Strategic Market Management, 5th Edition

by David A. Aaker (Univ. of California, Berkeley)

• ISBN13: 9780471177432
• ISBN10: 0471177431
• Edition: 5th
• Format: Paperback
• Copyright: 1999-01-01
• Publisher: Wiley

Summary

It isn't your Dad's (or Mom's) marketplace any more. Business environments once seemed quite stable and simple. Today, every market can be described as dynamic, and you need to adapt your strategies in order to counter the threats and maximize your opportunities.

Author Biography

David Aaker is professor of Marketing, Emeritus at the Haas School of Business, University of California Berkeley

Table of Contents

PART 1 INTRODUCTION AND OVERVIEW	3	(36)
Chapter 1 Business Strategy: The Concept and Trends in Its Management	3	(15)
What Is a Business Strategy?	4	(2)
Strategic Thrusts--The Search for SCAs	6	(2)
A Strategic Business Unit	8	(1)
Strategic Market Management: A Historical Perspective	8	(4)
Strategic Market Management: Characteristics and Trends	12	(3)
Why Strategic Market Management?	15	(3)
Chapter 2 Strategic Market Management: An Overview	18	(21)
External Analysis	19	(6)
Internal Analysis	25	(2)
Creating a Vision for the Business	27	(2)
Strategy Identification and Selection	29	(3)
Selecting Among Strategic Alternatives	32	(2)
The Process	34	(5)
PART 2 STRATEGIC ANALYSIS	39	(102)
Chapter 3 External Analysis Overview and Customer Analysis	39	(19)
External Analysis	39	(5)
The Scope of Customer Analysis	44	(1)
Segmentation	44	(5)
Customer Motivations	49	(4)
Unmet Needs	53	(5)
Chapter 4 Competitor Analysis	58	(20)
Identifying Competitors--Customer-Based Approaches	59	(2)
Identifying Competitors--Strategic Groups	61	(3)
Potential Competitors	64	(1)
Competitor Analysis-Understanding Competitors	64	(5)
Competitor Strengths and Weaknesses	69	(5)
Obtaining Information on Competitors	74	(4)
Chapter 5 Market Analysis	78	(20)
Dimensions of a Market Analysis	79	(1)
Actual and Potential Market Size	80	(1)
Market Growth	81	(3)
Market Profitability Analysis	84	(3)
Cost Structure	87	(1)
Distribution Systems	88	(1)
Market Trends	89	(1)
Key Success Factors--Bases of Competition	90	(2)
Risks in High-Growth Markets	92	(6)
Chapter 6 Environmental Analysis and Dealing with Strategic Uncertainty	98	(16)
Dimensions of Environmental Analysis	99	(6)
Forecasting Environmental Trends and Events	105	(2)
Dealing with Strategic Uncertainty	107	(1)
Impact Analysis--Assessing the Impact of Strategic Uncertainties	107	(2)
Scenario Analysis	109	(5)
Chapter 7 Internal Analysis	114	(27)
Shareholder Value Analysis	115	(2)
Financial Performance--Sales and Profitability	117	(4)
Performance Measurement--Beyond Profitability	121	(4)
Determinants of Strategic Options	125	(3)
From Analysis to Strategy	128	(2)
Business Portfolio Analysis	130	(5)
Appendix: The Analysis of Financial Resources	135	(6)
PART 3 ALTERNATIVE BUSINESS STRATEGIES	141	(136)
Chapter 8 Obtaining a Sustainable Competitive Advantage	141	(22)
The Sustainable Competitive Advantage	141	(6)
The Role of Synergy	147	(2)
Strategic Vision versus Strategic Opportunism	149	(7)
A Dynamic Vision	156	(7)
Chapter 9 Differentiation Strategies	163	(18)
Successful Differentiation Strategies	164	(2)
The Quality Option	166	(6)
Building Strong Brands	172	(9)
Chapter 10 Obtaining an SCA-Low Cost, Focus, and the Preemptive Move	181	(22)
Low-Cost Strategies	181	(9)
Focus Strategies	190	(4)
The Preemptive Move	194	(9)
Chapter 11 Growth Strategies: Penetration, Product-Market Expansion, and Vertical Integration	203	(19)
Growth in Existing Product Markets	204	(5)
Product Development for the Existing Market	209	(4)
Market Development Using Existing Products	213	(1)
Vertical Integration Strategies	214	(8)
Chapter 12 Diversification	222	(17)
Related Diversification	223	(6)
Unrelated Diversification	229	(5)
Entry Strategies	234	(5)
Chapter 13 Strategies in Declining and Hostile Markets	239	(16)
Creating Growth in Declining Industries	240	(2)
Be the Profitable Survivor	242	(1)
Milk or Harvest	243	(2)
Divestment or Liquidation	245	(1)
Selecting the Right Strategy for the Declining Environment	246	(3)
Hostile Markets	249	(6)
Chapter 14 Global Strategies	255	(22)
Motivations Underlying Global Strategies	256	(4)
Standardization versus Customization	260	(7)
Strategic Alliances	267	(10)
PART 4 IMPLEMENTATION AND THE PLANNING PROCESS	277	(30)
Chapter 15 Implementing the Strategy	277	(17)
A Conceptual Framework	278	(1)
Structure	278	(3)
Systems	281	(1)
People	282	(1)
Culture	283	(3)
Obtaining Strategic Congruence	286	(4)
Organizing for Innovation	290	(4)
Chapter 16 Formal Planning Systems	294	(13)
The Formal Planning System	294	(4)
Pitfalls of a Formal Planning System	298	(3)
Modifying a Planning System-A Case Study	301	(3)
Getting Started	304	(3)
Appendix Planning Forms	307	(14)
Index	321