Marketing strategy and competitive positioning
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Marketing strategy and competitive positioning
FT Prentice Hall, 2008
4th ed
- pbk. : alk. paper
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注記
Includes bibliographical references (p. 572-598) and index
内容説明・目次
内容説明
Thoroughly updated with new examples and the latest research findings, this new edition also boasts updates case studies in each chapter, taken from recent editions of the Financial Times, that illustrate the practical implications of the issues raised.
目次
Preface
AcknowledgementsPART I MARKETING STRATEGY
CHAPTER 1
Market-led strategic management
1.1 The marketing concept and market orientation
1.2 The resource based view of marketing
1.3 Organizational Stakeholders
1.4 Marketing Fundamentals
1.5 The role of marketing in leading strategic management
1.6 Summary
Case Study: Psion
CHAPTER 2
Strategic marketing planning
2.1 Defining the Business Purpose or Mission
2.2 The Marketing Strategy Process
2.3 Establishing the Core Strategy
2.4 Creation of the competitive position
2.5 Implementation
2.6 Summary
Case Study: iPhone
PART II COMPTETIVE MARKET ANALYSIS
CHAPTER 3
The Changing Market Environment
3.1 A framework for macro-environmental analysis
3.2 The Economic and Political Environment
3.3 The Social and Cultural Environment
3.4 The Technological Environment
3.5 Changes in Marketing Infrastructure and Practices
3.6 New Strategies for Changing Macro-environments
3.7 The Five Forces Model of industry competition
3.8 The Product Life Cycle
3.9 Strategic groups
3.10 Industry evolution and forecasting
3.11 Environmental stability
3.12 SPACE analysis
3.13 The Advantage Matrix
3.14 Summary
Case Study: Virgin Megastore
Portfolio analysis
3.1 Portfolio planning
3.2 The Boston Consulting Group Growth-Share Matrix
3.3 Multi-factor approaches to portfolio modelling
3.4 The process of portfolio planning
3.5 Financial portfolio theory
3.6 Competence portfolio
3.7 Conclusions
CHAPTER 4
Customer analysis
4.1 What we need to know about customers
4.2 Marketing research
4.3 The marketing research process
4.4 Organising customer information
4.5 Summary
Case Study: Procter & Gamble
CHAPTER 5
Competitor analysis
5.1 Competitive benchmarking
5.2 The dimensions of competitor analysis
5.3 Choosing good competitors
5.4 Obtaining and disseminating competitive information
5.5 Summary
Case Study: Emap
CHAPTER 6
Understanding the Organisational Resource Base
6.1 Marketing Resources as the Foundation for Differentiation
6.2 Value Creating Disciplines
6.3 The resource-based view of the firm
6.4 Creating and exploiting marketing assets
6.5 Developing Marketing Capabilities
6.6 Dynamic Marketing Capabilities
6.7 Resource portfolios
6.8 Developing and exploiting resources
6.9 Summary
Case Study: Miele
CHAPTER 7
Forecasting future demand and market requirements
7.1 Forecasting what?
7.2 Forecasts based on current demand
7.3 Forecasts based on past demand
7.4 Forecasting through experimentation
7.5 Forecasting through intentions and expert opinion
7.6 Summary
Case Study: Boeing
PART III IDENTIFYING CURRENT AND FUTURE COMPETITIVE POSITIONS
CHAPTER 8
Segmentation and positioning principles
8.1 Principles of competitive positioning
8.2 Principles of market segmentation
8.3 The underlying premises of market segmentation
8.4 Bases for segmenting markets
8.5 Segmenting consumer markets
8.6 Segmenting business markets
8.7 Identifying and describing market segments
8.8 The benefits of segmenting markets
8.9 Implementing market segmentation
8.10 Summary
Case Study: Internet Exchange
CHAPTER 9
Segmentation and positioning research
9.1 A priori segmentation approaches
9.2 Post-hoc/cluster-based segmentation approaches
9.3 Qualitative approaches to positioning research
9.4 Quantitative approaches to positioning research
9.5 Summary
Case Study: Asianet, Zee TV, Namaste and more
CHAPTER 10
Selecting market targets
10.1 The process of market definition
10.2 Defining how the market is segmented
10.3 Determining market segment attractiveness
10.4 Determining current and potential strengths
10.5 Making market and segment choices
10.6 Alternative targeting strategies
10.7 Summary
Case Study: B&O
PART IV COMPETITIVE POSITIONING STRATEGIES
CHAPTER 11
Creating Sustainable Competitive Advantage
11.1 Using organisational resources to create sustainable competitive advantage
11.2 Generic routes to competitiv advantage
11.3 Achieving cost leadership
11.4 Achieving differentiation
11.5 Sustaining competitive advantage
11.6 Offensive and defensive competitive strategies
11.7 Summary
Case Study: Nokia
CHAPTER 12
Competing through the New Marketing Mix
12.1 The Market Offer
12.2 Pricing Strategies
12.3 Communications Strategies
12.4 Distribution Strategies
12.5 The Extended Marketing Mix - People, Processes and Physical Evidence
12.6 New Businesses and Business Models
12.7 Conclusions
Case Study: Tyrrell's
CHAPTER 13
Competing through innovation and new product development
13.1 New product success and failure
13.2 Planned innovation
13.3 The new product development process
13.4 Speeding new product development
13.5 Organising for new product development
13.6 Summary
Case Study: Gillette
CHAPTER 14
14.1 The goods and services spectrum
14.2 Relationship marketing
14.3 The three 'S's of customer service
14.4 Providing superior service
14.5 Measuring and monitoring customer satisfaction
14.6 Summary
Case Study: Pret a Manger
PART V: IMPLEMENTING THE STRATEGY
CHAPTER 15
Strategic customer management
15.1 Priorities for identifying strategic sales capabilities
15.2 The new and emerging competitive role for sales
15.3 The strategic sales organization
15.4 Strategic customer management tasks
15.5 Managing the customer portfolio
15.6 Dealing with dominant customers
15.7 Summary
Case Study: Xerox
CHAPTER 16
Strategic alliances and networks
16.1 The era of strategic collaboration
16.2 The drivers of collaboration strategies
16.3 Types of network
16.4 Alliances and partnerships
16.5 Strategic alliances as a competitive force
16.6 The risks in strategic alliances
16.7 Competing through strategic alliances
16.8 Conclusions
Case Study: Yahoo and eBay
CHAPTER 17
Strategy implementation and internal marketing
17.1 The strategy implementation challenge in marketing
17.2 The development of internal marketing
17.3 The scope of internal marketing
17.4 Planning for internal marketing
17.5 Cross-functional partnership as internal marketing
17.6 Conclusions
Case Study: British Airways
CHAPTER 18
Corporate Social Responsibility
18.1 Marketing Strategy and Corporate Social Responsibility
18.2 The Scope of Corporate Social Responsibility and Corporate Citizenship
18.3 The drivers of Corporate Social Responsibility initiatives
18.4 Defensive corporate social responsibility initiatives
18.5 Corporate Social Responsibility and competitive advantage
18.6 Summary
Case Study: Ballantyne, Smythson and others
CHAPTER 19
Twenty-first Century Marketing
19.1 The changing competitive arena
19.2 Fundamentals of strategy in a changing world
19.3 Competitive positioning strategies
19.4 Conclusions
Case Study: It's scary out there
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