Market-Led Strategic Change: Transforming the Process of Going to Market

by Piercy, Nigel F.

• ISBN13: 9780750643825
• ISBN10: 075064382X
• Edition: 2nd
• Format: Paperback
• Copyright: 2000-06-01
• Publisher: Butterworth-Heinemann (Sd)

Summary

'..the best guide I've seen to creating a market-led company.' Professor Philip Kotler, S C Johnson & Son Distinguished Professor of International Marketing, Northwestern University, USA The second edition of Market-Led Strategic Change builds on the massive success of the first edition, popular with lecturers and students alike, presenting an innovative approach to solving an old problem: making marketing happen! This book will help you get back to basics. You will confront critical questions in the organization of marketing, understanding the nature of the marketplace, how the critical processes of marketing planning and budgeting are managed, and the crucial element of ensuring commitment where it matters most. A wealth of case studies are included showing how marketing strategy is carried out in practice. Includes chapter on the link between market strategy and the sales organization Includes 12 case studies showing how marketing is done Includes worksheets for segmenting markets, making market choices, analysing market mission, developing market sensing, evaluating sales operations and new diagnostics

Author Biography

Nigel F. Piercy is the Sir Julian Hodge Professor of Marketing and Strategy, Cardiff Business School, Cardiff University

Table of Contents

About the author	vii
Preface to the second edition	ix
What readers said about market-Led Strategic Change	xiii
PART I THE CUSTOMER IMPERATIVE
Whatever happened to marketing? It sort of went away into a corner and sulked	3	(24)
Managing customer satisfaction: Do we really care about creating long-term customer satisfaction?	27	(35)
Achieving customer focus: What do we do if we do care?	62	(75)
Avis Europe Ltd	100	(18)
CIGNA Employee Benefits	118	(8)
Ford Cellular Systems	126	(11)
PART II WHAT GOING TO MARKET IS ABOUT: DEFINING THE STRATEGIC PATHWAY
Market strategy: The market -- Definition, segmentation and choices	137	(41)
Market strategy: The value proposition -- Market mission, competitive differentiation and marketing assets and brands	178	(56)
Market strategy: The key relationships -- Customers, competitors, collaborators and co-workers	234	(36)
Planning marketing: What do we need to do to get from strategy to a plan?	270	(53)
Allied Dunbar	295	(8)
IBM (UK)	303	(9)
Virgin	312	(11)
PART III THE REAL ISSUES TO MANAGE IN GOING TO MARKET
Marketing programmes and actions: But do we ever think our marketing through?	323	(28)
Organization for marketing: Do we organize to make it happen, or don't use, and what happens next?	351	(36)
Information and intelligence for marketing: From market research to market sensing	387	(42)
Marketing planning process: How do we create plans with `ownership' to make things happen?	429	(43)
Budgeting for marketing: How do we resource marketing to make it happen?	472	(18)
Managing the sales organization: Driving market-led strategy into selling operations	490	(77)
Daewoo Cars	530	(11)
Trolley wars	541	(14)
British Airways	555	(12)
PART IV MAKING MARKET STRATEGY HAPPEN
Implementing market strategies and the role of strategic internal marketing: Turning market strategies and plans into effective marketing action	567	(52)
An agenda for market-led strategic change: What are our real problems in the process of going to market?	619	(38)
Lion Machines Ltd	628	(7)
The OPUS Partnership: Otis plc and Nokia Mobile Phones	635	(12)
Swallow Stores Ltd	647	(10)
Index	657