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Strategic Market Management, 10th Edition

Book Description

Marketing professionals need to be able to adapt new strategies in order to keep their companies relevant. Aaker walks them through the strategic challenges created by the dynamic nature of today's markets. Strategic Market Management, 10th Edition emphasizes a customer perspective and the fact that every strategy should have a value proposition that is meaningful to the customers. Sections are included on energizing the business and how to overcome the barriers that powerful organization silos create to inhibit cooperation and communication. Specific case studies delve into real world and engaging issues.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. PREFACE
  5. CONTENTS
  6. CHAPTER ONE: Strategic Market Management—An Introduction and Overview
    1. WHAT IS A BUSINESS STRATEGY?
    2. A BUSINESS STRATEGY
    3. STRATEGIC MARKET MANAGEMENT
    4. MARKETING AND ITS ROLE IN STRATEGY
  7. PART ONE: STRATEGIC ANALYSIS
    1. CHAPTER TWO: External and Customer Analysis
      1. EXTERNAL ANALYSIS
      2. THE SCOPE OF CUSTOMER ANALYSIS
      3. SEGMENTATION
      4. CUSTOMER MOTIVATIONS
      5. UNMET NEEDS
    2. CHAPTER THREE: Competitor Analysis
      1. IDENTIFYING COMPETITORS—CUSTOMER-BASED APPROACHES
      2. IDENTIFYING COMPETITORS—STRATEGIC GROUPS
      3. POTENTIAL COMPETITORS
      4. COMPETITOR ANALYSIS—UNDERSTANDING COMPETITORS
      5. COMPETITOR STRENGTHS AND WEAKNESSES
      6. THE COMPETITIVE STRENGTH GRID
      7. OBTAINING INFORMATION ON COMPETITORS
    3. CHAPTER FOUR: Market/Submarket Analysis
      1. DIMENSIONS OF A MARKET/SUBMARKET ANALYSIS
      2. EMERGING SUBMARKETS
      3. ACTUAL AND POTENTIAL MARKET OR SUBMARKET SIZE
      4. MARKET AND SUBMARKET GROWTH
      5. MARKET AND SUBMARKET PROFITABILITY ANALYSIS
      6. COST STRUCTURE
      7. DISTRIBUTION SYSTEMS
      8. MARKET TRENDS
      9. KEY SUCCESS FACTORS
      10. RISKS IN HIGH-GROWTH MARKETS
    4. CHAPTER FIVE: Environmental Analysis and Strategic Uncertainty
      1. TECHNOLOGY TRENDS
      2. CONSUMER TRENDS
      3. GOVERNMENT/ECONOMIC TRENDS
      4. DEALING WITH STRATEGIC UNCERTAINTY
      5. IMPACT ANALYSIS—ASSESSING THE IMPACT OF STRATEGIC UNCERTAINTIES
      6. SCENARIO ANALYSIS
    5. CHAPTER SIX: Internal Analysis
      1. FINANCIAL PERFORMANCE AND PROFITABILITY
      2. PERFORMANCE MEASUREMENT BEYOND PROFITABILITY
      3. STRENGTHS AND WEAKNESSES
      4. THREATS AND OPPORTUNITIES
      5. FROM ANALYSIS TO STRATEGY
    6. CASE CHALLENGES FOR PART I
      1. TRENDS IN RETAILING
      2. THE ENERGY BAR INDUSTRY
      3. TRANSFORMATIONAL INNOVATIONS
      4. ENVIRONMENTAL TRENDS THAT MATTER
  8. PART TWO: CREATING, ADAPTING, AND IMPLEMENTING STRATEGY
    1. CHAPTER SEVEN: Creating Advantage: Synergy and Commitment vs. Opportunism vs. Adaptability
      1. THE SUSTAINABLE COMPETITIVE ADVANTAGE
      2. THE ROLE OF SYNERGY
      3. STRATEGIC COMMITMENT, OPPORTUNISM, AND ADAPTABILITY
    2. CHAPTER EIGHT: Alternative Value Propositions
      1. BUSINESS STRATEGY CHALLENGES
      2. ALTERNATIVE VALUE PROPOSITIONS
      3. SUPERIOR QUALITY
      4. VALUE
    3. CHAPTER NINE: Building and Managing Brand Equity
      1. BRAND AWARENESS
      2. BRAND LOYALTY
      3. BRAND ASSOCIATIONS
      4. BRAND IDENTITY
    4. CHAPTER TEN: Toward a Strong Brand Relationship
      1. UNDERSTANDING AND PRIORITIZING BRAND TOUCHPOINTS
      2. FOCUSING ON THE CUSTOMER'S SWEET SPOT
      3. HOW TO CREATE OR FIND A CUSTOMER SWEET SPOT
      4. GET BEYOND FUNCTIONAL BENEFITS
      5. BROADENING THE CONCEPT OF A BRAND
    5. CHAPTER ELEVEN: Energizing the Business
      1. INNOVATING THE OFFERING
      2. ENERGIZING THE BRAND AND MARKETING
      3. INCREASING THE USAGE OF EXISTING CUSTOMERS
    6. CHAPTER TWELVE: Leveraging the Business
      1. WHICH ASSETS AND COMPETENCIES CAN BE LEVERAGED?
      2. BRAND EXTENSIONS
      3. EXPANDING THE SCOPE OF THE OFFERING
      4. NEW MARKETS
      5. EVALUATING BUSINESS LEVERAGING OPTIONS
      6. THE MIRAGE OF SYNERGY
    7. CHAPTER THIRTEEN: Creating New Businesses
      1. CREATE “MUST HAVES,” RENDERING COMPETITORS IRRELEVANT
      2. THE INNOVATOR'S ADVANTAGE
      3. MANAGING CATEGORY PERCEPTIONS
      4. CREATING NEW BUSINESS ARENAS
      5. FROM IDEAS TO MARKET
    8. CHAPTER FOURTEEN: Global Strategies
      1. MOTIVATIONS UNDERLYING GLOBAL STRATEGIES
      2. STANDARDIZATION VS. CUSTOMIZATION
      3. EXPANDING THE GLOBAL FOOTPRINT
      4. STRATEGIC ALLIANCES
      5. GLOBAL MARKETING MANAGEMENT
    9. CHAPTER FIFTEEN: Setting Priorities for Businesses and Brands—The Exit, Milk, and Consolidate Options
      1. THE BUSINESS PORTFOLIO
      2. DIVESTMENT OR LIQUIDATION
      3. THE MILK STRATEGY
      4. PRIORITIZING AND TRIMMING THE BRAND PORTFOLIO
    10. CHAPTER SIXTEEN: From Silos to Synergy—Harnessing the Organization
      1. SILO-DRIVEN PROBLEMS—THE CASE OF MARKETING
      2. ADDRESSING THE SILO MARKETING ISSUES—CHALLENGES AND SOLUTIONS
      3. ORGANIZATIONAL LEVERS AND THEIR LINK TO STRATEGY
      4. STRUCTURE
      5. SYSTEMS
      6. PEOPLE
      7. CULTURE
      8. A RECAP OF STRATEGIC MARKET MANAGEMENT
    11. CASE CHALLENGES FOR PART II
      1. HOBART CORPORATION
      2. DOVE
      3. COMPETING AGAINST WAL-MART
      4. WEGMANS
      5. COSTCO
      6. CONTEMPORARY ART
      7. SONY VS. iPOD
  9. APPENDIX: Planning Forms
  10. INDEX