Strategic Market Management

Strategic Market Management

Paperback

By (author) David A. Aaker, By (author) Damien McLoughlin

$52.77

Free delivery worldwide
Available
Dispatched in 1 business day
When will my order arrive?

  • Publisher: John Wiley & Sons Ltd
  • Format: Paperback | 368 pages
  • Dimensions: 168mm x 244mm x 22mm | 642g
  • Publication date: 1 February 2007
  • Publication City/Country: Chichester
  • ISBN 10: 0470059869
  • ISBN 13: 9780470059869
  • Edition statement: European ed
  • Sales rank: 239,012

Product description

The European edition of Strategic Market Management has been prepared with the objective of taking David Aaker's outstanding and well-established textbook and presenting it to a European audience. It retains the culture of the original text, to maintain its accessibility and continue its emphasis on practical action. It has also kept the compactness, which has made it so popular with graduate and executive students and managers, while keeping a comprehensive coverage of major and emerging themes in strategy. The core value of the original text, that the development, evaluation and implementation of business strategies are essential to successful management, is also retained in the European edition. The book is essential reading for any management or business school course that focuses on the management of strategies. It is especially appropriate for marketing strategy, strategic management and business policy courses. It is also designed to be used by managers who need to develop strategies or who run a small business and want to improve their strategy development and planning processes.

Other people who viewed this bought:

Showing items 1 to 10 of 10

Other books in this category

Showing items 1 to 11 of 11
Categories:

Author information

David A. Aaker is the E.T. Grether Professor of Marketing and Public Policy at the Haas School of Business, University of California at Berkeley. He has published over 100 articles and is the author of 13 books. Professor Aaker is part of the editorial boards of Marketing Science, Journal of Marketing, and Strategic Management Journal. He received the MIT Buck Weaver Award in 2004 for contributions to the advancement of theory and practice in marketing science. Dr Damien McLoughlin is Dean of the Michael Smurfit Graduate School of Business and in 2004 he was a visiting Professor in Marketing at the S.C. Johnson Graduate School of Management, Cornell University. His teaching is highly regarded and has been recognised with teaching awards from both the Smurfit and Quinn Schools of Business. He is also a member of the 4.5 Club for Teaching Excellence at Cornell. His research, teaching and consulting interests are in areas of strategic marketing, market making and B2B marketing. His work has been published in leading international journals such as the Journal of Business Research, Industrial Marketing Management and the European Journal of Marketing. He is a member of the editorial board of a number of leading marketing journals including Industrial Marketing Management. Professionally he has worked with leading international firms such as Alltech, Microsoft and Hewlett-Packard.

Table of contents

Preface. Acknowledgments. PART ONE: INTRODUCTION AND OVERVIEW. Chapter 1: Business Strategy: The Concept and Trends in Its Management. What is a Business Strategy? Strategic Options. Strategic Market Management: Characteristics and Trends. Why Strategic Market Management? Chapter 2: Strategic Market Management: An Overview. External Analysis. Internal Analysis. Creating a Vision for the Business. Strategy Identifi cation and Selection. Selecting Among Strategic Alternatives. The Process. PART TWO: STRATEGIC ANALYSIS. Chapter 3: External and Customer Analysis. External Analysis. The Scope of Customer Analysis. Segmentation. Customer Motivations. Unmet Needs. Chapter 4: Competitor Analysis. Identifying Competitors - Customer-Based Approaches. Identifying Competitors - Strategic Groups. Potential Competitors. Competitor Analysis - Understanding Competitors. Competitor Strengths and Weaknesses. Obtaining Information on Competitors. Chapter 5: Market Analysis. Dimensions of a Market Analysis. Actual and Potential Market Size. Market and Submarket Growth. Market and Submarket Profi tability Analysis. Cost Structure. Distribution Systems. Market Trends. Key Success Factors. Risks in High-Growth Markets. Chapter 6: Environmental Analysis and Strategic Uncertainty. Dimensions of Environmental Analysis. Dealing with Strategic Uncertainty. Impact Analysis - Assessing the Impact of Strategic Uncertainties. Scenario Analysis. Chapter 7: Internal Analysis. Financial Performance - Sales and Profi tability. Performance Measurement - Beyond Profi tability. Determinants of Strategic Options. From Analysis to Strategy. Business Portfolio Analysis. The BCG Growth-share Matrix. Case Challenges for Part Two. The Soft Drinks Market. Tesco. PART THREE: ALTERNATIVE BUSINESS STRATEGIES. Chapter 8: Creating Advantage - Synergy and Vision Versus Opportunism. The Sustainable Competitive Advantage. The Role of Synergy. Strategic Vision Versus Strategic Opportunism. A Dynamic Vision. Chapter 9: Strategic Options: Quality and Brand Equity. Business Strategy Challenges. Strategic Options. The Quality Option. The Brand Equity Option. Chapter 10: Strategic Options: Value, Focus, Innovation and Customer Relationships. The Value Option. Focus. Innovation. The Customer Relationship Option. Chapter 11: Global Strategies. Motivations Underlying Global Strategies. Indicators that Strategies should be Global. What Country to Enter? Standardisation Versus Customisation. Global Brand Management. Strategic Alliances. Chapter 12: Strategic Positioning. The Role of the Strategic Position. Strategic Position Options. Developing and Selecting a Strategic Position. Case Challenges for Part Three. Neau. Innocent. PART FOUR: GROWTH STRATEGIES. Chapter 13: Growth Strategies: Penetration, Product-Market Expansion,Vertical Integration, and the Big Idea. Growth in Existing Product Markets. Product Development for the Existing Market. Market Development Using Existing Products. Vertical Integration Strategies. The Big Idea. Chapter 14: Diversifi cation. Related Diversifi cation. The Mirage of Synergy. Unrelated Diversifi cation. Entry Strategies. Chapter 15: Strategies in Declining and Hostile Markets. Creating Growth in Declining Industries. Be the Profi table Survivor. Milk or Harvest. Divestment or Liquidation. Selecting the Right Strategy for the Declining Environment. Hostile Markets. Case Challenges for Part Four. Dove. Green & Black's. PART FIVE: IMPLEMENTATION ISSUES. Chapter 16: Organisational Issues. A Conceptual Framework. Structure. Systems. People. Culture. Obtaining Strategic Congruence. Organising for Innovation. A Recap of Strategic Market Management. Case Challenges for Part V. Vodafone. Index.