| |
| |
| Preface | |
| |
| |
| About the Author | |
| |
| |
| Case Grid | |
| |
| |
| |
| Strategic Marketing Planning and Market Orientation | |
| |
| |
| Introduction | |
| |
| |
| Marketing Strategy as a Means of Creating Customer Value | |
| |
| |
| The Strategic Marketing Planning Process | |
| |
| |
| Corporate Vision, Mission, and Goals | |
| |
| |
| Corporate Strategy | |
| |
| |
| Market Definition and Situational Analysis | |
| |
| |
| Business-Level Strategy | |
| |
| |
| Marketing Strategy Development | |
| |
| |
| Implementation and Control | |
| |
| |
| Competing on the Edge | |
| |
| |
| Deliberate Versus Emergent Strategies | |
| |
| |
| Strategic Marketing Planning in Market-Oriented Firms | |
| |
| |
| Customer Orientation | |
| |
| |
| Competitor Orientation | |
| |
| |
| Interfunctional Coordination | |
| |
| |
| Major Trends Affecting Marketing Strategy Formulation | |
| |
| |
| Globalization | |
| |
| |
| Marketing Convergence | |
| |
| |
| Triple Bottom Line | |
| |
| |
| Chapter Summary | |
| |
| |
| Review and Discussion Questions | |
| |
| |
| Critical Thinking and Application Questions | |
| |
| |
| Notes | |
| |
| |
| Appendix | |
| |
| |
| Outline of a Marketing Plan | |
| |
| |
| |
| Defining and Assessing Markets | |
| |
| |
| Introduction | |
| |
| |
| Strategic Markets | |
| |
| |
| Multidimensional Scope of Strategic Markets | |
| |
| |
| Served Markets | |
| |
| |
| Dynamic Nature of Markets | |
| |
| |
| Assessing Market Attractiveness | |
| |
| |
| Market Factors | |
| |
| |
| Industry Factors | |
| |
| |
| Methods for Defining Markets | |
| |
| |
| Hierarchical Markets | |
| |
| |
| Strategic Groups | |
| |
| |
| NAICS System | |
| |
| |
| Managerial Judgment | |
| |
| |
| Substitution in Use | |
| |
| |
| Brand Switching | |
| |
| |
| Cross-Elasticity of Demand | |
| |
| |
| Estimating Market Potential | |
| |
| |
| Methods for Estimating Market Potential | |
| |
| |
| Chapter Summary | |
| |
| |
| Review and Discussion Questions | |
| |
| |
| Critical Thinking and Application Questions | |
| |
| |
| Notes | |
| |
| |
| |
| Situational Analysis and Strategic Approaches | |
| |
| |
| Introduction | |
| |
| |
| Situational Analysis | |
| |
| |
| Internal Analysis | |
| |
| |
| Strengths and Weaknesses | |
| |
| |
| External Analysis | |
| |
| |
| Opportunities and Threats | |
| |
| |
| Developing the SWOT MatrixC | |
| |
| |
| onstruction of the SWOT Matrix | |
| |
| |
| Pitfalls of SWOT Analysis | |
| |
| |
| Marketing Objectives | |
| |
| |
| Collecting External Information | |
| |
| |
| Competitor Analysis | |
| |
| |
| Competitor Strengths and Weaknesses | |
| |
| |
| Competitor Objectives and Strategies | |
| |
| |
| Competitive Intelligence | |
| |
| |
| Chapter Summary | |
| |
| |
| Review and Discussion Questions | |
| |
| |
| Critical Thinking and Application Questions | |
| |
| |
| Notes | |
| |
| |
| |
| Competitive Advantage and Competitive Strategies | |
| |
| |
| Introduction | |
| |
| |
| The Resource-Based View of the Firm | |
| |
| |
| Distinctive Competencies | |
| |
| |
| Valuable Resources | |
| |
| |
| Rare Resources | |
| |
| |
| Imperfectly Imitable | |
| |
| |
| Lack of Strategically Equivalent Resources | |
| |
| |
| Complementary Assets | |
| |
| |
| Dynamic Competencies | |
| |
| |
| Competitive Advantage and Competitive Strategy | |
| |
| |
| Porters Generic Strategies | |
| |
| |
| Cost Leadership | |
| |
| |
| Differentiation | |
| |
| |
| Stuck in the Middle | |
| |
| |
| Value Disciplines | |
| |
| |
| Operational Excellence | |
| |
| |
| Product Leadership | |
| |
| |
| Customer Intimacy | |
| |
| |
| Chapter Summary | |
| |
| |
| Review and Discussion Questions | |
| |
| |
| Critical Thinking and Application Questions | |
| |
| |
| Notes | |
| |
| |
| |
| Market Segmentation and Target Marketing | |
| |
| |
| Introduction | |
| |
| |
| Market Segmentation as a Core Organizational Process | |
| |
| |
| Selecting a Segmentation Basis | |
| |
| |
| Segmenting Consumer Markets | |
| |
| |
| Segmenting Business Markets | |
| |
| |
| Segmenting for New and Existing Products | |
| |
| |
| Segmenting for New Products | |
| |
| |
| Segmenting for Existing Products | |
| |
| |
| Creativity in Market Segmentation | |
| |
| |
| Evaluating Segment Attractiveness | |
| |
| |
| Size and Growth | |
| |
| |
| Profitability | |
| |
| |
| Accessibility | |
| |
| |
| Corporate Vision, Mission, and Goals | |
| |
| |
| Competitive Intensity | |
| |
| |
| Distinctive Competencies | |
| |
| |
| Segment Interrelationships | |
| |
| |
| The Segment Attractiveness-Company Capabilities Matrix | |
| |
| |
| Target Marketing Strategies | |
| |
| |
| Undifferentiated Strategy | |
| |
| |
| Single-Segment Strategy | |
| |
| |
| Multiple-Segment Strategy | |
| |
| |
| Mass-Customization Strategy | |
| |
| |
| Sequenced-Entry Strategy | |
| |
| |
| Chapter Summary | |
| |
| |
| Review and Discussion Questions | |
| |
| |
| Critical Thinking and Application Questions | |
| |
| |
| Notes | |
| |
| |
| |
| Strategic Positioning | |
| |
| |
| Introduction | |
| |
| |
| Defining Strategic Positioning | |
| |
| |
| Strategic Positioning Versus Operational Effectiveness | |
| |
| |
| Types of Strategic Positioning | |
| |
| |
| Tangible Attribute Positioning | |
| |
| |
| Intangible Attribute Positioning | |
| |
| |
| The Strategic Positioning Process | |
| |
| |
| |
| Identify Direct and Indirect Competitors | |
| |
| |
| |
| Identify Determinant Attributes or Benefits | |
| |
| |
| |
| Determine Customers Perceptions | |
| |
| |
| |
| Select a P | |