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Business Strategy in Asia: A Casebook, 4th Edition

Kulwant Singh, Nitin Pangarkar, Loizos Heracleous

  • Copyright 2013
  • {{checkPublicationMessage('Published', '2012-12-30T00:00:00+0000')}}
Starting At $152.95 See pricing and ISBN options
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Business Strategy in Asia: A Casebook 4th Edition by Kulwant Singh/Nitin Pangarkar/Loizos Heracleous
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Overview

BUSINESS STRATEGY IN ASIA 4E

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Meet the Authors

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Kulwant Singh

Kulwant Singh is a Professor of Business Policy at the National University of Singapore (NUS) Business School. He obtained his Ph.D. in Corporate Strategy from the University of Michigan, and his BBA and MBA from NUS. Prof. Kulwant’s primary research and teaching interests relate to corporate strategy and competition in rapidly changing environments. Within this context he focuses on alliances, corporate competencies and competition, and business strategy in Asia.

Nitin Pangarkar

Nitin Pangarkar obtained a Ph.D. in Corporate Strategy from the University of Michigan in 1993. He teaches strategy and international business courses in the BBA and MBA programs at the NUS Business School. Previously he has held visiting academic positions at the University of Minnesota (the United States) and the Helsinki School of Economics (Finland). His research interests lie in the areas of strategic management and international business, specifically cross-border strategic alliances and global strategy.

Loizos Heracleous

Loizos Heracleous holds a chair in Strategy and Organization at the Warwick Business School and is also an Associate Fellow at Green- empleton College and Said Business School at Oxford University. He earned his Ph.D. at the Judge Institute of Management Studies, University of Cambridge. He has developed and taught several executive development programs for blue-chip corporations in areas such as strategic thinking and planning, leading strategic change, corporate governance, and corporate social responsibility.

Features

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  • A comprehensive collection of 33 cases on firms and their strategies in major economies in Asia, such as China, India, Singapore, Indonesia, Japan, and South Korea. Six of them are new to this edition.
  • Features diverse industry contexts including old and new economy, manufacturing and service industries, and consumer and industrial products.
  • Illustrates key concepts and theories in strategic management, such as industry analysis, firm competencies, diversification strategy, and strategic change.
  • Also exemplifies contemporary and interdisciplinary concepts such as globalization, alliances, acquisitions, market entry, and corporate governance within the Asian context through exploration of firms’ strategies.
  • Enables students and educators to simulate the decisionmaking process in organizations by immersing them into the complex environments faced by business leaders in a variety of situations.
  • Reflects the importance of the broader responsibilities of firms through discussions of corporate governance and of corporate social responsibility.

Table of Contents

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Case 1. Singapore Telecoms: Strategic Challenges
Case 2. AirAsia: Now Everyone Can Fly
Case 3. Strategic Choices at the Singapore Airlines Group
Case 4. Singapore Airlines: Aligning Strategy and Organization
Case 5. Business and Corporate Strategy at The Hour Glass
Case 6. Jollibee Foods Corporation
Case 7. The Asian Airline Industry
Case 8. The Liner Shipping Industry
Case 9. The Chinese Beer Industry (A): Demise of Foreign Competitors
Case 10. The Chinese Beer Industry (B): Renewed Optimism
Case 11. Toward Maturity in the Chinese Beer Industry and Heineken’s Bid for Market Penetration
Case 12. AirAsia: A Second Decade of Exceptional Growth?
Case 13. Asia Pacific Breweries’ Regionalization Strategy
Case 14. Asia Pacific Breweries in China: A Profitable Strategy at Last?
Case 15. Osim’s Brookstone Acquisition: When Local Realities Clashed with Global Dreams
Case 16. HSBC’s Internationalization and Growth Strategy
Case 17. Asian Paints: Asian Origins, Global Dreams
Case 18. Cycle & Carriage: From Crisis to Astra
Case 19. Tata Motors (A): Acquisition of Daewoo Commercial Vehicle Company
Case 20. Tata Motors (B): Integration of Daewoo Commercial Vehicle Company
Case 21. NOL and APL (A)
Case 22. NOL and APL (B)
Case 23. The Volkswagen–Suzuki Alliance: Starting and Stalling
Case 24. Singapore Airlines: Responding to the Crises
Case 25. McDonald’s in India: A Case of Strategic Adaptation
Case 26. Thakral Corporation in China
Case 27. Sony Corporation (A): The Vision of Tomorrow
Case 28. Sony Corporation (B): Back to the Future?
Case 29. Sony on the Verge?
Case 30. Corporate Social Responsibility at Sony Corporation
Case 31. Fonterra and the Milk Contamination Crisis in China
Case 32. Toyota: Building Competitive Advantage through Uniqueness
Case 33. Usha Martin: Competitive Advantage through Vertical Integration

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  • ISBN-10: 9814424919
  • ISBN-13: 9789814424912
  • RETAIL $152.95
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Students: Buy now