Strategic Market Management, 9th Edition
ISBN: 9780470317242 | 0470317248
Edition: 9thFormat: Paperback
Publisher: Wiley
Pub. Date: 12/1/2009
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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.
Developing and implementing strategies today is very different than only a few decades ago; nearly all firms today operate in dynamic markets. Completely revised and updated, Aaker's best-selling book, Strategic Market Management, helps managers identify, implement, prioritize, and adapt market-driven business strate... MORE
Developing and implementing strategies today is very different than only a few decades ago; nearly all firms today operate in dynamic markets. Completely revised and updated, Aaker's best-selling book, Strategic Market Management, helps managers identify, implement, prioritize, and adapt market-driven business strate... MORE
| Strategic Market Management-An Introduction and Overview | p. 1 |
| What Is a Business Strategy? | p. 3 |
| Strategic Market Management | p. 10 |
| Marketing and Its Role in Strategy | p. 15 |
| Strategic Analysis | p. 19 |
| External and Customer Analysis | p. 21 |
| External Analysis | p. 21 |
| The Scope of Customer Analysis | p. 26 |
| Segmentation | p. 26 |
| ... MORE | p. 31 |
| Unmet Needs | p. 35 |
| Competitor Analysis | p. 40 |
| Identifying Competitors-Customer-Based Approaches | p. 41 |
| Identifying Competitors-Strategic Groups | p. 43 |
| Potential Competitors | p. 45 |
| Competitor Analysis-Understanding Competitors | p. 46 |
| Competitor Strengths and Weaknesses | p. 51 |
| Obtaining Information on Competitors | p. 57 |
| Market/Submarket Analysis | p. 59 |
| Dimensions of a Market/Submarket Analysis | p. 60 |
| Emerging Submarkets | p. 60 |
| Actual and Potential Market or Submarket Size | p. 63 |
| Market and Submarket Growth | p. 64 |
| Market and Submarket Profitability Analysis | p. 66 |
| Cost Structure | p. 69 |
| Distribution Systems | p. 70 |
| Market Trends | p. 70 |
| Key Success Factors | p. 72 |
| Risks in High-Growth Markets | p. 72 |
| Environmental Analysis and Strategic Uncertainty | p. 78 |
| Technology Trends | p. 80 |
| Consumer Trends | p. 82 |
| Government/Economic Trends | p. 87 |
| Dealing with Strategic Uncertainty | p. 91 |
| Impact Analysis-Assessing the Impact of Strategic Uncertainties | p. 91 |
| Scenario Analysis | p. 93 |
| Internal Analysis | p. 98 |
| Financial Performance-Sales and Profitability | p. 99 |
| Performance Measurement-Beyond Profitability | p. 102 |
| Strengths and Weaknesses | p. 106 |
| Threats and Opportunities | p. 107 |
| From Analysis to Strategy | p. 109 |
| Case Challenges for Part I | |
| Trends in Retailing | p. 111 |
| The Energy Bar Industry | p. 113 |
| Transformational Innovations | p. 116 |
| Creating, Adapting, And Implementing Strategy | p. 119 |
| Creating Advantage: Synergy and Commitment vs. Opportunism vs. Adaptability | p. 121 |
| The Sustainable Competitive Advantage | p. 122 |
| The Role of Synergy | p. 127 |
| Strategic Commitment, Opportunism, and Adaptability | p. 130 |
| Alternative Value Propositions | p. 140 |
| Business Strategy Challenges | p. 141 |
| Alternative Value Propositions | p. 143 |
| Superior Quality | p. 149 |
| Value | p. 154 |
| Building and Managing Brand Equity | p. 162 |
| Brand Awareness | p. 163 |
| Brand Loyalty | |
| Brand Associations | p. 66 |
| Brand Identity | p. 174 |
| Energizing the Business | p. 181 |
| Innovating the Offering | p. 182 |
| Energize the Brand and Marketing | p. 183 |
| Increasing the Usage of Existing Customers | p. 196 |
| Leveraging the Business | p. 201 |
| Which Assets and Competencies Can Be Leveraged? | p. 202 |
| Brand Extensions | p. 204 |
| Expanding the Scope of the Offering | p. 207 |
| New Markets | p. 209 |
| Evaluating Business Leveraging Options | p. 210 |
| The Mirage of Synergy | p. 212 |
| Creating New Businesses | p. 216 |
| The New Businesses | p. 217 |
| The Innovator's Advantage | p. 219 |
| Managing Category Perceptions | p. 221 |
| Creating New Business Arenas | p. 222 |
| From Ideas to Market | p. 227 |
| Global Strategies | p. 233 |
| Motivations Underlying Global Strategies | p. 234 |
| Standardization vs. Customization | p. 238 |
| Expanding the Global Footprint | p. 242 |
| Strategic Alliances | p. 245 |
| Global Marketing Management | p. 248 |
| Setting Priorities for Businesses and Brands-The Exit, Milk, and Consolidate Options | p. 251 |
| The Business Portfolio | p. 252 |
| Divestment or Liquidation | p. 254 |
| The Milk Strategy | p. 256 |
| Prioritizing and Trimming the Brand Portfolio | p. 261 |
| From Silos to Synergy-Harnessing the Organization | p. 269 |
| Silo Driven Problem-The Case of Marketing | p. 270 |
| Addressing the Silo Marketing Issues-Challenges and Solutions | p. 272 |
| Organizational Levers and Their Link to Stregegy | p. 273 |
| Structure | p. 274 |
| Systems | p. 276 |
| People | p. 279 |
| Culture | p. 282 |
| A Recap of Strategic Marketing Management | p. 285 |
| Case Challenges for Part II | p. 289 |
| Hobart Corporation | p. 289 |
| Dove | p. 291 |
| Competing Against Wal-Mart | p. 294 |
| Contemporary Art | p. 299 |
| Sony vs. iPod | p. 302 |
| Appendix: Planning Forms | p. 304 |
| Index | p. 319 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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