Contents
Preface to the second third
AcknowledgementsPART I MARKETING STRATEGY
CHAPTER 1
Market-led strategic management
1.1 The marketing concept and market orientation
1.2 The resource based view of marketing
1.3 Organizational Stakeholders
1.4 Marketing Fundamentals
1.5 The role of marketing in leading strategic marketing
1.6 Conclusions
CHAPTER 2
Strategic marketing planning
2.1 Defining the Business Purpose or Mission
2.2 The Marketing Strategy Process
2.3 Establishing the Core Strategy
2.4 Creation of the competitive position
2.5 Implementation
2.6 Conclusions
CHAPTER 3
Portfolio analysis
3.1 Portfolio planning
3.2 The Boston Consulting Group Growth-Share Matrix
3.3 Multi-factor approaches to portfolio modelling
3.4 The process of portfolio planning
3.5 Financial portfolio theory
3.6 Competence portfolio
3.7 Conclusions
PART II COMPTETIVE MARKET ANALYSIS
CHAPTER 4
The Changing Market Environment (New)
4.1 Framework for macro-environment analysis
4.2 Economic and Political Change
4.3 Social and Cultural Change
4.4 Technological Change
4.5 Changes in Marketing Infrastructure and Practices
4.6 Anticipating and Forecasting Change
4.7 New Strategies for Changing Environments
4.8 Conclusions
CHAPTER 5
Industry analysis 83
5.1 The Five Forces Model of Industry Competition
5.2 Strategic groups
5.3 Industry evolution and forecasting
5.4 Industry stability
5.5 SPACE analysis
5.6 The Competitive Advantage Matrix
5.7 Conclusions
CHAPTER 6
Assessment of organizational resources
6.1 Understanding Marketing Resources
6.2 The resource-based view of the firm
6.3 Identifying the core competencies of the organization
6.4 Auditing resources
6.5 Itemizing marketing assets
6.6 Assessing marketing capabilities
6.7 Conclusions
CHAPTER 7
Customer analysis
7.1 What we need to know about customers
7.2 Marketing research
7.3 The marketing research process
7.4 Organizing the customer information
7.5 Conclusions
CHAPTER 8
Competitor analysis
8.1 Competitive benchmarking
8.2 The dimensions of competitor analysis
8.3 Choosing good competitors
8.4 Obtaining and disseminating competitive information
8.5 Conclusions
PART III IDENTIFYING CURRENT AND FUTURE COMPETITIVE POSITIONS
CHAPTER 9
Segmentation and positioning principles
9.1 Principles of competitive positioning
9.2 Principles of market segmentation
9.3 The underlying premises of market segmentation
9.4 Bases for segmenting markets
9.5 Segmenting consumer markets
9.6 Segmenting industrial markets
9.7 Identifying and describing market segments
9.8 The benefits of segmenting markets
9.9 Implementing market segmentation
9.10 Conclusions
CHAPTER 10
Segmentation and positioning research
10.1 A priori segmentation approaches
10.2 Post-hoc cluster-based segmentation approaches
10.3 Qualitative approaches to positioning research
10.4 Quantitative approaches to positioning research
10.5 Conclusions
CHAPTER 11
Selecting market targets
11.1 The process of market definition
11.2 Defining how the market is segmented
11.3 Determining alternative market or segment attractiveness
11.4 Determining current and potential strengths
11.5 Making market and segment choices
11.6 Alternative targeting strategies
11.7 Conclusions
PART IV COMPETITIVE POSITIONING STRATEGIES
CHAPTER 12
Creating Sustainable Competitive Advantage
12.1 Using corporate resources to achieve competitive advantage
12.2 Cost leadership strategies
12.3 Differentiation strategies
12.4 Stuck in the Middle
12.5 Communicating the competitive position
12.6 Sustainable competitive advantage
12.7 Conclusions
CHAPTER 13
Offensive and defensive competitive strategies
13.1 Build strategies
13.2 Hold strategies
13.3 Market nicher strategies
13.4 Harvesting strategies
13.5 Divestment/deletion
13.6 Matching managerial skills to strategic tasks
13.7 Conclusions
CHAPTER 14
Competing through strategic alliances and networks
14.1 The era of strategic collaboration
14.2 The drivers of collaboration strategies
14.3 Types of network
14.4 Alliances and partnerships
14.5 Strategic alliances as a competitive force
14.6 The risks in strategic alliances
14.7 Competing through alliances
14.8 Conclusions
CHAPTER 15
Competing through superior service and customer relationships
15.1 The goods and services spectrum
15.2 Relationship marketing
15.3 The three 'S's of customer service
15.4 Providing superior service
15.5 Measuring and monitoring customer satisfaction
15.6 Conclusions
CHAPTER 16
Competing through innovation and new product development
16.1 New product success and failure
16.2 Planned innovation
16.3 The new product development process
16.4 Speeding new product development
16.5 Organizing for new product development
16.6 Conclusions
CHAPTER 17
Competing through e-Marketing (New)
17.1 The growth of the Internet as a marketing channel
17.2 The metrics of e-Marketing
17.3 e-Marketing Research
17.4 The impact of e-Marketing on marketing strategy
17.5 Emerging themes in e-Marketing
17.6 Conclusions
CHAPTER 18
Implementation through internal marketing
18.1 The development of internal marketing
18.2 The scope of internal marketing
18.3 Planning for internal marketing
18.4 Partnership with human resource management
18.5 Working with Finance and Operations
18.6 Conclusions
Part V Conclusions
CHAPTER 19
Marketing strategies for the twenty-first century
19.1 The changing competitive arena
19.2 Fundamentals of strategy in a changing world
19.3 Competitive positioning strategies
19.4 Conclusions
REFERENCES AND FURTHER READING INDICES
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