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| Preface | |
| Acknowledgements | |
| Marketing Strategy | |
| Market-led strategic management | |
| The marketing concept and market orientation | |
| The resource based view of marketing | |
| Organizational Stakeholders | |
| Marketing Fundamentals | |
| The role of marketing in leading strategic management | |
| Summary | |
| Case Study: Psion | |
| Strategic marketing planning | |
| Defining the Business Purpose or Mission | |
| The Marketing Strategy Process | |
| Establishing the Core Strategy | |
| Creation of the competitive position | |
| Implementation | |
| Summary | |
| Case Study: iPhone | |
| Comptetive Market Analysis | |
| The Changing Market Environment | |
| A framework for macro-environmental analysis | |
| The Economic and Political Environment | |
| The Social and Cultural Environment | |
| The Technological Environment | |
| Changes in Marketing Infrastructure and Practices | |
| New Strategies for Changing Macro-environments | |
| The Five Forces Model of industry competition | |
| The Product Life Cycle | |
| Strategic groups | |
| Industry evolution and forecasting | |
| Environmental stability | |
| SPACE analysis | |
| The Advantage Matrix | |
| Summary | |
| Case Study: Virgin MegastorePortfolio analysis | |
| Portfolio planning | |
| The Boston Consulting Group Growth-Share Matrix | |
| Multi-factor approaches to portfolio modelling | |
| The process of portfolio planning | |
| Financial portfolio theory | |
| Competence portfolio | |
| Conclusions | |
| Customer analysis | |
| What we need to know about customers | |
| Marketing research | |
| The marketing research process | |
| Organisingcustomer information | |
| Summary | |
| Case Study: Procter & Gamble | |
| Competitor analysis | |
| Competitive benchmarking | |
| The dimensions of competitor analysis | |
| Choosing good competitors | |
| Obtaining and disseminating competitive information | |
| Summary | |
| Case Study: Emap | |
| Understanding the Organisational Resource Base | |
| Marketing Resources as the Foundation for Differentiation | |
| Value Creating Disciplines | |
| The resource-based view of the firm | |
| Creating and exploiting marketing assets | |
| Developing Marketing Capabilities | |
| Dynamic Marketing Capabilities | |
| Resource portfolios | |
| Developing and exploiting resources | |
| Summary | |
| Case Study: Miele | |
| Forecasting future demand and market requirements | |
| Forecasting what? | |
| Forecasts based on current demand | |
| Forecasts based on past demand | |
| Forecasting through experimentation | |
| Forecasting through intentions and expert opinion | |
| Summary | |
| Case Study: Boeing | |
| Identifying Current And Future Competitive Positions | |
| Segmentation and positioning principles | |
| Principles of competitive positioning | |
| Principles of market segmentation | |
| The underlying premises of market segmentation | |
| Bases for segmenting markets | |
| Segmenting consumer markets | |
| Segmentingbusiness markets | |
| Identifying and describing market segments | |
| The benefits of segmenting markets | |
| Implementing market segmentation | |
| Summary | |
| Case Study: Internet Exchange | |
| Segmentation and positioning research | |
| A priori segmentation approaches | |
| Post-hoc/cluster-based segmentation approaches | |
| Qualitative approaches to positioning research | |
| Quantitative approaches to positioning research | |
| Summary | |
| Case Study: Asianet, Zee TV, Namaste and more | |
| Selecting market targets | |
| The process of market definition | |
| Defining how the market is segmente | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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