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Strategic Market Management / Edition 9

Strategic Market Management / Edition 9

by David A. Aaker


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Strategic Market Management / Edition 9

Using concrete structures and processes, the Ninth Edition shows how to understand market dynamics and firm strengths to create winning, doable business strategies and to cope with uncertainty.

Showing paths to growth including energizing the business, extending the business, creating new businesses, and going global, Strategic Market Management remains an ideal reference for both marketing students and practitioners.

The Ninth Edition puts new emphasis on a customer perspective, maintaining that today more than over, marketing strategies must be perceived as having real value for their prospects. The author expands on the role of corporate responsibility in energizing the business and fostering internal cooperation and communication.

Features of the Ninth Edition include:

New strategies for rejuvenating business

Ways to overcome corporate barriers to cooperation and communication

New case studies that relate the material to real-world issues

Product Details

ISBN-13: 2900470317241
Publisher: Wiley
Publication date: 12/30/2009
Edition description: Older Edition
Pages: 352
Product dimensions: 6.00(w) x 1.25(h) x 9.00(d)

About the Author

David Aaker is professor of Marketing, Emeritus at the Haas School of Business, University of California Berkeley.  He is a leading expert on brand strategy and strategic marketing.  He is the author of over seven books for both the practioner and the student of marketing.

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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