Strategic Market Management

by Aaker, David A.

• ISBN13: 9780471725541
• ISBN10: 0471725544
• Edition: 7th
• Format: Paperback
• Copyright: 2005-06-10
• Publisher: John Wiley & Sons Inc

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

Introduction and Overview	p. 1
Business Strategy: The Concept and Trends in Its Management	p. 3
What is a Business Strategy?	p. 4
Strategic Options	p. 9
Strategic Market Management: A Historical Perspective	p. 9
Strategic Market Management: Characteristics and Trends	p. 13
Why Strategic Market Management?	p. 16
Strategic Market Management: An Overview	p. 19
External Analysis	p. 21
Internal Analysis	p. 26
Creating a Vision for the Business	p. 28
Strategy Identification and Selection	p. 30
Selecting among Strategic Alternatives	p. 33
The Process	p. 35
Strategic Analysis	p. 37
External and Customer Analysis	p. 39
External Analysis	p. 39
The Scope of Customer Analysis	p. 44
Segmentation	p. 44
Customer Motivations	p. 48
Unmet Needs	p. 53
Competitor Analysis	p. 58
Identifying Competitors--Customer-Based Approaches	p. 59
Identifying Competitors--Strategic Groups	p. 61
Potential Competitors	p. 64
Competitor Analysis--Understanding Competitors	p. 65
Competitor Strengths and Weaknesses	p. 69
Obtaining Information on Competitors	p. 74
Market/Submarket Analysis	p. 78
Dimensions of a Market Analysis	p. 79
Actual and Potential Market Size	p. 82
Market and Submarket Growth	p. 83
Market and Submarket Profitability Analysis	p. 85
Cost Structure	p. 88
Distribution Systems	p. 89
Market Trends	p. 90
Key Success Factors	p. 91
Risks in High-Growth Markets	p. 91
Environmental Analysis and Strategic Uncertainty	p. 97
Dimensions of Environmental Analysis	p. 98
Dealing with Strategic Uncertainty	p. 105
Impact Analysis--Assessing the Impact of Strategic Uncertainties	p. 106
Scenario Analysis	p. 108
Internal Analysis	p. 113
Financial Performance--Sales and Profitability	p. 114
Performance Measurement--Beyond Profitability	p. 117
Determinants of Strategic Options	p. 121
From Analysis to Strategy	p. 123
Business Portfolio Analysis	p. 125
Case Challenges for Part II	p. 132
The Energy Bar Industry	p. 132
Competing against Wal-Mart	p. 135
Alternative Business Strategies	p. 139
Creating Advantage--Synergy and Vision versus Opportunism	p. 141
The Sustainable Competitive Advantage	p. 142
The Role of Synergy	p. 147
Strategic Vision versus Strategic Opportunism	p. 150
A Dynamic Vision	p. 156
Strategic Options	p. 162
Business Strategy Challenges	p. 163
Strategic Options	p. 165
The Quality Option	p. 169
Strategic Options: Value, Focus, and Innovation	p. 177
The Value Option	p. 177
Focus	p. 184
Innovation	p. 188
Global Strategies	p. 194
Motivations Underlying Global Strategies	p. 195
Standardization versus Customization	p. 200
Global Brand Management	p. 203
Strategic Alliances	p. 207
Strategic Positioning	p. 214
The Role of the Strategic Position	p. 215
Strategic Position Options	p. 222
Developing and Selecting a Strategic Position	p. 231
Case Challenges for Part III	p. 235
Hobart Corporation	p. 235
Xerox: the Early Days	p. 237
Growth Strategies	p. 241
Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Idea	p. 243
Growth in Existing Product Markets	p. 244
Product Development for the Existing Market	p. 249
Market Development Using Existing Products	p. 253
Vertical Integration Strategies	p. 254
The Big Idea	p. 258
Diversification	p. 262
Related Diversification	p. 263
The Mirage of Synergy	p. 268
Unrelated Diversification	p. 270
Entry Strategies	p. 275
Strategies in Declining and Hostile Markets	p. 281
Creating Growth in Declining Industries	p. 282
Be the Profitable Survivor	p. 284
Milk or Harvest	p. 285
Divestment or Liquidation	p. 287
Selecting the Right Strategy for the Declining Environment	p. 288
Hostile Markets	p. 291
Case Challenges for Part IV	p. 297
Dove	p. 297
Intel	p. 299
Implementation	p. 303
Organizational Issues	p. 305
A Conceptual Framework	p. 306
Structure	p. 306
Systems	p. 309
People	p. 311
Culture	p. 312
Obtaining Strategic Congruence	p. 315
Organizing for Innovation	p. 320
A Recap of Strategic Market Management	p. 322
Case Challenges for Part V	p. 326
Samsung Electronics	p. 326
Planning Forms	p. 329
Index	p. 343
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