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 Exploring Strategy Text Only, 10/E

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CHAPTE R 1

INTRODUCING STRATEGY

Introduction

This chapter has been restructured since the last edition, particularly to put the Exploring
Strategy model of position, choice and action in a more prominent position. This model should
serve as a useful summary of the book’s perspective on strategy as well as a practical heuristic
for approaching strategy problems.

Illustration 1.1

Vice pays

Many students will be familiar with Vice Media, amused or perhaps offended. Anyway, the
main purpose of this illustration is to introduce students to the range of issues that make up
strategy. It touches directly on key topics introduced in this chapter, for example, strategic purpose
(‘the largest online media company in the world’); corporate-level strategy (Vice is both
international and diversified, with a pub as well); and corporate culture (‘weird’). With respect to
the specific questions:

1. How does Vice Media’s strategy fit with the various strategy definitions of Alfred Chandler,
Michael Porter and Henry Mintzberg (see Figure 1.1)?
On the definitions of strategy: in terms of Figure 1.1, Vice seems more Mintzbergian than
Chandlerian in its emergent approach to strategy (‘we didn’t have a business plan….’). It
might be worth discussing whether this is more typical of entrepreneurial start-ups than larger
corporations and the pros and cons of this (a business plan can be pretty important to early-
stage investors: see Chapter 9). At the same time, Vice seems to have a Porterian concern for
uniqueness, differentiating itself by offering edgy media worldwide.

2. What seems to account for Vice Media’s success and is it sustainable?

Accounting for Vice’s success: on the Porterian principle, Vice is clearly different and in a
way that is valued by its customers (principally its advertisers, not simply its readers).
There is also the enthusiasm of its entrepreneurs and the passionate culture they have
created. It is important to ask how sustainable this success is. Diversification and growth
threaten the ‘weird’ culture that gives the company its energy and its differentiation.
Sustaining this culture is something that Shane Smith himself recognises as ‘one of our big
challenges going forward’.

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Illustration 1.2

Strategy statements

An important point in this illustration is to show how strategy applies to widely different kinds
of organisations – both a large technology company and a public university. Although the
precise content of the two organisation’s materials vary, they both cover the major issues involved
in a strategy statement: goals, scope and advantages/capabilities.

1. Construct short strategy statements covering the goals, scope and advantage of Samsung
and the University of Utrecht. How much do the different private and public-sector contexts
matter?
Strategy statements for Samsung Electronics and Utrecht University. Samsung is very clear
about its goals ($400bn in revenue, and top five brand by 2020; note its vision – ‘Inspire the
World, Create the Future’ – sounds more like a mission statement); its scope is clearly
expanding, from mostly consumer electronics into health, medicine and biotechnology; and
Samsung believes its competitive advantages lie in new technologies, innovative products,
creative solutions and the brightest talent in the world.
Utrecht University is clear about its mission (‘educate young people … address social issues’,
etc.) and adds some specific quantified targets (retain third place, etc.); its scope is equally
education, research, research training and addressing social issues; and its capabilities and
advantages (over some rivals at least) lie in its University-wide education model, its Summer
School and so on.
On the face of it, there is not much difference between Samsung and Utrecht: strategy
statements – and strategy – are relevant to both private and public sectors. However, you
might notice that Samsung features a financial goal (revenues), whereas Utrecht prioritises a
quality goal (the highest number of programmes rated good or excellent).
It might be worthwhile challenging the claims to competitive advantage of both Samsung
and Utrecht. How unique are Samsung’s competitive advantages (vis-à-vis Apple or HTC)?
Does Utrecht have very substantial competitive advantages over many other universities
internationally (for instance, your own!)? Here, one could refer forward to Chapter 3, and its
discussion of valuable, rare, inimitable and non-substitutable resources.

2. Construct a strategy statement for your own organisation (university, sports club or
employer). What implications might this statement have for your particular course or
department?
Strategy statements for students’ own organisations. This may well surface the fact that
some provide more public information than others, and are often vaguer about particular
issues, especially sources of competitive advantage. You might encourage students to
discuss the reasons for this. Clear statements of detailed strategy – competitive advantage,
precise objectives and so on – are rather more difficult to construct than broad claims about
where organisations want to go. Asking students why they think this is the case that should
surface issues of the complexity of strategy development, competition and accountability.

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Illustration 1.3

Strategists

This illustration is intended to reinforce the theme that strategy is something that students could
get involved in personally – as a middle manager (Galina), as in some sense a strategic planner
(Masoud) or as a strategy consultant (Chantal). All of these roles are further discussed in
Chapter 15.

The two questions ask students to think about strategy in relation to their own education and
careers. The references at the end of the chapter point them to the major consulting firms’ websites
and graduate employment website www.vault.com, all of which have an abundance of interesting
and attractive material relating to strategy consulting in particular.

The three strategists also usefully raise concepts and techniques that appear later in the book. You
might like to note particularly how Galina raises issues to do with the role of strategic planning
versus emergence (Chapter 12) and Masoud talks about the importance of operations and delivery.

Video assignment

British Heart Foundation (BHF)

The British Heart Foundation is a large UK charity focused on research into coronary heart
disease. It was founded in 1961 by a group of medical professionals wanting to fund extra
research into the causes, diagnosis, treatment and prevention of heart and circulatory disease. In
2012, the BHF raised over £128m to fund its activities. The BHF not only funds a high proportion
of the UK’s research into cardiovascular disease (over 50%), but also undertakes a lot of
education and care activity. Peter Hollins is the Chief Executive who, as the video says, is
responsible for the strategy and its delivery on behalf of the BHF trustees and the stakeholders.

1. Section 1.2.3 gives a clear summary of what is meant by a strategy statement – it should
have three main themes: the fundamental goals (mission, vision or objectives) that the
organisation seeks; the scope or domain of the organisation’s activities; and the particular
advantages or capabilities it has to deliver all of these. Students will have their own ideas on
how to construct this statement – it probably works best if you let them have a go at this
without much prior discussion or research and then discuss the outcomes. However, if the
students are given time to research the subject there is plenty of relevant material on the
BHF website (http://www.bhf.org.uk/pdf/BHF%20Report%20and%20Accounts%202012).
Our vision is a world in which people do not die prematurely of heart disease.
Our mission is to play a leading role in the fight against disease of the heart and circulation
so that it is no longer a major cause of disability and premature death.
Our objectives are:
• To pioneer research into the causes of heart disease and improved methods of
prevention, diagnosis and treatment
• To provide vital information to help people reduce their heart health risk

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• To help attain the highest possible standards of care and support for heart patients
• To reduce the inequalities in levels of heart disease across the UK
• To press for government policies that minimise the risk of heart and circulatory disease.
The scope of BHF’s activities are clearly defined and limited by its charitable status – it is
primarily focused on research into one set of related diseases and its activities are limited to
the UK (although of course the benefits of research can be global).
The BHF has distinct capabilities that arise from its pre-eminent position as a well established
charity (over 50 years) and its links with the top cardiovascular physicians in the UK. Its
trustees and council members represent the best doctors in the field.

2. Figure 1.3 shows the Exploring Strategy model which is the framework on which the whole
textbook is founded so it is useful to make sure students are familiar with its elements. A
useful approach is to take each element of the model (or selected elements if time is short)
and give relevant examples from BHF to illustrate the point. For example, the changes in
the economic environment (recession) create opportunities and threats for the BHF – as
Peter Hollins says recession can hit the amount raised in fundraising activities but provides
opportunities in the retail sector (more customers in their charity shops and better deals on
rents). A crucial part of strategy choice for the BHF is how best to invest the funds it raises.
In 2012, the BHF spent 71% of its funds on research and 29% on prevention and care –
including a high profile advertising campaign with the footballer Vinnie Jones which some
students may remember. The BHF wants to avoid plugging holes from a shortfall in
Government funding of research whilst at the same time supporting its fundamental
mission. It should be possible to introduce the idea of multiple stakeholders at this point and
engage in a discussion of multiple objectives and constraints. If time permits discuss some
issues around putting strategies into action – an aspect of the CEO’s job that Peter Hollins is
well aware of. The annual report gives a full account of the work that the BHF did in
meeting its objectives and how they did it.

Assignment 1.1

Strategy statements

The purpose of this assignment is to get students to engage with strategy in real organisations.
These could be their own university or – better, in order to get a range – their actual employer or a
desired employer. Students should be told to expect that the extent of information is likely to be
variable. Students could be asked to ponder why some organisations are more informative than
others. Published strategy information is often particularly deficient in two areas:

• Details with regard to objectives: vision and mission statements are common. However,
organisations are often reluctant to reveal much about their detailed objectives both for fear
of giving clues about their precise strategy to competitors and because they do not wish to
be held tightly accountable should they fall short.

• Competitive advantages: organisations often draw attention to various strengths or resources

that they have, but they do not show how these actually constitute advantages over
competitors. For example, many universities claim to have a long historical heritage, but
they do not explain why this is actually an advantage in competition today or show how
their heritage is really advantageous against other universities with similarly long histories.

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It is useful to encourage students to be critical of the strategy information that is made available
publicly. You might also alert them to the varying ways that organisations use the same term
(e.g. vision and mission) in practice. Students ought to be aware of how strategy concepts often
depart from the textbook in the real world.

Assignment 1.2

The Exploring Strategy Model

This assignment requires students to use Figure 1.3 as a guide to identifying the different elements
in the strategy of an organisation. It can be very useful in terms of highlighting the scope of the
subject and the organisation of the book.

The Lego case in the case section of the book is designed for this exercise and the teaching
notes for the case studies later in this manual provide a guide to its use. Using the student’s own
university would be the basis for a more substantial piece of work, but would also reinforce the
theme that strategy is close to home, and relates to the students’ own lives. Likewise, a desired
future employer would be an engaging assignment.

It might be helpful to provide students with a ‘blank’ version of the three circle model for them
to fill in themselves.

Assignment 1.3

Strategy consultants

Reinforcing the message in Illustration 1.3 (‘Strategists’), this assignment is intended to

emphasise to students that strategy is not just for top managers or about the fate of big
organisations. Strategy is a kind of work that they too could do. For many students, the
attraction of courses such as marketing or human resource management is that they lead directly
into a career. For strategy, that direct link to a job is often not so clear. This assignment asks them
to consider what is attractive (and not so attractive) about strategy work in a strategy consulting
firm. It also encourages them to think about what they might need to do to get such work (typically
a very high class of degree!).

Assignment 1.4

Strategic management by context

The aim of Assignment 1.4 is to help students understand that the elements of strategic
management shown in Figure 1.3 are likely to differ somewhat between different types of
organisation. This is raised in Illustration 1.2 of the text (Samsung and Utrecht University).
Students should be able to see differences in different contexts. Try to get them to consider this
in terms of specific organisations they know; or from articles in the press on businesses and
business problems; or from the case section of the book as suggested below. Some of the
differences which should be identified might be the following:

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A small business is typically heavily influenced by an individual (e.g. owner) or small group, so
understanding the values and views of such stakeholders is vital. However, typically small firms
also face important strategic choices about the basis on which they compete (e.g. should they seek
particular market niches?), how they configure scarce resources and maintain flexibility in
strategic response. It can be useful to ask students to consider how these issues might change as
businesses grow.

The complexity of a multinational business such as Vodafone or SABMiller will mean that global
logistics and structure and control are important. However, the students should also see that other
elements of strategy are also there; both organisations have portfolio strategic choices to make;
they have had to integrate after mergers and manage disposals; they face differences of culture
between parts of the company and in different countries; and need to determine ways to control
their operations across the world.

The influences on strategy in a public sector organisation require the student to recognise the
nature of public control and influence. A wide range of stakeholders is likely to be important in
both the public sector and not-for-profits. Determining and planning the allocation of resources
in a context in which different stakeholders have significant influence is a major issue, as in
both Aids Alliance and Queensland Rail.

Overall, students should understand that all the elements of strategic management are important
in most organisations; but that the weighting between these elements may differ.

Case Example

Glastonbury: from hippy weekend to international festival

This case is based on an entertainment area where many students will feel comfortable in having
some knowledge. Yet, they are unlikely to have considered the strategic implications that
pervade such an area. Below, these notes address the specific questions highlighted in the case
example. However, it’s worth considering some interesting features of the case that offer
opportunities for wider discussion. Firstly, note that this case is driven by cultural events that,
unlike typical consumer goods, have a short shelf life and ought to be broadly seen as services.
Secondly, the case focuses on more recent activity in this market but highlights some of the
history of the event. Naturally, the strategic environment varies across the period and students
may find this change across time slightly distracting. However, as particularly in Chapter 4, the
repercussions of organisational history are a strong theme in Exploring Strategy. Thirdly, this
case raises interesting issues about corporate purpose and sustainability that will be important to
young managers in the future. In other words, whilst some seek profit, others seek to conserve
the resources of the planet or be fair to its people: again, these are themes in Chapter 4. Finally,
2012 sees the festival at something of a crossroads in that it has lost the operational support
from Festival Republic that originally helped rescue them from fundamental problems.
Although this might diminish the corporate image that some have criticised, and gives the
festival independence in terms of choice of future direction, Glastonbury may be short of key
capabilities. All these issues are areas that might be explored with students as a pointer to key
areas for their own strategic management, i.e. increasing importance of services, rapidly changing
environments, sustainable development and the importance of strategic choice.

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1. Sticking to the 35 word limit suggested by Collis and Rukstad in Section 1.2.3, what
strategy statement would you propose for the Glastonbury Festival?
Strategy statement
Consideration of Section 1.2.3 reveals the following points of discussion:
• In terms of the goals of Glastonbury, these are clearly stated at the outset in the sense of a
‘social mission’, reflected in continuing support of Greenpeace, Oxfam and similar.
However, it is worth considering their recent complex relationship with corporate
sponsors and the Mean Fiddler/Festival Republic.
• The scope of Glastonbury’s activity has clearly changed in operational terms, reflected
in their name as a Festival for Contemporary Performing Arts, including circus and
poetry. Geographically, it remains bounded by the Glastonbury location (though an
international audience might be seen as an untapped opportunity).
• Their advantage may be their position as one of the most varied and high-quality
festival experiences, or, their place as an ‘iconic’ event. It is worth asking students to
consider pricing data relative to competitors and over time (Table 1 and Figure 1) for
what they may about the strength of their competitive advantage.

2. Carry out a ‘three-horizons’ analysis (Section 1.2.1) of the Glastonbury Festival, in terms of
both existing activities and possible future ones. How might this analysis affect its future
strategic direction?
‘Three horizons’ analysis
Consideration of Section 1.2.1 reveals the following points of discussion:
• It might be claimed that Glastonbury has been short sighted and purely focused on the
first horizon of core arts activities. The recent dropping of Festival Republic might even
suggest a narrowing of already slender horizons.
• Other festival organisers (e.g. Live Nation) have been more focused on the second
horizon, with a portfolio events and ticketing included in their approach. Notice how
some of the festivals in the figure are gaining scale economies by operating across two
sites on the same festival dates.
• A third horizon encompassing wider aspects of entertainment might be considered too,
for example, various kinds of media for transmitting the contemporary performing arts.

3. Using the headings of environment, strategic capability, strategic purpose and culture seen
in Section 1.3.1, identify key positioning issues for the Glastonbury Festival and consider
their relative importance.
Environment, strategic capability, strategic purpose and culture
Consideration of Section 1.3.1 reveals the following points of discussion:
• A wide range of environment issues emerge with opportunities such as sponsorship and
threats such as increased competitors.
• Issues such as the increasing legislation around events show how a threat to
Glastonbury becomes an opportunity for one of its partners.
• Glastonbury seems to have some excellent resources but has needed others (e.g. Festival
Republic) to fully develop capability.

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• Strategic purpose is mixed as described earlier in consideration of the strategy

statement.
• The hippy culture back at the start of Glastonbury’s history has a clear impact on its
ability to become financially sustainable. Indeed, it might be suggested that the rejection
of more corporate elements could send them back to this problem without careful
management.

4. Following on from the previous questions and making use of Section 1.3.2, what alternative
strategies do you see for the Glastonbury Festival?
Alternative strategies
Consideration of Section 1.3.2 reveals the following points of discussion:
• The case starts to question Glastonbury’s ability to be different in the face of wide
ranging competition.
• Leveraging the brand to create other festivals outside of the UK might be considered.
• Diversification into other products such as merchandise, recordings, artist management,
broadcasting, etc. might be discussed.
• As Glastonbury is no longer part of a festival portfolio, the elements above become
even more important.

5. Converting good strategic thinking into action can be a challenge: examine how the
Glastonbury Festival has achieved this by considering the elements seen in Section 1.3.3?
Strategic thinking into action
Consideration of Section 1.3.3 reveals the following points of discussion:
• Evaluation of the strategic options from above should reveal a number that is suitable,
acceptable and feasible.
• Yet, their future strategic direction cannot be developed without the cooperation of
others.
• Glastonbury itself appears to be very reactive and their strategy is emergent.
• Though he appears to be a figurehead for Glastonbury, it is clear that leadership and
change management may not come from Michael Eavis but be driven from elsewhere
within the family.
• All in all, the case shows that being large and successful is not all that is involved in
strategy – for the Eavis family, social issues, artistic integrity, legacy and control are
important too.

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Random documents with unrelated
content Scribd suggests to you:
 No. 5
City Hall, Wall Street, New York

Two more of Sage’s tokens have undertaken to memorialize other

Civil War prisons. In design and execution they are similar to the
tokens described here. No. 2 of Sage’s “Historical Token” series
pictures on its obverse a large building and has the following
inscription: CITY HALL, WALL ST. N. Y. ERECTED IN 1700/
DEMOLISHED/ 1812. The obverse is very similar to that of No. 3 A,
the uncorrected No. 1 of Sage’s historical series, two skull and bones
emblems having been added. A specimen is in the author’s
collection. I. N. Phelps Stokes’ Iconography of Manhattan Island:
1498-1909 (Vol. VI, 1928. p. 539, s. v. City Hall) does not give,
however, any evidence that this building was used as a British prison
during the Revolution. It is different in the case of Livingston’s
Sugar-House. which was located on the South side of Liberty Street,
New York City, adjoining the Dutch Church graveyard east of Nassau
Street. This building was chosen by Mr. Sage as the subject of
another token, No. 2 in his series “Odds and Ends,” executed in the
very same manner as all the other tokens. Its obverse bears the
inscription: OLD SUGAR HOUSE LIBERTY ST., N. Y. FOUNDED 1689/
DEMOLISHED 1840.

2. Historical Medals
In contrast to the aforementioned tokens, No. 6 and No. 7 are
historical medals in the specific meaning of this term. No description
or mention of either of them have come to this writer’s attention.

The medal No. 6 measures forty-four millimetres in diameter and

was struck in silver, bronze, and white metal. The American
Numismatic Society has a specimen of each type in its collection.
The obverse shows the “Old Sugar House, Rose Street, N. Y.,” a large
five-story building, of which the front and side are visible. The space
between the third and fourth story of the front is occupied by the
number 1763, the year of its foundation, as the legend says. 15
The space between the uppermost window on the gable front
and the two lower windows has as inscription these letters: BRS. All
windows are grated. Above the representation of the building one
reads the following half-circular inscription: OLD SUGAR HOUSE
ROSE ST. N. Y. Below, there appears this inscription: FOUNDED 1763
DEMOLISHED 1892. On the reverse the half-circular legend, A
BRITISH PRISON, is placed above a small representation of the
frontside of the gable. The latter shows the uppermost window in
the highest corner, and underneath two more grated windows in a
row. Above the left window the initial I, above the right one the
initial S are visible. The lower part of the reverse is occupied by a
key in horizontal situation being the ill-famed prison-key, underneath
shackles are placed. The ornamental arrangement is in symmetrical
correspondence with that in the upper part. In the middle of the
space one reads in two lines: DURING THE/ REVOLUTION.
 No. 6
Old Sugar House, Rose Street, New York

The “Old Sugar House Rose Street, N. Y.,” which stood on the corner
of Rose and Deane Streets in New York City, was erected by Henry
Cuyler, Jr., for his heir, Barnet Rynders Cuyler, probably in 1763. This
date, which appears on the medal twice, is based on an authority
“who had opportunity to observe.” John Austin Stevens stated from
personal recollection “that he saw the date 1769 high upon the brick
wall in iron figures.” The good engraving which is reproduced in
James G. Wilson’s Memorial History of the City of New York and may
well have been the model for the engraver of the medal, shows the
year 1767 on the wall of the building. As disputed as the date of its
erection is also its use as prison during the Revolution. Wilson
writes: “The date and the architect’s initials are still to be seen on
the side of the building, worked in wrought-iron characters, quaint
and old. The Rhinelander family has owned the property since 1790,
and much of the land around it has been in their possession much
longer than that. When first erected the house was used as a 16
sugar-house, but the great interest in the old building is in the
memory of the use to which it was put in revolutionary times. The
grated windows, the dungeon-like underground cellars, the general
air of solidity and impregnability which impress the observer at first
sight, bear out the assertion, which has become a creed among the
neighbors, that during the Revolution the sugar-house was diverted
from its legitimate use and turned into a British prison, where many
an American patriot suffered not only imprisonment, but cruelties
and starvation.” This was written by Wilson in 1892 in
commemoration of the then recent demolition of the structure. It
seems that it was the very same occasion that caused the issuance
of the medal, bearing the year of the building’s demolition.
Nevertheless, the use of the Rhinelander sugar-house as a prison
during the Revolution was “denied by Stevens and others, who have
presented testimony to disprove it,” as Stokes tells us. It seems
almost impossible to decide the issue which, in turn, renders the
historical justification of the issuance of the medal also doubtful.

No. 7
Libby Prison Medal
(Obverse)
No. 7 is the only medal known to the author referring to a military
prison in the Civil War. No specimen of it is found in the museum of
the American Numismatic Society. Nor do the catalogues, guide-
books, and other pamphlets published by the Libby Prison War
Museum Association in Chicago mention this medal that was
probably issued by this very association. There is nothing about it in
the files of the Chicago Historical Society. The Chicago newspapers
of 1893 might have some article or note. But as they are not 17
indexed it would take a great deal of time and labor to search
through them.

The very heavy medal measures seventy-one millimetres in diameter.

It is made of type metal, coated with a bluish-black lacquer. The
obverse shows in its upper part the following legend: LIBBY PRISON;
and in the lower part: WAR MUSEUM/ CHICAGO 1893. The space in
the center is occupied by the picture of Libby Prison as it stood in its
original place in Richmond, Virginia. Four prisoners’ tents are visible
in the foreground. Of course, no barbed wire, and not even a fence
are indicated. Instead sentries can be seen in front of the main
building as well as of the tent-barracks, their number being six in
toto. The picture is that well known from contemporary drawings or
etchings.
 No. 7
Libby Prison Medal
(Reverse)

The reverse of the medal bears an extensive legend in eighteen

lines. These are surrounded by a circular panel, showing on top
clasped hands, at the bottom crossed sabres. The panel inscription
reads: NO SECTIONALISM—1861—NO NORTH—NO SOUTH—1865—
NO ANIMOSITY. The eighteen-line legend gives an historical account
of Libby Prison and its transformation into the Chicago War Museum:

1845 18
LIBBY PRISON RICHMOND, VA.
ERECTED IN 1845 BY LUTHER LIBBY.

OCCUPIED BY LIBBY AND SON, SHIPCHANDLERS AND GROCERS. IN

1861 TAKEN BY THE CONFEDERATED AND CONVERTED INTO A
PRISON. FROM 1861 TO 1864, 40,000 UNION PRISONERS WERE
CONFINED IN IT. LARGEST NUMBER AT ONE TIME 1400.

FOR OFFICERS EXCLUSIVELY IN 1864-5. FEBRUARY 9 1864, 109

UNION OFFICERS MADE THEIR ESCAPE BY THE CELEBRATED
TUNNEL PLANNED BY COL. THOS. E. ROSE. MOVED TO CHICAGO IN
1889, CONVERTED INTO A NATIONAL WAR MUSEUM OWNED BY
THE LIBBY PRISON WAR MUSEUM A’SSN.

C. F. GUNTHER. PRES;
L. MANASSE. VICE PRES;
C. E. KREMER. SEC. AND TREAS.
1893

The history of Libby Prison as sad as it is romantic is too well known

to be retold here even briefly. The New York Public Library has in its
Americana collection no less than 222 items on Civil War prisoners
and prisons. Many of them are devoted exclusively or partially to
Libby Prison. The selected bibliography appended to this article will
guide historically interested readers. With reference to the medal
under consideration it is surprising that the famous commander of
the prison, Major Thomas P. Turner, found no mention in its historical
legend. He “was always a gentleman,” as one of the former
prisoners wrote in his memoirs.

In view of the fact that the medal is dedicated to the Libby Prison
War Museum in Chicago, the history of the removal of the building
from Richmond may be of interest. The following quotation is an
excerpt from the pertinent introductory chapter in the now rare
Catalogue and Program of the Libby Prison War Museum, first
published probably in 1889 and later reprinted in the early eighteen-
nineties:

“The removal of Libby Prison from Richmond, Va. to Chicago was

a project never before equaled in the history of building moving
and one that will not be surpassed for years to come. This famous
 old structure as a Confederate prison is too well known to need
the repetition of its history, and it is enough to state that it was
the palace prison of the South, and during the late war it held
more than 40,000 Union officers and enlisted men as prisoners.
The project of removing Libby Prison to Chicago was thought of by
a well-known Chicago business man who interested a syndicate of
his business associates, and as a result they visited Richmond in
the latter part of 1888 and took a thorough look over the
ground.... Mr. Louis M. Hallowell, a well-known and experienced
Philadelphia architect, was engaged to work on the spot. He made
all of the working plans for taking the structure apart, shipping it
to the cars and rebuilding it in Chicago. The work commenced in
December, 1888, and as the building was taken apart each board,
beam, timber and block of stone was numbered and lettered in
such a manner that there was not the least trouble about placing
these parts correctly together again in rebuilding.... Sending 19
to Chicago required 132 twenty-ton cars ... the re-erection
of Libby Prison ... was completed early in September. The Museum
was opened to the public September 21, 1889.... It contains the
most complete and valuable collections of Confederate relics in
existence.”

The museum was situated on Wabash Avenue between 14th and

16th Streets. The enterprise proved a failure, however. The Libby
Prison War Museum was torn down in 1899, according to
information received from the Chicago Historical Society. The
Coliseum was erected on the site. The prison wall on the Wabash
Avenue is now incorporated in the facade of the Coliseum, all other
material used having been disposed of.

The officers of the Libby Prison War Museum Association whose

names appear on the medal, are identifiable from their
advertisements on the covers of the Catalogue. The President, C. J.
Gunther, was a confectioner who advertised his candies; the Vice
President, L. Manasse, an optician; and the secretary-treasurer was
a member of the law firm, Schuyler and Kremer, “attorneys at law
and proctors in Admiralty.”

One would expect to learn that the medal was struck on some
occasion connected with the Libby Prison War Museum, either on the
completion of its rebuilding in Chicago or on its opening. This was,
however, not the case. There is no other indication as to when the
medal was executed except the year 1893 appearing on its reverse.
It proves that the medal must have been struck in connection with
the Columbian Exposition held in that year in Chicago. This is all that
could be explored of its history.

Finally a token should be mentioned that refers to Civil War prisons,

though indirectly only. It is representative of a whole group of similar
tokens. In 1864-1865 a special committee of the United States
Sanitary Commission published the gruesome results of an inquiry
into the privations and sufferings of United States officers and
soldiers during their war imprisonment. It aroused, of course, the
public at that time. The United States Sanitary Commission,
established in 1861, to cooperate with the army, arranged a series of
great fairs, popularly termed “Sanitary Fairs,” in order to raise funds
for the relief of sickness, the improvement of hospital sanitation, and
the promotion of the health conditions among the armed forces in
general. The Commission distributed during the war supplies to the
value of fifteen million dollars, and funds amounting to five million
more were received into its treasury, at least two-thirds of which
were obtained from the numerous “Sanitary Fairs.” The first was held
at Chicago in 1863, and many other cities followed.

Tokens of the kind of that pictured here as No. 8 were given to the
“cheerful givers.” The obverse of No. 8 shows Washington’s head
facing the right, at each side four stars, the legend being: GEO.
WASHINGTON / PRESIDENT. The reverse has the following
inscription in nine lines, the first three and last one curved: GOD
LOVETH A CHEERFUL GIVER / GREAT FAIR / IN AID OF THE / U. S. /
SANITARY / COMMISSION / NANTUCKET / MASS. / AUGUST 1864.
The size is twenty-four millimeters. Specimens were struck in 20
silver, copper, brass, nickel, and tin.

No. 8
“Sanitary Fair” Token

To be sure, the present essay represents but a very modest

contribution to the discipline of medallic history. If through the
methodological approach of a specific problem it would aid in
stimulating further research in this little cultivated field, the author
would consider this a highly gratifying reward.
 ANNOTATED BIBLIOGRAPHY

Prisoners of War in General

William E. S. Flory, Prisoners of War: A Study in the

Development of International Law. Washington, D. C.:
American Council on Public Affairs, 1942.

A good survey of all legal aspects of the subject, with a selected

bibliography.

Georges Werner, “Les Prisonniers de Guerre,” in Académie de Droit

International: Receuil des Cours, 1928, Vol. I, Paris:
Librairie Hachette, 1929, pp. 1-107.

Scholarly juridical treatise on all legal problems concerning

prisoners of war.

Franz von Liszt, Das Völkerrecht. Twelfth edition by Max

Fleischmann. Berlin: Julius Springer, 1925, pp. 480-488.

The standard German work on International Law, with a selected

bibliography.

André Warnod, Prisonnier de Guerre: Notes et Croquis

Rapportés d’Allemagne. Paris: Librairie Charpentier et
Fasquelle, 1915.

Experiences in a German internment camp, with interesting

drawings by the author as illustrations.

[Alexander] Backhaus, Die Kriegsgefangenen in Deutschland.

Siegen-Leipzig-Berlin: Verlag Hermann Montanus, 1915.
 About 250 photographs from German prison camps with
explanatory comments.

[Anonymous]: Deutsche Kriegsgefangene in Feindesland.

Berlin and Leipzig: 1919.

Official accounts of the German government concerning prisoners

of war in France and England.

Clemens Plassmann, Die deutschen Kriegsgefangenen in

Frankreich, 1914-1920. Berlin: Verlag der Reichsvereinigung
ehemaliger Kriegsgefangener, 1921.

A systematical discussion of all legal and social problems

concerning the German prisoners of war in France, 1914-1920.

Dora Coith, Kriegsgefangen: Erlebnisse einer Deutschen 21

in Frankreich. Leipzig: Hesse und Becker Verlag, 1915.

Description of experiences in a French war prison of a German civil

internee.

Robert Guerlain, A Prisoner in Germany. London: Macmillan and

Co. Ltd., 1944.

Account of a French soldier who spent more than a year as a

prisoner of war in one of the vast prison camps in Germany, 1940-
1941.

I. Internment Camp Money

Bruno Röttinger, Das deutsche Gefangenenlagergeld sowie

Gruben und Zechengeld 1914/1918. (Volume V of Dr.
Arnold Keller’s Notgeldbücher). Frankfurt a. M.: Adolph E.
Cahn, 1922. V + 42 pp.
 The most complete check-list of all kinds and varieties of the
German internment camp money superseding previously published
lists.

J. Schulman, La Guerre Européenne 1914-1916: Catalogues,

Nos. LXVII, January, 1917, pp. 99-129, nos. 864-1188, plates
IX-XI (Germany, Austria-Hungary); pp. 152-154, nos. 1387-1400
(Germany); LXX, March, 1918, pp. 66-70, nos. 745-801
(Germany); pp. 129-131, nos. 1441-1465 (Austria-Hungary);
LXX, pp. 166-168, nos. 1797-1831 a (France); LXXIII, January,
1919, pp. 19-27, nos. 171-259 (France); pp. 55-58, nos. 535-
573 (Germany); pp. 78-79, nos. 770-773 (Austria); pp. 104-106,
nos. 1049-1064 (France); LXXV, December, 1919, pp. 10-12,
nos. 90-112 (France); pp. 91-96, nos. 832-882 (Germany); pp.
99-100, nos. 906-917 (Austria-Hungary).

Many complete sets listed with very fine numismatic descriptions.

[Anonymous], “The Numismatic Side of the European War.” The

Numismatist, XXIX (July, 1916), p. 328.

On internment camp money of Freistadt, Grodig, and

Kleinmünchen.

[Anonymous], “Europe’s War Legacy to Collectors.” The

Numismatist, XXIX (1916), pp. 498-499.

On Austrian war prisoners money “in the war prisoners’ camp at

Braunau, and struck in nickel-aluminum. All are of the same type
and have a small square hole in the center.” Also on war prisoners
money used in the camps at Danzig-Troyl, Prussia, and
Kleinmünchen, Austria, with reproduction of several sets.

[Anonymous], “European War Prison Camp Tokens.” The

Numismatist, XXX (1917), pp. 18-19.
 Particularly on the prisoners money of the “k. u. k. Offiziersstation
für Kriegsgefangene Mühling,” (1915), with reproductions.

J. Hunt Deacon, “Isle of Man Internment Camp Money.” The

Numismatic Scrapbook Magazine, IX (June, 1943), pp. 313-
314.

On internment camp money issued in the present war.

J. Hunt Deacon, “More Internment Camp Money.” The Numismatic

Scrapbook Magazine, IX (July, 1943). pp. 428 f.

On present war money issued for civilian internment camps.

Robert Guerlain, A Prisoner in Germany. London: Macmillan and

Co. Ltd., 1944.

On pp. 71-73, information is found on prices and currency in

German prison camps, during the period of 1939 to 1941.

II. European War-Prisoner Medals

German Capture Medal by Ludwig Gies

J. Schulman, La Guerre Européenne 1914-1916. Catalogue LXV,

April 1916, p. 82, no. 809.

The description reads:

Prisonniers de guerre.

Médaille uniface coulée en bronze par L. G(ies). Un soldat

allemand amène un soldat français, un russe, un anglais, un
belge, un serbe et un indigène. Br. mm. 64. Médaille très
intéressante. fl. 18.
Max Bernhart, Die Münchener Medaillenkunst der 22
Gegenwart. Munich-Berlin: R. Oldenbourg, 1917.

A photographic reproduction, 60 millimeters in diameter, is found

on Plate 15, no. 102.

French War-Prisoner Medal of 1916

J. Schulman, La Guerre Européenne 1914-1916. Catalogue

LXXIII, p. 8 no. 52.

The description reads:

Pour nos prisonniers.

Médaille portative par O. Yencesse. Un poilus assis en attitude

accablée. Légende POUR NOS-PRISONNIERS. Rev. Une colombe
portant dans son bec un rameau d’olivier, en bas. 1916. Métal
argenté mm. 26, coins arrondis. fl. 3.50.

German Camp Douglas Medal

[Anonymous], “German Prisoners’ Art School,” in The New York

Times, Sunday, August 20, 1916, p. 12.

[Anonymous], “Some Interesting Medallic Issues,” The

Numismatist, XXIX (March, 1916), p. 124, no. 4.

III. American War Prison Tokens and Medals

Civil War Prisons and Prisoners

Richard F. Hemmerlein, Prisons and Prisoners of the Civil War.

Boston: The Christopher Publishing House, 1934.

A general survey of the history of the prisons and the treatment of

prisoners during the Civil War, with select bibliography.
 A. B. Sage’s Historical Prison Tokens

Augustus B. Sage, Catalogue of Coins, Medals, and Tokens, No.

1, New York: February, 1859, p. 1.

Advertisement and description of the series of Sage’s “Historical

Tokens,” nos. 1-10.

A. B. Sage, Catalogue of Coins, Medals, and Tokens, New York:

June, 1859.

On inner front-cover advertisement and description of the series of

Sage’s “Historical Tokens,” nos. 1-14, and of another token series,
“Odds and Ends.” These data, though of general numismatic
interest, are not reproduced in L. Forrer’s Biographical
Dictionary of Medalists. Hence they are given here in full.

Historical Tokens:

No. 1. The Old Provoost Prison, 2 dies.

No. 2. The Old City Hall, Wall Street.
No. 3. Faneuil Hall, Boston.
No. 4. Carpenter’s Hall, Philadelphia.
No. 5. Old Jersey Prison Ship.
No. 6. State House, Philadelphia, 2 dies.
No. 7. Mount Vernon, Washington’s Residence.
No. 8. Old Hasbrook House, Newburgh.
No. 9. Richmond Hill House, N. Y.
No. 10. Washington’s Head Quarters, Tappan.
No. 11. Washington’s Head Quarters, Valley Forge.
No. 12. Sir Henry Clinton’s House, N. Y.
No. 13. The Old Swamp Church.
No. 14. The Charter Oak.

“Upon receipt of $4.00, we will send a complete set of the above

tokens to any place in the United States. The series will be
 continued from time to time.“

23
Odds and Ends:

No. 1. Crystal Palace.

No. 2. Old Sugar House.
No. 3. Paul Morphy.

“The above series will be continued from time to time. Struck in

good copper, and sold at the low price of 25 cents each.”

S. H. and H. Chapman, Catalogue of the Celebrated and

Valuable Collection of American Coins and Medals of the
Late Charles I. Bushnell. Philadelphia: Chapman, 1882, p.
31, nos. 459-462: “Sage’s Historical Tokens.”

L. Forrer, Biographical Dictionary of Medallists, Vol. V. London:

Spink and Son, 1912, p. 296.

Forrer’s pertinent account on Sage’s “Historical Tokens” must be

corrected in accordance with the data given in the present essay.

“The Old Provoost” of New York

I. N. Phelps Stokes, The Iconography of Manhattan Island:

1498-1909. Vol. III, New York: Robert H. Dodd, 1918. p. 972,
s. v. New Gaol (“Goal”).

John Pintard, “The Old Jail.” The New York Mirror: A Weekly
Journal, Devoted to Literature and the Fine Arts, Vol. IX,
No. 10 (New York, September 10, 1831), p. 73.

With a reproduction of “The Old Provoost,” drawn by Alexander J.

Davis and engraved by Alexander Anderson.
Frank Bergen Kelley, Historical Guide to the City of New York.
Revised Edition. New York: The New York Commercial
Tercentenary Commission, 1913, p. 55.

“The Old Jersey Prison Ship”

Albert G. Greene (editor), Recollections of the Jersey Prison-

Ship: Taken, and Prepared for Publication, from the
Original Manuscript of the Late Captain Thomas Dring,
of Providence, R. I., One of the Prisoners. New York: P. M.
Davis, 1831. Re-edited by Henry B. Dawson. Morrisania, N. Y.:
H. B. Dawson, 1865.

Especially p. 14, note 3; p. 196; reproduction of an engraving of

the “exterior view of the ship,” facing p. 16.

[Anonymous], 1888. A Christmas Reminder: Being the Names

of about Eight Thousand Persons, A Small Portion of the
Number Confined on Board the British Prison Ships
during the War of the Revolution. Brooklyn, N. Y.: Society
of Old Brooklynites. 1888.

Containing the names of the “prisoners confined on board the

British ship Jersey.”

Henry R. Stiles, Letters from the Prisons and Prison-Ships of

the Revolution. (The Wallabout Prison-Ship Series, No. 1).
New York: Privately printed, 1865.

Includes letters written on the Jersey.

Livingston’s Sugar House

I. N. Phelps Stokes, The Iconography of Manhattan Island:

1498-1909. Vol. V, New York: Robert H. Dodd, 1926, pp. 1042
(1777); 1234 (1789).
Thomas E. V. Smith, The City of New York in the Year of
Washington’s Inauguration, 1789. New York: Anson D. F.
Randolph and Co., 1889, pp. 36-37.

Rhinelander Sugar-House

James Grant Wilson, The Memorial History of the City of New

York from Its First Settlement to the Year 1892, Vol. II,
New York: New York History Company, 1892, p. 452 and note 1.

With a good picture of the Rhinelander Sugar House. A picture of

Livingston’s Sugar House is found, ibidem, p. 457.

I. N. Phelps Stokes, The Iconography of Manhattan 24

Island: 1498-1909, Vol. IV, New York: Robert H. Dodd,
1922, p. 790 (anno 1769); cf. Vol. V, 1926, pp. 1234 (1789);
1699 (Febr. 4, 1831).

Henry Collins Brown, Book of Old New York. New York: Privately
printed, 1913.

Opposite p. 308, a good photograph of the Rhinelander Sugar

House.

Libby Prison and Libby Prison War Museum

Will Parmiter Kent, The Story of Libby Prison: Also Some Perils
and Sufferings of Certain of Its Inmates. Second edition.
Chicago, Ill.: The Libby Prison War Museum Association [1890].

Profusely illustrated. On the cover pictures of Libby Prison “as it

was” and “as it is.”

[Anonymous], Libby Prison War Museum: Catalogue and

Program. Chicago: Libby Prison War Museum Association, [no
year given]; reprinted several times.
[Anonymous], A Trip through the Libby Prison War Museum.
Chicago: Libby Prison National War Museum Association, 189?.

Frank E. Moran, A Thrilling History of the Famous

Underground Tunnel of Libby Prison. New York: Reprinted
from the Century Magazine, 1889-1893.

F. F. Cavada, Libby Life: Experiences of a Prisoner of War in

Richmond, Va., 1863-64. Philadelphia: J. B. Lippincott and
Co., 1865.

Most comprehensive description with contemporary illustrations,

among them a reproduction of the best contemporary engraving
of Libby Prison in Richmond, Va.

Louis Palma di Cesnola, Ten Months in Libby Prison. [Pamphlet,

no place, no date]. [New York, 1865].

Description of prison life in Libby prison, 1863-1864.

Isaac N. Johnston, Four Months in Libby, and the Campaign

against Atlanta. Cincinnati: J. N. Johnston, 1864.

A. O. Abbott, Prison Life in the South at Richmond, Macon,

Savannah, during the Years 1864 and 1865. New York:
Harper and Brothers, 1865.

Description of the life in Libby Prison by a former prisoner, on pp.

22-41.

Cullen B. (“Doc”) Aubery, Recollections of a Newsboy in the

Army of the Potomac, 1861-1865; His Capture and
Confinement in Libby Prison. [Milwaukee, Wisc.: Doc
Aubery, 1904].

Memoirs of Libby Prison and its commanders by a former prisoner

of war.
 United States Sanitary Commission

United States Sanitary Commission, Narrative of Privations and

Sufferings of United States Officers and Soldiers While
Prisoners of War in the Hands of the Rebel Authorities.
Boston: “Little’s Living Age,” 1865.

Official report of a commission of inquiry, with an appendix

containing the testimony. See also Arthur C. Cole, The
Irrepressible Conflict, 1850-1865 (A History of American Life,
Vol. VII) (New York, 1934), pp. 322 f., 331 f.

W. S. Baker, Medallic Portraits of Washington with Historical

and Critical Notes. Philadelphia: Robert M. Lindsay, 1885, pp.
150 ff., especially No. 364, p. 154.

The present bibliography has been completed on April 1, 1945.

The author wishes gratefully to acknowledge the courtesy of the

American Numismatic Society (Mr. Sawyer Mc. A. Mosser, Librarian)
and of the New York Historical Society (Mr. John T. Washburn, Chief
of the Reading Room) in permitting him use of their collections,
without which this study could never have been completed.
 Transcriber’s Notes
Silently corrected a few typos.
Retained publication information from the printed edition: this
eBook is public-domain in the country of publication.
In the text versions only, text in italics is delimited by
_underscores_.
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