Marketing Strategy and Competitive Positioning / Edition 3

Marketing Strategy and Competitive Positioning / Edition 3

by Graham J. Hooley, John A. Saunders, Nigel F. Piercy
     
 

ISBN-10: 0273655167

ISBN-13: 9780273655169

Pub. Date: 11/01/2003

Publisher: Pearson Education

Marketing Strategy and Competitive Positioning deals with the process of developing and implementing a marketing strategy. The third edition focuses on competitive positioning at the heart of marketing strategy and includes in-depth discussion of the processes used in marketing to achieve competitive advantage.

Overview

Marketing Strategy and Competitive Positioning deals with the process of developing and implementing a marketing strategy. The third edition focuses on competitive positioning at the heart of marketing strategy and includes in-depth discussion of the processes used in marketing to achieve competitive advantage.

Product Details

ISBN-13:
9780273655169
Publisher:
Pearson Education
Publication date:
11/01/2003
Edition description:
Older Edition
Pages:
622
Product dimensions:
6.78(w) x 9.22(h) x 1.36(d)

Table of Contents

Preface
Acknowledgements

PART 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 aboutcustomers
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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