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Strategic Market Management

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  • Edition: 7th
  • Format: Paperback
  • Copyright: 2005-06-10
  • Publisher: John Wiley & Sons Inc
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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

Introduction and Overviewp. 1
Business Strategy: The Concept and Trends in Its Managementp. 3
What is a Business Strategy?p. 4
Strategic Optionsp. 9
Strategic Market Management: A Historical Perspectivep. 9
Strategic Market Management: Characteristics and Trendsp. 13
Why Strategic Market Management?p. 16
Strategic Market Management: An Overviewp. 19
External Analysisp. 21
Internal Analysisp. 26
Creating a Vision for the Businessp. 28
Strategy Identification and Selectionp. 30
Selecting among Strategic Alternativesp. 33
The Processp. 35
Strategic Analysisp. 37
External and Customer Analysisp. 39
External Analysisp. 39
The Scope of Customer Analysisp. 44
Segmentationp. 44
Customer Motivationsp. 48
Unmet Needsp. 53
Competitor Analysisp. 58
Identifying Competitors--Customer-Based Approachesp. 59
Identifying Competitors--Strategic Groupsp. 61
Potential Competitorsp. 64
Competitor Analysis--Understanding Competitorsp. 65
Competitor Strengths and Weaknessesp. 69
Obtaining Information on Competitorsp. 74
Market/Submarket Analysisp. 78
Dimensions of a Market Analysisp. 79
Actual and Potential Market Sizep. 82
Market and Submarket Growthp. 83
Market and Submarket Profitability Analysisp. 85
Cost Structurep. 88
Distribution Systemsp. 89
Market Trendsp. 90
Key Success Factorsp. 91
Risks in High-Growth Marketsp. 91
Environmental Analysis and Strategic Uncertaintyp. 97
Dimensions of Environmental Analysisp. 98
Dealing with Strategic Uncertaintyp. 105
Impact Analysis--Assessing the Impact of Strategic Uncertaintiesp. 106
Scenario Analysisp. 108
Internal Analysisp. 113
Financial Performance--Sales and Profitabilityp. 114
Performance Measurement--Beyond Profitabilityp. 117
Determinants of Strategic Optionsp. 121
From Analysis to Strategyp. 123
Business Portfolio Analysisp. 125
Case Challenges for Part IIp. 132
The Energy Bar Industryp. 132
Competing against Wal-Martp. 135
Alternative Business Strategiesp. 139
Creating Advantage--Synergy and Vision versus Opportunismp. 141
The Sustainable Competitive Advantagep. 142
The Role of Synergyp. 147
Strategic Vision versus Strategic Opportunismp. 150
A Dynamic Visionp. 156
Strategic Optionsp. 162
Business Strategy Challengesp. 163
Strategic Optionsp. 165
The Quality Optionp. 169
Strategic Options: Value, Focus, and Innovationp. 177
The Value Optionp. 177
Focusp. 184
Innovationp. 188
Global Strategiesp. 194
Motivations Underlying Global Strategiesp. 195
Standardization versus Customizationp. 200
Global Brand Managementp. 203
Strategic Alliancesp. 207
Strategic Positioningp. 214
The Role of the Strategic Positionp. 215
Strategic Position Optionsp. 222
Developing and Selecting a Strategic Positionp. 231
Case Challenges for Part IIIp. 235
Hobart Corporationp. 235
Xerox: the Early Daysp. 237
Growth Strategiesp. 241
Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Ideap. 243
Growth in Existing Product Marketsp. 244
Product Development for the Existing Marketp. 249
Market Development Using Existing Productsp. 253
Vertical Integration Strategiesp. 254
The Big Ideap. 258
Diversificationp. 262
Related Diversificationp. 263
The Mirage of Synergyp. 268
Unrelated Diversificationp. 270
Entry Strategiesp. 275
Strategies in Declining and Hostile Marketsp. 281
Creating Growth in Declining Industriesp. 282
Be the Profitable Survivorp. 284
Milk or Harvestp. 285
Divestment or Liquidationp. 287
Selecting the Right Strategy for the Declining Environmentp. 288
Hostile Marketsp. 291
Case Challenges for Part IVp. 297
Dovep. 297
Intelp. 299
Implementationp. 303
Organizational Issuesp. 305
A Conceptual Frameworkp. 306
Structurep. 306
Systemsp. 309
Peoplep. 311
Culturep. 312
Obtaining Strategic Congruencep. 315
Organizing for Innovationp. 320
A Recap of Strategic Market Managementp. 322
Case Challenges for Part Vp. 326
Samsung Electronicsp. 326
Planning Formsp. 329
Indexp. 343
Table of Contents provided by Ingram. All Rights Reserved.

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