Market-Led Strategic Change: Transforming the Process of Going to Market [NOOK Book]

Overview

The fourth edition of the best seller, Market-Led Strategic ...
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Market-Led Strategic Change: Transforming the Process of Going to Market

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Overview

The fourth edition of the best seller, Market-Led Strategic Change, confronts the real issues companies face in going to market effectively and profitably, including:
* corporate social responsibility
* marketing under siege
* dominant customers and much else besides.

In his witty and direct style, Nigel Piercy takes into account state-of-the-art thinking, including nine new case studies providing invaluable lessons from global firms:
* Tata
* EMI and the music business
* Cloud computing
* IBM
* BAA
* Rover cars
* Tesco in the USA
* Mittal and global steel
* One-Laptop-Per-Child.

The book confronts the critical issues now faced in strategic marketing:
* escalating customer demands driving the imperative for superior value
* totally integrated marketing to deliver customer value
* the diffusion of Internet-related issues throughout marketing
* managing processes like planning and budgeting to achieve effective implementation

At once pragmatic, cutting-edge and thought-provoking, Market-Led Strategic Change is essential reading for all managers, students and lecturers seeking a definitive guide to the demands and challenges of strategic marketing in the 21st century.

Tutor Resource pack available at textbooks.elsevier.com
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Editorial Reviews

From the Publisher
Reviews of the previous editions:

'Provides management with a number of tools and techniques to help implement marketing effectively so that customer considerations and satisfaction are put at the top of the management agenda. A very practical manual, full of good useful advice...I enjoyed reading it.'
Professor John O'Shaugnessy, Professor Emeritus of Business, Columbia University, New York

'I was looking for new insights, needless to say I was not disappointed...an outstanding contribution.'
Professor P Rajan Varadarajan, Distinguished Professor of Marketing and Ford Chair in Marketing and E-Commerce, Texas A&M University

'Aimed at the reflective practitioner who wants to get things done, Market-Led Strategic Change demonstrates the author's ability to combine systematic analysis with practical advice for action. It is rich in practical examples from the author's own experience and research.'
Professor Evert Gummesson, Professor of Marketing, University of Stockholm

‘Virtually all the recent work on competitiveness and competitive success...confirms that 'it ain't what you do, it's the way that you do it'. In his new pragmatic and practitioner-oriented book Nigel Piercy provides usable insights and advice on how to establish, develop, deliver and sustain long-term customer satisfaction which can be the only guaranteed road to survival and success.'
Professor Michael J Baker, Professor Emeritus of Marketing, University of Strathclyde
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Product Details

Meet the Author

Nigel F. Piercy BA, MA, PhD, FCIM is Professor of Marketing and Strategy at Warwick Business School in the University of Warwick, UK. He has also been visiting professor at Texas Christian University, the Fuqua School of Business at Duke University in North Carolina, the Columbia Graduate School of Business in New York, and at the University of California, Berkeley. He was previously Professor of Strategic Marketing and Head of the Marketing Group at Cranfield School of Management. For several years he was the Sir Julian Hodge Professor of Marketing and Strategy at Cardiff University. He has managerial experience in retailing and was in business planning with Nycomed Amersham plc. He has extensive experience as a consultant and management workshop speaker and facilitator with many organizations throughout the world, specializing in the issues of market strategy planning and implementation. Recent client companies have included: KPMG, British Telecom, Allied Dunbar, Ford Cellular, AT&T, Honeywell, AIB Group, ICL, IMI, Scottish Widows, AMEY, Novar, Yellow Pages, and other smaller companies. He has worked with managers and management students in the UK, Europe, the USA, the Far East, and South Africa. He has been a Vice Chair of the American Marketing Association’s Marketing Strategy Special Interest Group, and a Vice Chair with the Academy of Marketing Science. His research interests span several areas related to the development of marketing implementation strategy - such as marketing planning and budgeting, internal marketing and marketing organization - and he is currently focusing on a number of projects related to sales organization effectiveness and the sales/marketing interface. Professor Piercy has published sixteen books and has some 200 articles and papers in the management literature throughout the world. Among other awards and prizes, he was the UK Marketing Author of the Year for three years, and has published papers in the Journal of Market

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Table of Contents

PART I: THE IMPACT OF CUSTOMER VALUE IMPERATIVES; Chapter 1. New Marketing; Chapter 2. The Customer is always right-handed; Chapter 3. New marketing meets old marketing; Chapter 4. Value-based marketing strategy; Case 1 Tata, But Definitely Not Goodbye; Case 2 Strangling the Fat Lady at EMI; Case 3 The Clouds Raining on the Computer Business; PART II: DEVELOPING A VALUE-BASED MARKETING STRATEGY; Chapter 5. Strategic thinking; Chapter 6. Market sensing and learning strategy; Chapter 7. Strategic market choices and targets; Chapter 8. Customer value strategy and positioning; Chapter 9. Strategic Relationships and networks; Case 4 Big Blue Gets Transparent; Case 5 Oh, the Tangled Web They Weave at BAA; Case 6 The Wild, Wild Rover; PART III. PROCESSES FOR MANAGING STRATEGIC TRANSFORMATION; Chapter 10. Strategic Gaps; Chapter 11. Organization and processes for change; Chapter 12. Implementation process; Case 7 Tesco - Fresh & Queasy in the USA; Case 8 When the Peddle Hits the Mittall; Case 8 One-Laptop-Per-Child Stirs Up the Grown-Ups
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