Strategic Market Management
European Edition
1. Edition January 2007
368 Pages, Softcover
Wiley & Sons Ltd
"The concepts and frameworks presented in this book are invaluable for anyone seriously interested in marketing strategy or the management of strategies more generally. The fact that the text uses cases and examples throughout which focus on the UK and the rest of Europe is a huge bonus."
--Scott G. Dacko, Associate Professor, Warwick Business School, University of Warwick
"This book explains in a clear and concise way the strategic marketing tools and principles managers can use to drive the growth of their businesses. Written in an engaging style, it is replete with examples on how these lessons might be used. I welcome this book and anticipate its wide use amongst practitioners and students alike."
--Denis O'Brien, Chairman of Digicel
The European edition of Strategic Market Management has been prepared with the objective of taking David Aaker's outstanding and well-established textbook and presenting it to a European audience. It retains the essence of the original text, in particular its accessibility and emphasis on practical action, while switching its focus to how the concepts and ideas contained in the book might be used by European managers. The European edition has also kept the compactness, which has made it so popular with graduate and executive students and managers, while retaining comprehensive and contemporary coverage of major and emerging themes in strategy.
This book is essential reading for any management or business school course that focuses on the management of strategies. It is especially appropriate for marketing strategy, strategic management and business policy courses. The book is also designed to be used by managers who need to develop strategies or who run a small business and want to improve their strategy development and planning processes.
The European edition provides:
* A wealth of European examples and vignettes including cases on Tesco, Innocent, Dove, Neau, The Soft Drinks Market, Green & Blacks and Vodafone.
* Revised coverage of topics such as brand equity, CRM, creating new market space, environmental scanning, consumer ethnography, webnography and feature fatigue.
* A new base of five entrepreneurial thrusts that include, external analysis, sustainable competitive advantages, creating customer-oriented business strategies, investment decision and implementation.
The book is accompanied by a website wileyeurope.com/college/aaker housing a web-based package of supplementary materials including, additional case studies, PowerPoint slides, a test bank, and a comprehensive instructors manual.
Chapter 1 Business Strategy: The Concept and Trends in Its Management
What is a Business Strategy?
Strategic Options
Strategic Market Management: Characteristics and Trends
Why Strategic Market Management?
Chapter 2 Strategic Market Management: An Overview
External Analysis
Internal Analysis
Creating a Vision for the Business
Strategy Identification and Selection
Selecting among Strategic Alternatives
The Process
PART II STRATEGIC ANALYSIS
Chapter 3 External and Customer Analysis
External Analysis
The Scope of Customer Analysis
Segmentation
Customer Motivations
Unmet Needs
Chapter 4 Competitor Analysis
Identifying Competitors--Customer-Based Approaches
Identifying Competitors--Strategic Groups
Potential Competitors
Competitor Analysis--Understanding Competitors
Competitor Strengths and Weaknesses
Obtaining Information on Competitors
Chapter 5 Market/Submarket Analysis
Dimensions of a Market Analysis
Actual and Potential Market Size
Market and Submarket Growth
Market and Submarket Profitability Analysis
Cost Structure
Distribution Systems
Market Trends
Key Success Factors
Risks in High-Growth Markets
Chapter 6 Environmental Analysis and Strategic Uncertainty
Dimensions of Environmental Analysis
Dealing with Strategic Uncertainty
Impact Analysis--Assessing the Impact of Strategic Uncertainties
Scenario Analysis
Chapter 7 Internal Analysis
Financial Performance--Sales and Profitability
Performance Measurement--Beyond Profitability
Determinants of Strategic Options
From Analysis to Strategy
Business Portfolio Analysis
Case Challenges for Part II
The Soft Drinks Market
Tesco
PART III ALTERNATIVE BUSINESS STRATEGIES
Chapter 8 Creating Advantage--Synergy and Vision versus Opportunism
The Sustainable Competitive Advantage
The Role of Synergy
Strategic Vision versus Strategic Opportunism
A Dynamic Vision
Chapter 9 Strategic Options: Quality and Brand Equity
Business Strategy Challenges
Strategic Options
The Quality Option
The Brand Equity Option
Chapter 10 Strategic Options: Value, Focus, Innovation and Customer Relationships
The Value Option
The Focus Option
The Innovation Option
The Customer Relationship Option
Chapter 11 Global Strategies
Motivations Underlying Global Strategies
Standardization versus Customization
Global Brand Management
Strategic Alliances
Chapter 12 Strategic Positioning
The Role of the Strategic Position
Strategic Position Options
Developing and Selecting a Strategic Position
Case Challenges for Part III
Bulmers
Innocent
PART IV GROWTH STRATEGIES
Chapter 13 Growth Strategies: Penetration, Product-Market Expansion,
Vertical Integration, and the Big Idea
Growth in Existing Product Markets
Product Development for the Existing Market
Market Development Using Existing Products
Vertical Integration Strategies
The Big Idea
Chapter 14 Diversification
Related Diversification
The Mirage of Synergy
Unrelated Diversification
Entry Strategies
Chapter 15 Strategies in Declining and Hostile Markets
Creating Growth in Declining Industries
Be the Profitable Survivor
Milk or Harvest
Divestment or Liquidation
Selecting the Right Strategy for the Declining Environment
Hostile Markets
Case Challenges for Part IV
Dove
Green & Black's
PART V IMPLEMENTATION
Chapter 16 Organisational Issues
A Conceptual Framework
Structure
Systems
People
Culture
Obtaining Strategic Congruence
Organizing for Innovation
A Recap of Strategic Market Management
Case Challenges for Part V
Vodafone
Index
Dr Damien McLoughlin is Dean of the Michael Smurfit Graduate School of Business and in 2004 he was a visiting Professor in Marketing at the S.C. Johnson Graduate School of Management, Cornell University. His teaching is highly regarded and has been recognised with teaching awards from both the Smurfit and Quinn Schools of Business. He is also a member of the 4.5 Club for Teaching Excellence at Cornell.
His research, teaching and consulting interests are in areas of strategic marketing, market making and B2B marketing. His work has been published in leading international journals such as the Journal of Business Research, Industrial Marketing Management and the European Journal of Marketing. He is a member of the editorial board of a number of leading marketing journals including Industrial Marketing Management. Professionally he has worked with leading international firms such as Alltech, Microsoft and Hewlett-Packard.
