Basic Strategy in Context: European Text and Cases

Basic Strategy in Context centres on real-world firms and managers by giving each chapter’s cases a higher weighting in importance and explanation than is normal. Given this emphasis on real-world as opposed to theoretical treatment the book enables the solving of practical business problems like those below. This emphasis on reality is cemented by the book’s treatment of diversity as being the norm highlighted through European business cases from different countries. Giving example answers and links from case to theory rams home further the expected usefulness of the book to students about to enter industry. Often theory and cases are treated as different and separated topics; we believe that our integrated didactic treatment is quite unique. Finally we use the basic theories of strategy and then show how these mainly simple concepts can be extended to solve tricky business problems anywhere in any industry. 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.

Table of Contents:
Chapter 1 Introduction 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

About the Author :
Although Prof. Neil Thomson has been Professor of International Business at the University of Applied Sciences, Nürnberg, Germany since 1999 and lived in Germany from the early 1980s, he is British by birth. He has a PhD from City University in London, MBA from Cornell University, USA, and a BSc from Bradford University, GB. He has extensive industrial experience in the oil industry and consulting, as well as a spell working for the US Government as a financial controller. He has several articles published in the LRP journal. 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.