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Strategic market management

Author: Aaker, David A. ; McLoughlin, DamienPublisher: Wiley, 2007.Edition: European ed.Language: EnglishDescription: 354 p. ; 22 cm.ISBN: 0470059869Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HF5415.13 .A35 2007
(Browse shelf)
001222474
Available 001222474
Total holds: 0

Includes bibliographical references and index

Digitized

Strategic Market Management Contents Preface Acknowledgments ix xiii PART ONE INTRODUCTION AND OVERVIEW 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? 1 3 4 10 10 14 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 17 18 23 26 28 31 33 PART TWO STRATEGIC ANALYSIS Chapter 3 External and Customer Analysis External Analysis The Scope of Customer Analysis Segmentation Customer Motivations Unmet Needs 35 37 37 41 42 46 50 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 56 57 59 62 63 67 73 Chapter 5 Market Analysis Dimensions of a Market Analysis Actual and Potential Market Size Market and Submarket Growth 76 77 80 81 vi Contents Market and Submarket Profitability Analysis Cost Structure Distribution Systems Market Trends Key Success Factors Risks in High-Growth Markets 83 86 87 87 89 89 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 95 96 103 103 106 Chapter 7 Internal Analysis Financial Performance -- Sales and Profitability Performance Measurement -- Beyond Profitability Determinants of Strategic Options From Analysis to Strategy Business Portfolio Analysis The BCG Growth-share Matrix 111 112 115 119 121 123 124 Case Challenges for Part Two The Soft Drinks Market Tesco 130 136 134 PART THREE ALTERNATIVE BUSINESS STRATEGIES 139 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 141 141 147 149 156 Chapter 9 Strategic Options: Quality and Brand Equity Business Strategy Challenges Strategic Options The Quality Option The Brand Equity Option 162 163 165 167 172 Chapter 10 Strategic Options: Value, Focus, Innovation and Customer Relationships The Value Option Focus Innovation The Customer Relationship Option 184 184 192 195 199 Contents vii Chapter 11 Global Strategies Motivations Underlying Global Strategies Indicators that Strategies should be Global What Country to Enter? Standardisation Versus Customisation Global Brand Management Strategic Alliances 206 207 209 210 211 215 218 Chapter 12 Strategic Positioning The Role of the Strategic Position Strategic Position Options Developing and Selecting a Strategic Position 225 226 233 242 Case Challenges for Part Three Neau Innocent 247 247 250 PART FOUR 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 255 257 259 264 267 269 273 Chapter 14 Diversification Related Diversification The Mirage of Synergy Unrelated Diversification Entry Strategies 277 278 283 285 290 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 296 297 299 300 302 303 306 Case Challenges for Part Four Dove Green and Black's 312 312 315 viii Contents PART FIVE IMPLEMENTATION ISSUES Chapter 16 Organisational Issues A Conceptual Framework Structure Systems People Culture Obtaining Strategic Congruence Organising for Innovation A Recap of Strategic Market Management 319 321 322 323 325 327 329 331 336 339 Case Challenges for Part V Vodafone 342 342 345 Index

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