Foreword | |
Why are some companies more successful than others? | |
The real life laboratory | |
Creating value and simultaneous destruction | |
The volume game | |
Simplicity the word of the day | |
Cut to the core | |
Service? Something we'd rather do ourselves | |
The black box of strategy turned upside down | |
The oxymoron of existing strategies: where do we go from here? | |
Conventional strategic thinking | |
The generic strategy framework | |
Porter challenged | |
Mixed strategies-the airline industry | |
When discount strategy becomes important | |
Hyper competitive markets and traditional strategy | |
The position of a discount strategy | |
A single form-a simple form? | |
Case 1: CBB | |
Cultivating a hyper competitive market by way of a consistent approach to the notion of discount strategy | |
A contradiction to the bursting of the IT-bubble | |
The mobile sector-hyper competition | |
CBB as the enhanced service provider | |
The original mission and strategy | |
Crisis and the filing of a petition for bankruptcy | |
The discount strategy-not a single quick fix | |
New management | |
Reinvention of the IT-systems | |
A new customer care concept | |
New brand and branding | |
Reverse relationship marketing | |
Political mass marketing | |
Reorganization of the distribution | |
Cost cutting programs | |
Active price leadership | |
CBB's discount product-cheaper and better | |
Product production characteristics | |
Product marketing characteristics | |
CBB's use of price as a tactical weapon | |
The importance of the price vis-à-vis the customers | |
Active leadership in price wars | |
Results-best in class | |
A revolution in the mobile sector? | |
Perspectives | |
Case 2: Lidl | |
Gaining ground in a hyper competitive market by a consistent discount strategy | |
The German conquest | |
The grocery retail sector-hyper competition | |
The original mission and strategy of Lidl | |
The discount strategy-all encompassing | |
Structured to control the impact of external factors | |
Leadership through continuity | |
The look and feel of Lidl | |
High service level with a discount concept | |
Squeezing the brands | |
Aggressive go to market strategy | |
Publicity through secrecy | |
Active price leadership | |
Lidl's discount product-cheaper and better | |
Product marketing characteristics | |
The use of price as a tactical weapon | |
Active leadership in price wars | |
Results-top of the class | |
Perspectives | |
Case 3: Ryanair | |
Reshaping a competitive market through a consistent discount strategy | |
Flying with the giants | |
The airline industry-liberalized to full competition | |
The early days of deregulation | |
Towards the liberalized sky with a new strategy | |
A transformed and polarized industry | |
Ryanair as the alternative independent carrier | |
Financial collapse evaded at the 11th hour | |
The no frills, low fare strategy-not just one route | |
New management | |
Cost cutting programs | |
Productivity-based compensation schemes | |
Outsourcing to third parties | |
Re-organizing sales and distribution | |
Harmonizing and scrutinizing the fleet | |
Customer care concept | |
New brand and branding | |
Political mass marketing | |
Active price leadership | |
Ryanair's discount product-cheaper and better | |
Product production characteristics | |
Product marketing characteristics | |
The use of price as a tactical weapon | |
The customers' perception of price | |
Leading the price wars | |
Results-Best in class | |
Perspectives-a revolution in the airline industry? | |
The building blocks of a discount business strategy | |
Maturity and liberalization in different industries | |
The building blocks of a 'discount strategy' | |
The product | |
The brand | |
The customers | |
Technology | |
The four blocks as one discount strategy | |
The attractiveness of the core product | |
From peaceful coexistence to disruption | |
Disruption and the corresponding value destruction | |
Lean and unbundled nature of the discount product | |
Self-service an important ingredient | |
Aggressive pricing | |
Demand-driven products | |
Value creation | |
Back to basics | |
A good brand is much more than a good brand | |
The growing importance of 'brandr' | |
'You need to invest money in the establishment of a good brand' | |
We cannot afford to spend | |
David against Goliath | |
The Gorilla image | |
Branding as a tool-kit in the discount strategy | |
Low prices as a new corporate social responsibility position | |
Brand extension and discount | |
The good brand | |
The discount customer and social capital | |
The pivotal role of the customer in a discount strategy | |
Customers as social capital | |
Social capital and the discount customers-the X factor | |
The social factor in the discount strategy | |
Social capital and egalitarianism | |
The dismissal of relationship marketing | |
Psychology, culture and the discount strategy | |
The View on discount | |
Exploitation of the cognitive dissonance | |
Life-style and satisfaction | |
The advent of the viral ambassador | |
The patronizing of customers | |
The rise and fall of patronizing | |
Increasing brand promiscuity | |
Simplicity prevails | |
How to save costs and increase perceived quality? | |
The main execution tactics | |
Finding the suitable technology | |
Finding technology | |
The innovator's dilemma and the innovator's solution | |
The choice of 'discount' technology | |
Proven technology | |
Scalability | |
Technology supporting the simple | |
Impact on back office system | |
Technological exuberance avoided | |
Value creation and value destruction | |
Strategy and war | |
Strategy revisited | |
The building blocks of the discount strategy model | |
The various execution processes | |
Epilogue | |
How to reflect thoroughly on the wider repercussions of successful discount business strategies? | |
Notes | |
Bibliography | |
Index | |
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