Strategic Market Management, 8th Edition

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

• ISBN13: 9780470056233
• ISBN10: 0470056231
• Edition: 8th
• Format: Paperback
• Copyright: 2007-03-01
• 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. He is a leading expert on brand strategy and strategic marketing and is the author of over seven books for both the practitioner and the student of marketing.

Table of Contents

Strategic Market Management-An Introduction and Overview	p. 1
What Is a Business Strategy?	p. 3
Strategic Market Management	p. 10
Marketing and Its Role in Strategy	p. 14
Strategic Analysis	p. 17
External and Customer Analysis	p. 19
External Analysis	p. 19
The Scope of Customer Analysis	p. 24
Segmentation	p. 24
Customer Motivations	p. 29
Unmet Needs	p. 33
Competitor Analysis	p. 38
Identifying Competitors-Customer-Based Approaches	p. 39
Identifying Competitors-Strategic Groups	p. 41
Potential Competitors	p. 44
Competitor Analysis-Understanding Competitors	p. 44
Competitor Strengths and Weaknesses	p. 48
Obtaining Information on Competitors	p. 55
Market/Submarket Analysis	p. 58
Dimensions of a Market Analysis	p. 59
Emerging Submarkets	p. 59
Actual and Potential Market Size	p. 62
Market and Submarket Growth	p. 64
Market and Submarket Profitability Analysis	p. 66
Cost Structure	p. 69
Distribution Systems	p. 70
Market Trends	p. 70
Key Success Factors	p. 71
Risks in High-Growth Markets	p. 72
Environmental Analysis and Strategic Uncertainty	p. 78
Technology Trends	p. 80
Consumer Trends	p. 82
Government/Economic Trends	p. 87
Dealing with Strategic Uncertainty	p. 88
Impact Analysis-Assessing the Impact of Strategic Uncertainties	p. 89
Scenario Analysis	p. 90
Internal Analysis	p. 95
Financial Performance-Sales and Profitability	p. 96
Performance Measurement-Beyond Profitability	p. 98
Strengths and Weaknesses	p. 102
Threats and Opportunities	p. 103
From Analysis to Strategy	p. 105
Case Challenges for Part I	p. 108
Trends in Retailing	p. 108
The Energy Bar Industry	p. 110
Competing Against Wal-Mart	p. 113
Creating, Adapting, and Implementing Strategy	p. 117
Creating Advantage, Synergy, and Strategic Philosophies	p. 119
The Sustainable Competitive Advantage	p. 120
The Role of Synergy	p. 125
Strategic Philosophies	p. 127
Alternative Value Propositions	p. 138
Business Strategy Challenges	p. 139
Alternative Value Propositions	p. 141
Superior Quality	p. 146
Value	p. 150
Building and Managing Brand Equity	p. 157
Brand Awareness	p. 158
Brand Loyalty	p. 159
Brand Associations	p. 161
The Brand Identity	p. 168
Energizing the Business	p. 176
Energizing the Business	p. 177
Increasing Product Usage	p. 178
Branded Differentiators	p. 182
Branded Energizers	p. 185
Leveraging the Business	p. 193
Which Assets and Competencies Can Be Leveraged?	p. 194
Brand Extensions	p. 196
Expanding the Scope of the Offering	p. 199
New Markets	p. 200
Evaluating Business Leveraging Options	p. 201
The Mirage of Synergy	p. 203
Creating New Businesses	p. 208
The New Business	p. 209
The Innovators Advantage	p. 211
Managing Category Perceptions	p. 213
Creating New Business Arenas	p. 214
From Ideas to Market	p. 218
Global Strategies	p. 223
Motivations Underlying Global Strategies	p. 224
Expanding the Global Footprint	p. 227
Standardization vs. Customization	p. 230
Global Brand Management	p. 233
Strategic Alliances	p. 236
Setting Priorities for Businesses and Brands-The Exit, Milk, and Consolidate Options	p. 242
The Business Portfolio	p. 243
Divestment or Liquidation	p. 245
The Milk Strategy	p. 249
Prioritizing and Trimming the Brand Portfolio	p. 251
Organizational Issues	p. 259
A Conceptual Framework	p. 260
Structure	p. 260
Systems	p. 263
People	p. 264
Culture	p. 266
Obtaining Strategic Congruence	p. 269
The New Corporate CMO: Getting Traction	p. 273
A Recap of Strategic Market Management	p. 276
Case Challenges for Part II	p. 280
Hobart Corporation	p. 280
Xerox: The Early Days	p. 282
Dove	p. 286
Transformational Innovations	p. 289
Samsung Electronics Intel	p. 291
Planning Forms	p. 294
Index	p. 309
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