such as the names of fishes, which were not in the first edition. Other words were added or revised from other sources, but in order to keep the size within manageable limits not all possible sources have been exploited. I am particularly grateful to my reviewers, who pointed out some of the glaring errors; I hope they will find this edition at least slightly less faulty. I am very grateful to Dr (now Professor) E.N. Emenanjọ, Mr (now Dr) P.A. Anagbogu, and to Miss Helen Joe Okeke and Miss Ifeoma Okoye
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different approaches in their application of the case analysis method. Some require active learners/students to use a speciﬁc analytical procedure to examine an organisation; others provide less structure, expecting students to learn by developing their own unique analytical method. Still other instructors believe that a moderately structured framework should be used to analyse a ﬁrm’s situation and make appropriate recommendations. Your lecturer or tutor will determine the speciﬁc approach you take. The
Case studies can never fully capture the richness and complexity of real-life management situations and we would also encourage readers and tutors to take every possible opportunity to explore the live strategic issues of organisations – both their own and others. The following brief points of guidance should prove useful in selecting and using the case studies provided: ● The summary table that follows indicates the main focus of each of the chosen case studies – together with important subsidiary