"The concepts and frameworks presented in this book are invaluable for anyone seriously interested in marketing strategy or the management of strategies more generally. The fact that the text uses cases and examples throughout which focus on the UK and the rest of Europe is a huge bonus." --Scott G. Dacko, Associate Professor, Warwick Business School, University of Warwick "This book explains in a clear and concise way the strategic marketing tools and principles managers can use to drive the growth of their businesses. Written in an engaging style, it is replete with examples on how these…mehr
"The concepts and frameworks presented in this book are invaluable for anyone seriously interested in marketing strategy or the management of strategies more generally. The fact that the text uses cases and examples throughout which focus on the UK and the rest of Europe is a huge bonus." --Scott G. Dacko, Associate Professor, Warwick Business School, University of Warwick "This book explains in a clear and concise way the strategic marketing tools and principles managers can use to drive the growth of their businesses. Written in an engaging style, it is replete with examples on how these lessons might be used. I welcome this book and anticipate its wide use amongst practitioners and students alike." --Denis O'Brien, Chairman of Digicel The European edition of Strategic Market Management has been prepared with the objective of taking David Aaker's outstanding and well-established textbook and presenting it to a European audience. It retains the essence of the original text, in particular its accessibility and emphasis on practical action, while switching its focus to how the concepts and ideas contained in the book might be used by European managers. The European edition has also kept the compactness, which has made it so popular with graduate and executive students and managers, while retaining comprehensive and contemporary coverage of major and emerging themes in strategy. This book is essential reading for any management or business school course that focuses on the management of strategies. It is especially appropriate for marketing strategy, strategic management and business policy courses. The book is also designed to be used by managers who need to develop strategies or who run a small business and want to improve their strategy development and planning processes. The European edition provides: * A wealth of European examples and vignettes including cases on Tesco, Innocent, Dove, Neau, The Soft Drinks Market, Green & Blacks and Vodafone. * Revised coverage of topics such as brand equity, CRM, creating new market space, environmental scanning, consumer ethnography, webnography and feature fatigue. * A new base of five entrepreneurial thrusts that include, external analysis, sustainable competitive advantages, creating customer-oriented business strategies, investment decision and implementation. The book is accompanied by a website wileyeurope.com/college/aaker housing a web-based package of supplementary materials including, additional case studies, PowerPoint slides, a test bank, and a comprehensive instructors manual.
David A. Aaker is the E.T. Grether Professor of Marketing and Public Policy at the Haas School of Business, University of California at Berkeley. He has published over 100 articles and is the author of 13 books. Professor Aaker is part of the editorial boards of Marketing Science, Journal of Marketing, and Strategic Management Journal. He received the MIT Buck Weaver Award in 2004 for contributions to the advancement of theory and practice in marketing science. Dr Damien McLoughlin is Dean of the Michael Smurfit Graduate School of Business and in 2004 he was a visiting Professor in Marketing at the S.C. Johnson Graduate School of Management, Cornell University. His teaching is highly regarded and has been recognised with teaching awards from both the Smurfit and Quinn Schools of Business. He is also a member of the 4.5 Club for Teaching Excellence at Cornell. His research, teaching and consulting interests are in areas of strategic marketing, market making and B2B marketing. His work has been published in leading international journals such as the Journal of Business Research, Industrial Marketing Management and the European Journal of Marketing. He is a member of the editorial board of a number of leading marketing journals including Industrial Marketing Management. Professionally he has worked with leading international firms such as Alltech, Microsoft and Hewlett-Packard.
PART I INTRODUCTION AND OVERVIEW 1 Chapter 1 Business Strategy: The Concept and Trends in Its Management What is a Business Strategy? Strategic Options Strategic Market Management: Characteristics and Trends Why Strategic Market Management? Chapter 2 Strategic Market Management: An Overview External Analysis Internal Analysis Creating a Vision for the Business Strategy Identification and Selection Selecting among Strategic Alternatives The Process PART II STRATEGIC ANALYSIS Chapter 3 External and Customer Analysis External Analysis The Scope of Customer Analysis Segmentation Customer Motivations Unmet Needs Chapter 4 Competitor Analysis Identifying Competitors Customer Based Approaches Identifying Competitors Strategic Groups Potential Competitors Competitor Analysis Understanding Competitors Competitor Strengths and Weaknesses Obtaining Information on Competitors Chapter 5 Market/Submarket Analysis Dimensions of a Market Analysis Actual and Potential Market Size Market and Submarket Growth Market and Submarket Profitability Analysis Cost Structure Distribution Systems Market Trends Key Success Factors Risks in High Growth Markets Chapter 6 Environmental Analysis and Strategic Uncertainty Dimensions of Environmental Analysis Dealing with Strategic Uncertainty Impact Analysis Assessing the Impact of Strategic Uncertainties Scenario Analysis Chapter 7 Internal Analysis Financial Performance Sales and Profitability Performance Measurement Beyond Profitability Determinants of Strategic Options From Analysis to Strategy Business Portfolio Analysis Case Challenges for Part II The Soft Drinks Market Tesco PART III ALTERNATIVE BUSINESS STRATEGIES Chapter 8 Creating Advantage Synergy and Vision versus Opportunism The Sustainable Competitive Advantage The Role of Synergy Strategic Vision versus Strategic Opportunism A Dynamic Vision Chapter 9 Strategic Options: Quality and Brand Equity Business Strategy Challenges Strategic Options The Quality Option The Brand Equity Option Chapter 10 Strategic Options: Value, Focus, Innovation and Customer Relationships The Value Option The Focus Option The Innovation Option The Customer Relationship Option Chapter 11 Global Strategies Motivations Underlying Global Strategies Standardization versus Customization Global Brand Management Strategic Alliances Chapter 12 Strategic Positioning The Role of the Strategic Position Strategic Position Options Developing and Selecting a Strategic Position Case Challenges for Part III Bulmers Innocent PART IV GROWTH STRATEGIES Chapter 13 Growth Strategies: Penetration, Product Market Expansion, Vertical Integration, and the Big Idea Growth in Existing Product Markets Product Development for the Existing Market Market Development Using Existing Products Vertical Integration Strategies The Big Idea Chapter 14 Diversification Related Diversification The Mirage of Synergy Unrelated Diversification Entry Strategies Chapter 15 Strategies in Declining and Hostile Markets Creating Growth in Declining Industries Be the Profitable Survivor Milk or Harvest Divestment or Liquidation Selecting the Right Strategy for the Declining Environment Hostile Markets Case Challenges for Part IV Dove Green & Black's PART V IMPLEMENTATION Chapter 16 Organisational Issues A Conceptual Framework Structure Systems People Culture Obtaining Strategic Congruence Organizing for Innovation A Recap of Strategic Market Management Case Challenges for Part V Vodafone Index
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