Basic Strategy in Context: European Text and Cases

Basic Strategy in Context: European Text and Cases

By: Neil Thomson (author), Charles Baden-Fuller (author)Paperback

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Basic Strategy in Context centres on real-world firms andmanagers by giving each chapter s cases a higher weighting inimportance and explanation than is normal. Given this emphasis onreal-world as opposed to theoretical treatment the book enables thesolving of practical business problems like those below. Thisemphasis on reality is cemented by the book s treatment ofdiversity as being the norm highlighted through European businesscases from different countries. Giving example answersand links from case to theory rams home further the expectedusefulness of the book to students about to enter industry. Oftentheory and cases are treated as different and separated topics; webelieve that our integrated didactic treatment is quite unique.Finally we use the basic theories of strategy and then show howthese mainly simple concepts can be extended to solve trickybusiness problems anywhere in any industry. Here is a sample of specific practical problems to which thisbook can show solutions: Why are resources important and how are they leveraged? Usingthe case of a British failure (Railtrack) we show the fatalconsequences of neglecting existing resources, and then in acompletely different country and industry (Carlo Gavazzi Space inItaly) how resources can be utilised from outside the firm toachieve leverage. Given our emphasis on diversity we highlight successful changein a foreign and inflexible environment (Japan and Carlos Ghosn).But can change be planned? Sometimes events or luck sabotage thebest intentions as shown in the Samsung case. The book differentiates itself from the competition in fourways: * Cases form the highlight of the book. Taking European and someinternational cases as the starting point, the objective is to linkthemes or topics to a description of their effect on the firm. Thelinkage will occur at the relevant point in the case, not in aseparate section or in another book. The author team has usedseveral longitudinal cases spread over a 15-20 year period. Thelongitudinal cases are supported by some new, non-longitudinalcases selected from award winning cases associated with the LRPJournal and the Gate2Growth Academic Network. We feel such anemphasis on cases is a novel feature. * The theory is explained using a range of modern didacticmethods not usually found in competitive offerings. Examplesinclude colour coded and highlighted links from the theory to thecase, questions inside each theory section with model answers andunanswered questions to test the student s grasp of theconcepts. * The book features a mixture of cases from short specific toacademically challenging ones. Too often, superficial cases areplaced at the end of chapters in strategy theory books. They arepicked to emphasize the topics of the preceding chapters. Theresult is spoon-feeding, with little need or motivation to provokeindividual thought or learning. The cases in this book arecomprehensive, approximately 20 pages in length, with amplequantitative and qualitative data, thus forcing a modicum of effortfrom the student. Shorter cases are also included for ease ofunderstanding and instructor flexibility. * Another differentiating feature is the emphasis on diversityhence the use of European as opposed to US based cases. "Thomson and Baden-Fuller have crafted a highly original andpractical strategy textbook covering a wide range of strategicissues, debates, and frameworks. Their work contains a thoroughoverview of the strategy field, appealing cases of European firmssuch as Abrakebabra and Your cup of tea, as well as insightfultreatises on the Brent Spar ignominy and the weapon industry. Theclever combination of mini-cases, theory, questions andfull-fledged cases, and a clear overall structure ensure thatstudents obtain a representative image of strategy as it plays outin the 21st century." Paul W.L. Vlaar, Associate Professor, Vrije UniversiteitAmsterdam, Faculty of Economics and Business Management

About Author

Although Prof. Neil Thomson has been Professor ofInternational Business at the University of Applied Sciences,Nurnberg, Germany since 1999 and lived in Germany from theearly 1980s, he is British by birth. He has a PhD from CityUniversity in London, MBA from Cornell University, USA, and a BScfrom Bradford University, GB. He has extensive industrialexperience in the oil industry and consulting, as well as a spellworking for the US Government as a financial controller. He hasseveral articles published in the LRP journal. Prof. Charles Baden-Fuller is Centenary Professor ofStrategic Management at the Cass Business School, City UniversityLondon. He is Editor-in-Chief of the LRP journal and amember of the European Academy of Management EURAM. He is author ofmany influential journal articles and co-author of Rejuvenatingthe Mature Business and Strategic Innovation.


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 ofbusiness strategy 2.3 Mini case: Mannesmann 2.4 Discussion of mini case 2.5 Main case: Fionia Bank a regional savings bank fromDenmark 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: Jose Bove French resistanceagainst 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 badthings? 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 theacquisition 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 creatinga 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 aEuropean scale 13.4 Discussion of mini case 13.5 Main case: UniBrew how do established companiesdeal 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 ofWal-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 thepreceding chapters with model answers 16.5 Further student tasks Index

Product Details

  • ISBN13: 9781405161084
  • Format: Paperback
  • Number Of Pages: 422
  • ID: 9781405161084
  • weight: 800
  • ISBN10: 1405161086

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  • Saver Delivery: Yes
  • 1st Class Delivery: Yes
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