Strategic Market Management-An Introduction and Overview | p. 1 |
What Is a Business Strategy? | p. 3 |
Strategic Market Management | p. 10 |
Marketing and Its Role in Strategy | p. 15 |
Strategic Analysis | p. 19 |
External and Customer Analysis | p. 21 |
External Analysis | p. 21 |
The Scope of Customer Analysis | p. 26 |
Segmentation | p. 26 |
Customer Motivations | p. 31 |
Unmet Needs | p. 35 |
Competitor Analysis | p. 40 |
Identifying Competitors-Customer-Based Approaches | p. 41 |
Identifying Competitors-Strategic Groups | p. 43 |
Potential Competitors | p. 45 |
Competitor Analysis-Understanding Competitors | p. 46 |
Competitor Strengths and Weaknesses | p. 51 |
Obtaining Information on Competitors | p. 57 |
Market/Submarket Analysis | p. 59 |
Dimensions of a Market/Submarket Analysis | p. 60 |
Emerging Submarkets | p. 60 |
Actual and Potential Market or Submarket Size | p. 63 |
Market and Submarket Growth | p. 64 |
Market and Submarket Profitability Analysis | p. 66 |
Cost Structure | p. 69 |
Distribution Systems | p. 70 |
Market Trends | p. 70 |
Key Success Factors | p. 72 |
Risks in High-Growth Markets | p. 72 |
Environmental Analysis and Strategic Uncertainty | p. 78 |
Technology Trends | p. 80 |
Consumer Trends | p. 82 |
Government/Economic Trends | p. 87 |
Dealing with Strategic Uncertainty | p. 91 |
Impact Analysis-Assessing the Impact of Strategic Uncertainties | p. 91 |
Scenario Analysis | p. 93 |
Internal Analysis | p. 98 |
Financial Performance-Sales and Profitability | p. 99 |
Performance Measurement-Beyond Profitability | p. 102 |
Strengths and Weaknesses | p. 106 |
Threats and Opportunities | p. 107 |
From Analysis to Strategy | p. 109 |
Case Challenges for Part I | |
Trends in Retailing | p. 111 |
The Energy Bar Industry | p. 113 |
Transformational Innovations | p. 116 |
Creating, Adapting, And Implementing Strategy | p. 119 |
Creating Advantage: Synergy and Commitment vs. Opportunism vs. Adaptability | p. 121 |
The Sustainable Competitive Advantage | p. 122 |
The Role of Synergy | p. 127 |
Strategic Commitment, Opportunism, and Adaptability | p. 130 |
Alternative Value Propositions | p. 140 |
Business Strategy Challenges | p. 141 |
Alternative Value Propositions | p. 143 |
Superior Quality | p. 149 |
Value | p. 154 |
Building and Managing Brand Equity | p. 162 |
Brand Awareness | p. 163 |
Brand Loyalty | |
Brand Associations | p. 66 |
Brand Identity | p. 174 |
Energizing the Business | p. 181 |
Innovating the Offering | p. 182 |
Energize the Brand and Marketing | p. 183 |
Increasing the Usage of Existing Customers | p. 196 |
Leveraging the Business | p. 201 |
Which Assets and Competencies Can Be Leveraged? | p. 202 |
Brand Extensions | p. 204 |
Expanding the Scope of the Offering | p. 207 |
New Markets | p. 209 |
Evaluating Business Leveraging Options | p. 210 |
The Mirage of Synergy | p. 212 |
Creating New Businesses | p. 216 |
The New Businesses | p. 217 |
The Innovator's Advantage | p. 219 |
Managing Category Perceptions | p. 221 |
Creating New Business Arenas | p. 222 |
From Ideas to Market | p. 227 |
Global Strategies | p. 233 |
Motivations Underlying Global Strategies | p. 234 |
Standardization vs. Customization | p. 238 |
Expanding the Global Footprint | p. 242 |
Strategic Alliances | p. 245 |
Global Marketing Management | p. 248 |
Setting Priorities for Businesses and Brands-The Exit, Milk, and Consolidate Options | p. 251 |
The Business Portfolio | p. 252 |
Divestment or Liquidation | p. 254 |
The Milk Strategy | p. 256 |
Prioritizing and Trimming the Brand Portfolio | p. 261 |
From Silos to Synergy-Harnessing the Organization | p. 269 |
Silo Driven Problem-The Case of Marketing | p. 270 |
Addressing the Silo Marketing Issues-Challenges and Solutions | p. 272 |
Organizational Levers and Their Link to Stregegy | p. 273 |
Structure | p. 274 |
Systems | p. 276 |
People | p. 279 |
Culture | p. 282 |
A Recap of Strategic Marketing Management | p. 285 |
Case Challenges for Part II | p. 289 |
Hobart Corporation | p. 289 |
Dove | p. 291 |
Competing Against Wal-Mart | p. 294 |
Contemporary Art | p. 299 |
Sony vs. iPod | p. 302 |
Appendix: Planning Forms | p. 304 |
Index | p. 319 |
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