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| Preface | |
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| Acknowledgements | |
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| Marketing Strategy | |
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| Market-led strategic management | |
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| The marketing concept and market orientation | |
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| The resource based view of marketing | |
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| Organizational Stakeholders | |
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| Marketing Fundamentals | |
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| The role of marketing in leading strategic management | |
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| Summary | |
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| Case Study: Psion | |
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| Strategic marketing planning | |
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| Defining the Business Purpose or Mission | |
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| The Marketing Strategy Process | |
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| Establishing the Core Strategy | |
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| Creation of the competitive position | |
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| Implementation | |
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| Summary | |
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| Case Study: iPhone | |
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| Comptetive Market Analysis | |
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| The Changing Market Environment | |
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| A framework for macro-environmental analysis | |
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| The Economic and Political Environment | |
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| The Social and Cultural Environment | |
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| The Technological Environment | |
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| Changes in Marketing Infrastructure and Practices | |
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| New Strategies for Changing Macro-environments | |
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| The Five Forces Model of industry competition | |
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| The Product Life Cycle | |
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| Strategic groups | |
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| Industry evolution and forecasting | |
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| Environmental stability | |
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| SPACE analysis | |
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| The Advantage Matrix | |
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| Summary | |
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| Case Study: Virgin MegastorePortfolio analysis | |
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| Portfolio planning | |
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| The Boston Consulting Group Growth-Share Matrix | |
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| Multi-factor approaches to portfolio modelling | |
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| The process of portfolio planning | |
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| Financial portfolio theory | |
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| Competence portfolio | |
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| Conclusions | |
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| Customer analysis | |
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| What we need to know about customers | |
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| Marketing research | |
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| The marketing research process | |
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| Organisingcustomer information | |
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| Summary | |
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| Case Study: Procter & Gamble | |
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| Competitor analysis | |
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| Competitive benchmarking | |
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| The dimensions of competitor analysis | |
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| Choosing good competitors | |
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| Obtaining and disseminating competitive information | |
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| Summary | |
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| Case Study: Emap | |
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| Understanding the Organisational Resource Base | |
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| Marketing Resources as the Foundation for Differentiation | |
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| Value Creating Disciplines | |
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| The resource-based view of the firm | |
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| Creating and exploiting marketing assets | |
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| Developing Marketing Capabilities | |
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| Dynamic Marketing Capabilities | |
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| Resource portfolios | |
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| Developing and exploiting resources | |
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| Summary | |
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| Case Study: Miele | |
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| Forecasting future demand and market requirements | |
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| Forecasting what? | |
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| Forecasts based on current demand | |
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| Forecasts based on past demand | |
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| Forecasting through experimentation | |
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| Forecasting through intentions and expert opinion | |
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| Summary | |
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| Case Study: Boeing | |
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| Identifying Current And Future Competitive Positions | |
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| Segmentation and positioning principles | |
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| Principles of competitive positioning | |
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| Principles of market segmentation | |
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| The underlying premises of market segmentation | |
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| Bases for segmenting markets | |
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| Segmenting consumer markets | |
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| Segmentingbusiness markets | |
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| Identifying and describing market segments | |
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| The benefits of segmenting markets | |
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| Implementing market segmentation | |
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| Summary | |
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| Case Study: Internet Exchange | |
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| Segmentation and positioning research | |
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| A priori segmentation approaches | |
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| Post-hoc/cluster-based segmentation approaches | |
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| Qualitative approaches to positioning research | |
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| Quantitative approaches to positioning research | |
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| Summary | |
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| Case Study: Asianet, Zee TV, Namaste and more | |
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| Selecting market targets | |
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| The process of market definition | |
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| Defining how the market is segmente | |