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.

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

"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