Strategic market management
著者
書誌事項
Strategic market management
J. Wiley, c2005
7th ed
- : pbk
大学図書館所蔵 全17件
注記
Includes index
内容説明・目次
内容説明
'Unquestionably the most comprehensive treatment available on the subject. I found this book unique in its capacity to benefit executives, planning staff, and students of strategy alike' - Robert L. Joss, Dean of the Graduate School of Business, Stanford University. This book is the leading authority - now revised! Completely revised and updated, David Aaker's authoritative book approaches strategy development from an external perspective driven by a structured analysis of customers, competitors, market trends, and the broader environment. It shows how to build on strategic analysis to create business strategies that will be relevant and compelling to customers, sustainable to competitive attack, and draw on assets and competencies of the organization.Additional topics such as strategic investment, strategic positioning, growth options, global strategies, and organization building provide guidance to strategists.
Highlights of this Seventh Edition include: Seven new cases include: The Energy Bar Industry; Competing against Wal-Mart; Xerox: The Early Years; Hobart; Dove; Intel; and, Samsung Electronics; new discussion questions, more than 65 in all, make the text an even more valuable classroom tool; new and revised coverage of such timely topics as emerging submarkets and the relevance challenge, the distinction between fads and trends, disruptive vs. sustaining innovation, and more; and, an emphasis on creating customer-oriented business strategies with a value proposition that is relevant, meaningful, and sustainable.
目次
- PART I: INTRODUCTION AND OVERVIEW.Chapter 1: Business Strategy: The Concept and Trends in Its Management.Chapter 2: Strategic Market Management: An Overview.PART II: STRATEGIC ANALYSIS.Chapter 3: External and Customer Analysis.Chapter 4: Competitor Analysis.Chapter 5: Market/Submarket Analysis.Chapter 6: Environmental Analysis and Strategic Uncertainty.Chapter 7: Internal Analysis.Case Challenges for Part II: The Energy Bar Industry, Competing against Wal-Mart.PART III: ALTERNATIVE BUSINESS STRATEGIES.Chapter 8: Creating Advantage: Synergy and Vision vs. Opportunism.Chapter 9: Strategic Options.Chapter 10: Strategic Options: Value, Focus & Innovation.Chapter 11: Global Strategies.Chapter 12: Strategic Positioning.Case Challenges for Part III: Xerox: The Early Years, Hobart.PART IV: GROWTH STRATEGIES.Chapter 13: Growth Strategies: Penetration, Product-Market Expansion
- Vertical Integration and the Big Idea.Chapter 14: D iversification.Chapter 15: Strategies in Declining and Hostile Markets.Case Challenges for Part IV: Dove, Intel.PART V: Implementation.Chapter 16: Organizational Issues.Case Challenge for Part V: Samsung Electronics.Appendix: Planning Forms.Index.
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