inc.
7.4 Discussion of mini case
7.5 Main case: GKN
7.6 Case analysis and theory section
7.7 Further student tasks
Chapter 8 Focus – Differentiation or Low Cost
8.1 Introduction, learning goals and objectives
8.2 Preliminary concepts
8.3 Mini case: Swatch
8.4 Discussion of mini case
8.5 Main case: Ryanair – the low fares airline
8.6 Case analysis and theory section
8.7 Further student tasks
Chapter 9 Change
9.1 Introduction, learning goals and objectives
9.2 Preliminary concepts
9.3 Mini case: PUMA
9.4 Discussion of mini case
9.5 Main case: Chiquita Bananas (CBI)
9.6 Case analysis and theory section
9.7 Further student tasks
Chapter 10 Mergers and Acquisitions
10.1 Introduction, learning goals and objectives
10.2 Preliminary concepts
10.3 Mini case: Singcontrol
10.4 Discussion of mini case
10.5 Main case: Santander is coming to town – the acquisition of Abbey National by Grupo Santander
10.6 Case analysis and theory section
10.7 Further student tasks
Chapter 11 Control
11.1 Introduction, learning goals and objectives
11.2 Preliminary concepts
11.3 Mini case: Nick Leeson
11.4 Discussion of mini case
11.5 Main case: Abrakebabra from Ireland
11.6 Case analysis and theory section
11.7 Further student tasks
Chapter 12 Knowledge and the Learning Organisation
12.1 Learning goals and objectives
12.2 Introduction
12.3 Mini case: the Beer Game
12.4 Discussion of mini case
12.5 Main case: Siemens ShareNet – five steps to creating a global knowledge-sharing system
12.6 Case analysis and theory section
12.7 Further student tasks
Chapter 13 Innovation and Corporate Entrepreneurship
13.1 Introduction, learning goals and objectives
13.2 Preliminary concepts
13.3 Mini case: Unilever Liquid Gold – innovation on a European scale
13.4 Discussion of mini case
13.5 Main case: UniBrew – how do established companies deal with radical innovation projects?
13.6 Case analysis and theory section
13.7 Further student tasks
Chapter 14 Culture
14.1 Introduction, learning goals and objectives
14.2 Preliminary concepts
14.3 Mini case: Starbucks in France
14.4 Discussion of mini case
14.5 Main case: goodbye Deutschland – a case study of Wal-Mart’s failure in Germany – everyday low crisis
14.6 Case analysis and theory section
14.7 Further student tasks
Chapter 15 Leadership
15.1 Introduction, learning goals and objectives
15.2 Preliminary concepts
15.3 Mini case: Alain Perrin and Cartier
15.4 Discussion of mini case
15.5 Main case: Carlos Ghosn and Nissan
15.6 Case analysis and theory section
15.7 Further student tasks
Chapter 16 Integrative Case
16.1 Learning goals and objectives
16.2 Introduction
16.3 Main case: Samsung
16.4 Case analysis with Questions around main topics of the preceding chapters with model answers
16.5 Further student tasks
Index
