Strategic Market Management (Paperback) By (author) David A. Aaker, By (author) Damien McLoughlin

Full bibliographic data for Strategic Market Management

Title

Strategic Market Management

Authors and contributors

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

Physical properties

Format: Paperback
Number of pages: 368
Width: 168 mm
Height: 244 mm
Thickness: 22 mm
Weight: 642 g

Audience

Professional and scholarly

Language

English

ISBN

ISBN 13: 9780470059869
ISBN 10: 0470059869

Classifications

Dewey: 658.8
Nielsen BookScan Product Class: S4.2
BISAC category code: BUS043000

Edition statement

European ed

Publisher

John Wiley and Sons Ltd

Imprint name

John Wiley & Sons Ltd

Publication date

01 February 2007

Publication City/Country

Chichester/GB

Biographical note

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.