Strategic Market Management / Edition 8

Strategic Market Management / Edition 8

by David A. Aaker
     
 

ISBN-10: 0470056231

ISBN-13: 9780470056233

Pub. Date: 03/09/2007

Publisher: Wiley

“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

Create successful strategies for today’s dynamic business

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Overview

“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

Create successful strategies for today’s dynamic business environment

It isn’t your Dad’s (or Mom’s) marketplace any more. Business environments once seemed quite stable and simple. Today, every market can be described as dynamic, and you need to adapt your strategies in order to counter the threats and maximize your opportunities.

The Eighth Edition of Strategic Market Management is designed to give you the strategic management tools you need to meet the challenges created by the dynamic nature of markets. Using a variety of concepts and methods such as strategic questions, portfolio models, and scenario analysis, the book outlines the five competencies that spark successful, ongoing strategizing:

Strategic analysis—With an emphasis on external market analysis, this new edition illustrates a structured approach to understanding the customer, the competitor, and important trends that you can apply to your strategic decision making

Stimulating and managing innovation—Understand different types of innovation and deal with the organizational challenges involved in bringing innovations to market

Managing multiple businesses—Know how to allocate resources towards businesses of the future and away from businesses that lack growth potential

Creating advantage—Take a long-term perspective to develop truly sustainable competitive advantages (SCAs)

Developing growth strategies—Gain the skills to energize, leverage, globalize the business, or create new businesses

Significantly revised, with a wealth of new and updated material, Strategic Market Management, 8th Edition remains the most authoritative guide to creating business strategies that will be relevant and compelling to customers, sustainable even in face of competitive attack, and maximize the assets and competencies of your organization.

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Product Details

ISBN-13:
9780470056233
Publisher:
Wiley
Publication date:
03/09/2007
Edition description:
Revised Edition
Pages:
336
Product dimensions:
6.02(w) x 9.09(h) x 0.43(d)

Related Subjects

Table of Contents

Chapter 1 Strategic Market Management-An Introduction and Overview 1

What Is a Business Strategy? 3

Strategic Market Management 10

Marketing and Its Role in Strategy 15

Part I Strategic Analysis 19

Chapter 2 External and Customer Analysis 21

External Analysis 21

The Scope of Customer Analysis 26

Segmentation 26

Customer Motivations 31

Unmet Needs 35

Chapter 3 Competitor Analysis 40

Identifying Competitors-Customer-Based Approaches 41

Identifying Competitors-Strategic Groups 43

Potential Competitors 45

Competitor Analysis-Understanding Competitors 46

Competitor Strengths and Weaknesses 51

Obtaining Information on Competitors 57

Chapter 4 Market/Submarket Analysis 59

Dimensions of a Market/Submarket Analysis 60

Emerging Submarkets 60

Actual and Potential Market or Submarket Size 63

Market and Submarket Growth 64

Market and Submarket Profitability Analysis 66

Cost Structure 69

Distribution Systems 70

Market Trends 70

Key Success Factors 72

Risks in High-Growth Markets 72

Chapter 5 Environmental Analysis and Strategic Uncertainty 78

Technology Trends 80

Consumer Trends 82

Government/Economic Trends 87

Dealing with Strategic Uncertainty 91

Impact Analysis-Assessing the Impact of Strategic Uncertainties 91

Scenario Analysis 93

Chapter 6 Internal Analysis 98

Financial Performance-Sales and Profitability 99

Performance Measurement-Beyond Profitability 102

Strengths and Weaknesses 106

Threats and Opportunities 107

From Analysis to Strategy 109

Case Challenges for Part I

Trends in Retailing 111

The Energy Bar Industry 113

Transformational Innovations 116

Part II Creating, Adapting, And ImplementingStrategy 119

Chapter 7 Creating Advantage: Synergy and Commitment vs. Opportunism vs. Adaptability 121

The Sustainable Competitive Advantage 122

The Role of Synergy 127

Strategic Commitment, Opportunism, and Adaptability 130

Chapter 8 Alternative Value Propositions 140

Business Strategy Challenges 141

Alternative Value Propositions 143

Superior Quality 149

Value 154

Chapter 9 Building and Managing Brand Equity 162

Brand Awareness 163

Brand Loyalty

Brand Associations 66

Brand Identity 174

Chapter 10 Energizing the Business 181

Innovating the Offering 182

Energize the Brand and Marketing 183

Increasing the Usage of Existing Customers 196

Chapter 11 Leveraging the Business 201

Which Assets and Competencies Can Be Leveraged? 202

Brand Extensions 204

Expanding the Scope of the Offering 207

New Markets 209

Evaluating Business Leveraging Options 210

The Mirage of Synergy 212

Chapter 12 Creating New Businesses 216

The New Businesses 217

The Innovator's Advantage 219

Managing Category Perceptions 221

Creating New Business Arenas 222

From Ideas to Market 227

Chapter 13 Global Strategies 233

Motivations Underlying Global Strategies 234

Standardization vs. Customization 238

Expanding the Global Footprint 242

Strategic Alliances 245

Global Marketing Management 248

Chapter 14 Setting Priorities for Businesses and Brands-The Exit, Milk, and Consolidate Options 251

The Business Portfolio 252

Divestment or Liquidation 254

The Milk Strategy 256

Prioritizing and Trimming the Brand Portfolio 261

Chapter 15 From Silos to Synergy-Harnessing the Organization 269

Silo Driven Problem-The Case of Marketing 270

Addressing the Silo Marketing Issues-Challenges and Solutions 272

Organizational Levers and Their Link to Stregegy 273

Structure 274

Systems 276

People 279

Culture 282

A Recap of Strategic Marketing Management 285

Case Challenges for Part II 289

Hobart Corporation 289

Dove 291

Competing Against Wal-Mart 294

Contemporary Art 299

Sony vs. iPod 302

Appendix: Planning Forms 304

Index 319

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