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Strategic Market Management-An Introduction and Overview | |
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What Is a Business Strategy? | |
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Strategic Market Management | |
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Marketing and Its Role in Strategy | |
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Strategic Analysis | |
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External and Customer Analysis | |
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External Analysis | |
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The Scope of Customer Analysis | |
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Segmentation | |
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Customer Motivations | |
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Unmet Needs | |
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Competitor Analysis | |
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Identifying Competitors-Customer-Based Approaches | |
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Identifying Competitors-Strategic Groups | |
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Potential Competitors | |
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Competitor Analysis-Understanding Competitors | |
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Competitor Strengths and Weaknesses | |
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Obtaining Information on Competitors | |
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Market/Submarket Analysis | |
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Dimensions of a Market/Submarket Analysis | |
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Emerging Submarkets | |
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Actual and Potential Market or Submarket Size | |
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Market and Submarket Growth | |
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Market and Submarket Profitability Analysis | |
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Cost Structure | |
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Distribution Systems | |
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Market Trends | |
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Key Success Factors | |
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Risks in High-Growth Markets | |
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Environmental Analysis and Strategic Uncertainty | |
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Technology Trends | |
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Consumer Trends | |
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Government/Economic Trends | |
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Dealing with Strategic Uncertainty | |
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Impact Analysis-Assessing the Impact of Strategic Uncertainties | |
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Scenario Analysis | |
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Internal Analysis | |
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Financial Performance-Sales and Profitability | |
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Performance Measurement-Beyond Profitability | |
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Strengths and Weaknesses | |
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Threats and Opportunities | |
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From Analysis to Strategy | |
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Case Challenges for Part I | |
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Trends in Retailing | |
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The Energy Bar Industry | |
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Transformational Innovations | |
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Creating, Adapting, And Implementing Strategy | |
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Creating Advantage: Synergy and Commitment vs. Opportunism vs. Adaptability | |
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The Sustainable Competitive Advantage | |
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The Role of Synergy | |
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Strategic Commitment, Opportunism, and Adaptability | |
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Alternative Value Propositions | |
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Business Strategy Challenges | |
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Alternative Value Propositions | |
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Superior Quality | |
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Value | |
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Building and Managing Brand Equity | |
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Brand Awareness | |
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Brand Loyalty | |
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Brand Associations | |
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Brand Identity | |
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Energizing the Business | |
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Innovating the Offering | |
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Energize the Brand and Marketing | |
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Increasing the Usage of Existing Customers | |
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Leveraging the Business | |
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Which Assets and Competencies Can Be Leveraged? | |
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Brand Extensions | |
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Expanding the Scope of the Offering | |
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New Markets | |
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Evaluating Business Leveraging Options | |
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The Mirage of Synergy | |
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Creating New Businesses | |
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The New Businesses | |
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The Innovator's Advantage | |
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Managing Category Perceptions | |
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Creating New Business Arenas | |
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From Ideas to Market | |
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Global Strategies | |
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Motivations Underlying Global Strategies | |
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Standardization vs. Customization | |
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Expanding the Global Footprint | |
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Strategic Alliances | |
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Global Marketing Management | |
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Setting Priorities for Businesses and Brands-The Exit, Milk, and Consolidate Options | |
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The Business Portfolio | |
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Divestment or Liquidation | |
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The Milk Strategy | |
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Prioritizing and Trimming the Brand Portfolio | |
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From Silos to Synergy-Harnessing the Organization | |
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Silo Driven Problem-The Case of Marketing | |
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Addressing the Silo Marketing Issues-Challenges and Solutions | |
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Organizational Levers and Their Link to Stregegy | |
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Structure | |
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Systems | |
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People | |
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Culture | |
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A Recap of Strategic Marketing Management | |
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Case Challenges for Part II | |
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Hobart Corporation | |
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Dove | |
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Competing Against Wal-Mart | |
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Contemporary Art | |
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Sony vs. iPod | |
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Appendix: Planning Forms | |
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Index | |