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BASIC STRATEGY IN CONTEXT: EUROPEAN TEXT AND CASESTHOMPSON N. BADEN-FULLER C.wydawnictwo: WILEY-BLACKWELL , rok wydania 2010, wydanie Icena netto: 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:
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. 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 352 pages, Paperback
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