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Introduces the traditional German apprenticeship training approach which has been received favourably in US governments (federal and state) and in industry, but suggests that certain conditions in America do not favour heavy investment in such training. Shows that the educational transfer of the apprenticeship model may be facilitated by German firms investing and operating in the United States, as proved by the electronic giant Siemens which is committed to implementing the proven apprenticeship model in its US subsidiaries. Shows that the apprenticeship model alone may be insufficient, and may need to be supplemented by a higher level, dual system education which integrates theory and practice. Proposes that the Vocational Academy programme, illustrated by the Mercedes‐Benz experience, may fill this gap ‐ not to supplant the apprenticeship training, but to supplement it. Suggests that both the apprenticeship model and the Vocational Academy model, may fill an important need for an educational joint venture approach, not only in the United States but also in other countries, by making business and government organizations more competitive in the global market.

Reviews the strategic position of Daimler‐Benz in the light of its move from automotive to integrated transporting company, defence contractor and consumer appliances manufacturer. Focuses particularly on the Mercedes‐Benz arm, now facing fierce competition from Japanese carmakers in the luxury market. Applies the TOWS Matrix to develop four distinct strategies – SO, ST, WO and WT – which are de rigueur for D‐B, as it prepares to enter the competitive global car market.

This article will describe a logical and efficient process of developing coherent national strategies in light of environmental forces that are present in the global market. It will then apply that process to the Federal Republic of Germany. The TOWS (threats, opportunities, weaknesses, strengths) Matrix will be used to accomplish this task. The TOWS methodology will focus on aspects of German industries that have had a significant impact ‐ either positively or negatively ‐ on the country’s economy and its position in the European Community and the world. Intrinsic national forces in the social, economic, political, and technological areas will be considered in determining the origin of Germany’s national industrial strengths and weaknesses. External opportunities for and threats to these industries will then be analyzed. After an analysis of a wide array of forces, strategies by German industries will be delineated and alternative industrial strategies will be proposed. Because former West Germany differs very much from former East Germany, the analysis will focus on what used to be called “West Germany”, referred to in this paper simply as Germany.

In October 1984, the Chairman and Chief Executive Officer of the McDonnell Douglas Corporation in St. Louis, Missouri, directed that each of the company's major components establish a competitive intelligence organization to improve its understanding of the competition. One premise behind this directive was that an assessment of the competition in the marketplace was essential, and that the company's current informal methods of competitive‐intelligence gathering were inadequate. Another premise was that only ethical and legal data‐gathering techniques were to be used, especially since there was so much information available from a wide variety of public sources. The directive specified that the overall process must be action oriented with a focus on analysis, assessment, and communication.

This study presents the results of a field research designed to assess the seven bases of supervisory influence over respondents in industrial organisations working in Saudi Arabia. These seven bases of influence are: referent, experience, reward, coercive, legitimate, connection and information. The sample is composed of Saudi subjects as well as non‐Saudi subjects. The respondents ranked the seven methods of influence according to their importance. Results pertaining to factor analysis indicate that culture can decide the significance of an influence method over another. This points to the fact that Saudi participants and non‐Saudi participants have different sets of power bases.

This article examines approaches or techniques that enable an organisation to relate to its environment and help it to develop business strategies. The techniques are simple structuring devices that simplify the process of problem solving or decision making. They help the gaining of new insights into persistently difficult problems. They should be part and parcel of the know‐ how of any senior management team and a priority in the teaching repertoire of management trainers/educators.

Suggests a structured approach to decision making in the context of generating appropriate marketing strategies. The method includes the use of a creative problem‐solving method, brainstorming. Decisions often involve several people and different people may have different viewpoints on the suitability of various strategies which can be pursued. The approach facilitates the sharing of different viewpoints and the bringing together of disparate ideas in the formulation of specific marketing strategies. The approach employs a structured approach to identifying possible strategies using a combination of the “TOWS matrix” and brainstorming. The method has applicability to other areas, where strategy is being formulated.

This article investigates personal value systems in Iraq, in a sample of managers. The results indicate that the dominant values are those that compose the outward‐directed category: tribalistic, conformist and socio‐centred. In comparison American managers score high on manipulated values and the inner‐directed category is dominant. The results are discussed in relation to changes in Iraqi society and the functions of management.

This case is designed to provide learners with strategic decision-making skills. It also introduces the various nuances of establishing a technopreneurial venture and creating and sustaining a competitive advantage. The setting allows learners to comprehend the significance of assessing the business environment and the advantage of being a first mover in any business sector. The case allows a rare glimpse into the strategic decision framework of a scale-wise relatively much small tech firm that is competing with global giants and creating waves, and winning accolades for its performance. The case also allows learners to understand the analysis and decision-making parameters studied by a company while selecting a product. After working through and discussing this case, learners should be able to identify the strategic decision framework in which Aeron undertakes a product selection decision; analyze the conditions in the operating environment that made Aeron possess a competitive advantage; and design the product choice strategy for Aeron.

This case is about the journey of two friends, Abhijeet Bokil and Ashwani Shukla, who started a company together in Pune, India, in 2008 and achieved great success. The case discusses their tryst with different products and industrial sectors. It unfolds the journey of their startups and their finding the desired product category. It also discusses the various hurdles they face while establishing the business. The journey was tough as it occurred in the unpredictable background of the dynamic international technology and policy environment. The common challenges to entrepreneurship were present throughout their journey. The team encountered various financial and technological trials during these years. The case explains how excellent strategic choices made the team overcome those challenges. The biggest dilemma faced by the team was to select between two of their products. The one who gave them visibility and success or the new upcoming one with more entry barriers. The case deals with the issue of product selection in the sectors of telematics and weather monitoring.

The case is appropriate for courses in Business management, Strategy management programs & innovation and Entrepreneurship management courses. The case would suit BBA and MBA students learning various management models.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Ethics have always played a crucial role in the realm of business and commerce. This paper aims to extract the principle factors of ethical practices to develop a model for competitive advantage in banking and to show the relation between ethical practice and customer satisfaction and the linked reason for satisfaction as a tool for competitive advantage.

Based on the literature review, ethical issues in banking have been identified as a foundation work. Then an empirical study using survey research has been completed. The survey questionnaire has been designed using the literature and pilot survey input. Factor analysis has been conducted to derive ethical factors for competitive advantage from the survey data, which included 186 responses. χ² tests were also carried out to show the linked relationship between ethical practice, customer satisfaction and reason for satisfaction.

From the analysis, two principle factors have been extracted: the cost leveraging factor; and the value leveraging factor which lead to competitive advantage. More over, it also revealed that high ethical practice results in high customer satisfaction and performance.

This study develops a guideline of competitive advantage for bank management through ethical practice.

The paper extracts how ethical factors create competitive advantage in banking and the linked reason of ethical practice and performance of banks which has not often received much focus from previous studies.