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Strategic Marketing

ISBN: 9780072966343 | 0072966343
Edition: 8th
Format: Hardcover
Publisher: McGraw-Hill/Irwin
Pub. Date: 2/11/2005

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SummaryTable of Contents
Strategic Marketing 8/e by Cravens and Piercy is a text and casebook that discusses the concepts and processes for gaining the competitive advantage in the marketplace. The authors examine many components of a market-driven strategy, including technology, customer service, customer relationships, pricing, and the global economy. The text provides a strategic perspective and extends beyond the traditional focus on managing the marketing mix. The cases demonstrate how real companies build and implement effective strategies. Author David Cravens is well known in the marketing discipline and was the recipient of the Academy of Marketing Science's Outstanding Marketing Educator Award. Co-author Nigel Piercy, has a particular research interest in market-led strategic change and sales management, for which he has attracted academic and practitioner acclaim in the UK and USA.
PART ONE STRATEGIC MARKETING
1(70)
Market-Driven Strategy
1(19)
Market-Driven Strategy
... MORE2(1)
Characteristics of Market-Driven Strategies
2(1)
Why Pursue a Market-Driven Strategy?
3(1)
Becoming Market-Oriented
3(3)
Characteristics of Market Orientation
3(2)
Becoming a Market-Oriented Organization
5(1)
Distinctive Capabilities
6(4)
Identifying Distinctive Capabilities
8(1)
Types of Capabilities
9(1)
Value and Capabilities
10(1)
Creating Value for Customers
10(2)
Customer Value
11(1)
Providing Value to Customers
11(1)
Value Initiatives
11(1)
Becoming Market-Driven
12(2)
Market Sensing and Customer Linking Capabilities
13(1)
Aligning Structure and Processes
14(1)
Challenges of a New Era for Strategic Marketing
14(3)
Escalating Globalization
15(1)
Technology Diversity and Uncertainty
16(1)
Ethical Behavior and Social Responsiveness
17(1)
Summary
17(3)
Corporate, Business, and Marketing Strategy
20(51)
Corporate Strategy
22(6)
What Is Corporate Strategy?
22(1)
Organizational Change
22(2)
Components of Strategy
24(4)
Business and Marketing Strategy
28(2)
Developing the Strategic Plan for Each Business
28(1)
Business and Marketing Strategy Relationships
28(1)
Strategic Marketing
29(1)
Marketing Strategy Process
30(7)
Strategic Situation Analysis
30(2)
Designing Market-Driven Strategies
32(3)
Market-Focused Program Development
35(1)
Implementing and Managing Market-Driven Strategy
36(1)
Internet Strategy
37(2)
Major Force for Change
37(1)
Strategy and the Internet
38(1)
Preparing the Marketing Plan
39(3)
Planning Relationships and Frequency
39(1)
Planning Considerations
39(1)
Preparing the Marketing Plan
40(2)
Summary
42(3)
Appendix 2A Financial Analysis for Marketing Planning and Control
45(9)
Cases for Part One
54(17)
Case 1-1 Nokia Corp.
54(5)
Case 1-2 Charles Schwab Corp.
59(6)
Case 1-3 McKinsey & Co.
65(6)
PART TWO MARKETS, SEGMENTS, AND CUSTOMER VALUE
71(97)
Markets and Competitive Space
71(26)
Markets and Strategies
72(1)
Markets and Strategies Are Interlinked
72(1)
Value Migration
73(1)
Product-Market Scope and Structure
73(5)
Matching Needs with Product Benefits
74(1)
Determining Product-Market Boundaries and Structure
75(1)
Forming Product-Markets
76(2)
Illustrative Product-Market Structure
78(1)
Describing and Analyzing End Users
78(3)
Identifying and Describing Buyers
79(1)
How Buyers Make Choices
79(1)
Environmental Influences
80(1)
Building Customer Profiles
81(1)
Analyzing Competition
81(7)
Defining the Competitive Arena
82(4)
Key Competitor Analysis
86(2)
Anticipating Competitors' Actions
88(1)
Developing a Strategic Vision about the Future
88(2)
Phases of Competition
89(1)
Anticipating the Future
89(1)
Market Size Estimation
90(1)
Market Potential
90(1)
Sales Forecast
90(1)
Market Share
90(1)
Evaluating Market Opportunity
90(1)
Summary
91(3)
Appendix 3A Forecasting Guidelines
94(3)
Strategic Market Segmentation
97(27)
Segmentation and Market-Driven Strategy
99(3)
Market Segmentation and Value Opportunities
99(1)
Creating New Market Space
100(1)
Matching Value Opportunities and Capabilities
100(1)
Market Targeting and Strategic Positioning
100(2)
Selecting the Market to Be Segmented
102(1)
Market Segmentation Activities and Decisions
102(1)
Identifying Market Segments
102(6)
Purpose of Segmentation Variables
103(1)
Characteristics of People and Organizations
103(2)
Product Use Situation Segmentation
105(1)
Buyers' Needs and Preferences
105(2)
Purchase Behavior
107(1)
Forming Segments
108(8)
Requirements for Segmentation
109(2)
Approaches to Segment Identification
111(1)
Customer Group Identification
111(3)
Forming Groups Based on Response Differences
114(2)
Finer Segmentation Strategies
116(1)
Logic of Finer Segments
116(1)
Finer Segmentation Strategies
116(1)
Selecting the Segmentation Strategy
117(4)
Deciding How to Segment
117(1)
Strategic Analysis of Market Segments
118(3)
Summary
121(3)
Capabilities for Continuous Learning about Markets
124(44)
Market Orientation and Organizational Learning
125(5)
Market Orientation
125(1)
Learning about Markets
126(3)
Information, Analysis, and Action
129(1)
Marketing Research Information
130(8)
Collecting Existing Information
131(2)
Standardized Information Services
133(1)
Special Research Studies
134(4)
The Impact of the Internet on Marketing Information Costs and Availability
138(1)
Information Systems
138(4)
Management Information Systems
139(1)
Database Systems
140(1)
Decision-Support Systems
140(2)
Marketing Intelligence Systems and Knowledge Management
142(2)
Knowledge Management
142(1)
Role of the Chief Knowledge Officer
142(1)
Leveraging Customer Knowledge
143(1)
Ethical Issues in Collecting and Using Information
144(1)
Invasion of Customer Privacy
144(1)
Information and Ethics
144(1)
Summary
145(3)
Cases for Part Two
148(20)
Case 2-1 Wi-Fi
148(5)
Case 2-2 Nike Inc.
153(6)
Case 2-3 Campbell Soup Co.
159(3)
Case 2-4 Johnson & Johnson
162(6)
PART THREE DESIGNING MARKET-DRIVEN STRATEGIES
168(96)
Market Targeting and Strategic Positioning
168(21)
Market Targeting Strategy
168(3)
Targeting Alternatives
169(1)
Factors Influencing Targeting Decisions
170(1)
Targeting in Different Market Environments
171(6)
Emerging Markets
171(2)
Growth Market
173(1)
Strategies for Mature Markets
174(2)
Global Markets
176(1)
Positioning Strategy
177(3)
Selecting the Positioning Concept
179(1)
Developing the Positioning Strategy
180(2)
Scope of Positioning Strategy
180(1)
Marketing Program Decisions
180(2)
Determining Positioning Effectiveness
182(4)
Customer and Competitor Research
183(1)
Test Marketing
184(1)
Positioning Models
184(1)
Determining Positioning Effectiveness
184(1)
Positioning and Targeting Strategies
185(1)
Summary
186(3)
Strategic Relationships
189(32)
The Rationale for Interorganizational Relationships
190(8)
Value-Enhancing Opportunities
190(1)
Environmental Turbulence and Diversity
191(1)
Skill and Resource Gaps
192(4)
Examining the Potential for Collaborative Relationships
196(2)
Types of Organizational Relationships
198(8)
Customer-Supplier Relationships
198(1)
Distribution Channel Relationships
199(1)
End User Customer Relationships
200(2)
Strategic Alliances
202(2)
Joint Ventures
204(1)
Internal Partnering
205(1)
Developing Effective Relationships between Organizations
206(4)
Objective of the Relationship
206(2)
Relationship Management Guidelines
208(1)
Partnership Capabilities
209(1)
Control and Evaluation
209(1)
Global Relationships among Organizations
210(2)
The Strategic Role of Government
211(1)
Summary
212(3)
Appendix 7A Customer Relationship Management (CRM)
215(6)
Planning for New Products
221(43)
New-Product Planning as a Customer-Driven Process
221(5)
Types of New Products
222(1)
Finding Customer Value Opportunities
223(2)
Characteristics of Successful Innovators
225(1)
Steps in New-Product Planning
226(2)
Developing a Culture and Strategy for Innovation
226(1)
Developing Effective New-Product Planning Processes
227(1)
Responsibility for New-Product Planning
228(1)
Idea Generation
228(5)
Sources of Ideas
229(2)
Methods of Generating Ideas
231(2)
Screening, Evaluating, and Business Analysis
233(4)
Screening
233(1)
Concept Evaluation
234(2)
Business Analysis
236(1)
Product and Process Development
237(2)
Product Development Process
237(2)
Collaborative Development
239(1)
Marketing Strategy and Market Testing
239(4)
Marketing Strategy Decisions
241(1)
Market Testing Options
241(2)
New-Product Models
243(1)
Commercialization
243(1)
The Marketing Plan
244(1)
Monitoring and Control
244(1)
Variations in the Generic New-Product Planning Process
244(3)
Technology Push Processes
245(1)
Platform Products
245(1)
Process-Intensive Products
246(1)
Customized Products
246(1)
Proactive Cannibalization
246(1)
Summary
247(3)
Cases for Part Three
250(14)
Case 3-1 Samsung Electronics (A)
250(3)
Case 3-2 McDonald's Corp.
253(3)
Case 3-3 Apex Chemical Company
256(2)
Case 3-4 Cisco Systems Inc.
258(6)
PART FOUR MARKET-DRIVEN PROGRAM DEVELOPMENT
264(136)
Strategic Brand Management
264(28)
Challenges in Building Strong Brands
266(7)
Strategic Role of Brands
267(1)
Brand Management Challenges
268(1)
Brand Management Responsibility
268(4)
Strategic Brand Management
272(1)
Strategic Brand Analysis
273(4)
Tracking Brand Performance
273(1)
Product Life Cycle Analysis
274(1)
Product Grid Analysis
275(1)
Brand Positioning Analysis
275(1)
Other Analysis Methods
275(1)
Product Cannibalization
275(1)
Brand Equity
276(1)
Brand Identity Strategies
277(2)
Extending the Brand Identification Concept
278(1)
Value Proposition
278(1)
Brand Identity Options
278(1)
Identity Implementation
279(1)
Managing Products/Brands
279(8)
Strategies for Improving Product Performance
280(2)
Product Portfolio Modifications
282(1)
Strategies for Brand Strength
282(2)
Brand Leveraging Strategy
284(2)
Global Branding
286(1)
Internet Brands
286(1)
Managing the Brand Portfolio
287(1)
Summary
288(4)
Value-Chain Strategy
292(24)
Strategic Role of Distribution
293(5)
Distribution Functions
293(2)
Channels for Services
295(1)
Direct Distribution by Manufacturers
296(2)
Channel of Distribution Strategy
298(7)
Types of Distribution Channels
298(3)
Distribution Intensity
301(2)
Channel Configuration
303(1)
Selecting the Channel Strategy
304(1)
Strategies at Different Channel Levels
305(1)
Managing the Channel
305(4)
Channel Leadership
306(1)
Management Structure and Systems
306(1)
Physical Distribution Management
306(1)
Channel Relationships
306(1)
Channel Globalization
307(1)
Multichanneling
308(1)
Conflict Resolution
308(1)
Channel Performance
309(1)
Legal and Ethical Considerations
309(1)
International Channels
309(1)
Examining International Distribution Patterns
310(1)
Factors Affecting Channel Selection
310(1)
Supply Chain Management Issues
311(2)
Supply Chain Management
311(2)
Flexibility and Change
313(1)
Summary
313(3)
Pricing Strategy and Management
316(22)
Strategic Role of Price
317(4)
Price in the Positioning Strategy
317(2)
Pricing Situations
319(1)
Various Roles of Pricing
320(1)
Pricing Strategy
320(1)
Pricing Objectives
320(1)
Analyzing the Pricing Situation
321(7)
Customer Price Sensitivity
322(2)
Cost Analysis
324(2)
Competitor Analysis
326(2)
Legal and Ethical Considerations
328(1)
Selecting the Pricing Strategy
328(4)
How Much Flexibility Exists?
329(2)
Price Positioning and Visibility
331(1)
Illustrative Pricing Strategies
331(1)
Determining Specific Prices and Policies
332(3)
Determining Specific Prices
332(1)
Establishing Pricing Policy and Structure
333(1)
Special Pricing Situations
334(1)
Summary
335(3)
Promotion, Advertising, and Sales Promotion Strategies
338(22)
Promotion Strategy
339(8)
The Composition of Promotion Strategy
339(1)
Developing Promotion Strategy
340(2)
Communication Objectives
342(1)
Deciding the Role of the Promotion Components
343(1)
Determining the Promotion Budget
344(1)
Promotion Component Strategies
345(1)
Integrating and Implementing the Promotion Strategy
346(1)
Effectiveness of Promotion Strategy
347(1)
Advertising Strategy
347(7)
Setting Advertising Objectives and Budgeting
347(1)
Creative Strategy
348(2)
Media/Scheduling Decisions
350(1)
Role of the Advertising Agency
351(2)
Implementing the Advertising Strategy and Measuring Its Effectiveness
353(1)
Sales Promotion Strategy
354(3)
Nature and Scope of Sales Promotion
354(1)
Sales Promotion Activities
355(2)
Advantages and Limitations of Sales Promotion
357(1)
Sales Promotion Strategy
357(1)
Summary
357(3)
Sales Force, Internet, and Direct Marketing Strategies
360(40)
Developing and Implementing Sales Force Strategy
360(11)
The Role of Selling in Promotion Strategy
362(1)
Types of Sales Jobs
363(1)
Defining the Selling Process
364(1)
Sales Channels
365(1)
Designing the Sales Organization
366(3)
Managing the Sales Force
369(1)
Sales Force Evaluation and Control
370(1)
Internet Strategy
371(3)
Strategy Development
372(1)
Deciding Internet Objectives
372(1)
E-Commerce Strategy
373(1)
Value Opportunities and Risks
373(1)
Measuring Internet Effectiveness
374(1)
The Future of the Internet
374(1)
Direct Marketing Strategies
374(3)
Reasons for Using Direct Marketing
374(1)
Direct Marketing Methods
375(2)
Advantages of Direct Marketing
377(1)
Direct Marketing Strategy
377(1)
Summary
377(3)
Cases for Part Four
380(20)
Case 4-1 Planet Starbucks
380(5)
Case 4-2 Hennes & Mauritz
385(3)
Case 4-3 Dell Inc.
388(6)
Case 4-4 Sun Microsystems Inc. (A)
394(6)
PART FIVE IMPLEMENTING AND MANAGING MARKET-DRIVEN STRATEGIES
400(289)
Designing Market-Driven Organizations
400(22)
Considerations in Organization Design
401(7)
Strategy and Organization Design
401(1)
Organizational Change
401(1)
Hybrid, Process-Type Structures
402(1)
The Challenge of Integration
403(3)
Partnering with Other Organizations
406(1)
The Impact of the Internet on Organizational Design Decisions
407(1)
Organizational Design Options
408(7)
Traditional Designs
408(2)
Marketing's Corporate Role
410(1)
New Forms of Marketing Organizations
411(4)
Selecting an Organization Design
415(2)
Organizing Concepts
415(1)
Organizing the Sales Force
416(1)
Global Dimensions of Organizations
417(2)
Issues in Organizing Global Marketing Strategies
417(1)
Coordination and Communication
418(1)
Summary
419(3)
Marketing Strategy Implementation and Control
422(267)
The Marketing Plan
423(3)
How the Marketing Plan Guides Implementation
423(1)
Contents of the Marketing Plan
423(1)
Managing the Planning Process
424(2)
Implementing the Plan
426(7)
Implementation Process
427(1)
Improving Implementation
428(1)
Internal Marketing
429(1)
A Comprehensive Approach to Improving Implementation
430(1)
Internal Strategy-Structure Fit
431(1)
Developing a Market Orientation
432(1)
The Role of External Organization
433(1)
Strategic Evaluation and Control
433(6)
Customer Relationship Management
435(1)
Overview of Evaluation Activities
435(1)
The Strategic Marketing Audit
436(3)
Performance Criteria and Information Needs
439(3)
Selecting Performance Criteria and Measures
439(1)
Marketing Metrics
440(1)
Obtain and Analyze Information
441(1)
Performance Assessment and Action
442(3)
Opportunities and Performance Gaps
442(1)
Determining Normal and Abnormal Variability
443(1)
Deciding What Actions to Take
444(1)
Summary
445(3)
Cases for Part Five
448(19)
Case 5-1 Verizon Communications Inc.
448(5)
Case 5-2 General Motors Corp.
453(6)
Case 5-3 Yahoo! Inc.
459(5)
Case 5-4 PSA Peugeot Citroen SA
464(3)
PART SIX COMPREHENSIVE CASES
Cases for Part Six
467
Case 6-1 Microsoft Corp.
467(8)
Case 6-2 Samsung Electronics (B)
475(6)
Case 6-3 General Electric Appliances
481(9)
Case 6-4 Slendertone
490(11)
Case 6-5 Toyota
501(7)
Case 6-6 Pfizer, Inc., Animal Health Products
508(7)
Case 6-7 Capital
515(19)
Case 6-8 Dura-plast, Inc.
534(11)
Case 6-9 Wal-Mart
545(5)
Case 6-10 Blair Water Purifiers India
550(12)
Case 6-11 Murphy Brewery Ireland, Limited
562(12)
Case 6-12 Dairyland Seed Company
574(9)
Case 6-13 International Business Machines
583(6)
Case 6-14 L'Oreal Nederland B.V.
589(7)
Case 6-15 A.T. Kearney and the New ``Defining Entity''
596(9)
Case 6-16 Camar Automotive Hoist
605(7)
Case 6-17 Procter & Gamble Co.
612(8)
Case 6-18 Hewlett-Packard Co.
620(7)
Case 6-19 Nanophase Technologies Corporation
627(13)
Case 6-20 CUTCO International
640(11)
Case 6-21 Smith & Nephew---Innovex
651(13)
Case 6-22 Sun Microsystems (B)
664(6)
Case 6-23 Telus Mobility---What to Do with Mike
670(13)
Case 6-24 Tri-Cities Community Bank
683(6)
Case 6-25 Cima Mountaineering Inc.
689
Indexes
Name Index
Subject Index

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