Basic Strategy in Context

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.

• Chapter 1 Introduction 1.1 Introduction1.2 For the student: how to use the book1.3 For the lecturer: resources1.4 Introductory case: learning goals and objectives1.5 Preliminary concepts1.6 Trial case: Abrakebabra1.7 Keyed links between case and example answersChapter 2 What is Strategy?2.1 Introduction, learning goals and objectives2.2 Preliminary concepts including a working definition of business strategy2.3 Mini case: Mannesmann2.4 Discussion of mini case2.5 Main case: Fionia Bank – a regional savings bank from Denmark2.6 Case analysis and theory section2.7 Further student tasks and example answersChapter 3 Analysing the Internal Environment3.1 Introduction, learning goals and objectives3.2 Preliminary concepts3.3 Mini case: Railtrack Plc3.4 Discussion of mini case3.5 Main case: Carlo Gavazzi Space3.6 Case analysis and theory section3.7 Further student task and example answerChapter 4 The External Environment4.1 Introduction, learning goals and objectives4.2 Preliminary concepts4.3 Mini case: José Bové – French resistance against “malbouffe”4.4 Discussion of mini case4.5 Main case: Your Cup of Tea in Budapest4.6 Case analysis and theory section4.7 Further student tasks and example answersChapter 5 Stakeholders and Corporate Governance5.1 Introduction, learning goals and objectives5.2 Preliminary concepts5.3 Mini case: Shell Brent Spar5.4 Discussion of mini case5.5 Main case: the DaimlerChrysler takeover5.6 Case analysis and theory section5.7 Further student tasksChapter 6 Ethics6.1 Introduction, learning goals and objectives6.2 Preliminary concepts6.3 Mini case: Marta Andreasen EU whistleblower6.4 Discussion of mini case6.5 Main case: Shell shock – why do good companies do bad things?6.6 Case analysis and theory6.7 Further student tasksChapter 7 Strategic Direction7.1 Introduction, learning goals and objectives7.2 Preliminary concepts7.3 Mini case: Samsung Motors Inc.7.4 Discussion of mini case7.5 Main case: GKN7.6 Case analysis and theory section7.7 Further student tasksChapter 8 Focus – Differentiation or Low Cost8.1 Introduction, learning goals and objectives8.2 Preliminary concepts8.3 Mini case: Swatch8.4 Discussion of mini case8.5 Main case: Ryanair – the low fares airline8.6 Case analysis and theory section8.7 Further student tasksChapter 9 Change9.1 Introduction, learning goals and objectives9.2 Preliminary concepts9.3 Mini case: PUMA9.4 Discussion of mini case9.5 Main case: Chiquita Bananas (CBI)9.6 Case analysis and theory section9.7 Further student tasksChapter 10 Mergers and Acquisitions10.1 Introduction, learning goals and objectives10.2 Preliminary concepts10.3 Mini case: Singcontrol10.4 Discussion of mini case10.5 Main case: Santander is coming to town – the acquisition of Abbey National by Grupo Santander10.6 Case analysis and theory section10.7 Further student tasksChapter 11 Control11.1 Introduction, learning goals and objectives11.2 Preliminary concepts11.3 Mini case: Nick Leeson11.4 Discussion of mini case11.5 Main case: Abrakebabra from Ireland11.6 Case analysis and theory section11.7 Further student tasksChapter 12 Knowledge and the Learning Organisation12.1 Learning goals and objectives12.2 Introduction12.3 Mini case: the Beer Game12.4 Discussion of mini case12.5 Main case: Siemens ShareNet – five steps to creating a global knowledge-sharing system12.6 Case analysis and theory section12.7 Further student tasksChapter 13 Innovation and Corporate Entrepreneurship13.1 Introduction, learning goals and objectives13.2 Preliminary concepts13.3 Mini case: Unilever Liquid Gold – innovation on a European scale13.4 Discussion of mini case13.5 Main case: UniBrew – how do established companies deal with radical innovation projects?13.6 Case analysis and theory section13.7 Further student tasksChapter 14 Culture14.1 Introduction, learning goals and objectives14.2 Preliminary concepts14.3 Mini case: Starbucks in France14.4 Discussion of mini case14.5 Main case: goodbye Deutschland – a case study of Wal-Mart’s failure in Germany – everyday low crisis14.6 Case analysis and theory section14.7 Further student tasksChapter 15 Leadership15.1 Introduction, learning goals and objectives15.2 Preliminary concepts15.3 Mini case: Alain Perrin and Cartier15.4 Discussion of mini case15.5 Main case: Carlos Ghosn and Nissan15.6 Case analysis and theory section15.7 Further student tasksChapter 16 Integrative Case16.1 Learning goals and objectives16.2 Introduction16.3 Main case: Samsung16.4 Case analysis with Questions around main topics of the preceding chapters with model answers16.5 Further student tasksIndex