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| Introduction and Overview | |
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| Business Strategy: The Concept and Trends in Its Management | |
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| What is a Business Strategy? | |
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| Strategic Options | |
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| Strategic Market Management: A Historical Perspective | |
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| Strategic Market Management: Characteristics and Trends | |
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| Why Strategic Market Management? | |
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| Strategic Market Management: An Overview | |
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| External Analysis | |
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| Internal Analysis | |
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| Creating a Vision for the Business | |
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| Strategy Identification and Selection | |
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| Selecting among Strategic Alternatives | |
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| The Process | |
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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 Analysis | |
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| Actual and Potential Market 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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| Dimensions of Environmental Analysis | |
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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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| Determinants of Strategic Options | |
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| From Analysis to Strategy | |
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| Business Portfolio Analysis | |
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| Case Challenges for Part II | |
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| The Energy Bar Industry | |
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| Competing against Wal-Mart | |
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| Alternative Business Strategies | |
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| Creating Advantage--Synergy and Vision versus Opportunism | |
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| The Sustainable Competitive Advantage | |
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| The Role of Synergy | |
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| Strategic Vision versus Strategic Opportunism | |
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| A Dynamic Vision | |
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| Strategic Options | |
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| Business Strategy Challenges | |
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| Strategic Options | |
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| The Quality Option | |
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| Strategic Options: Value, Focus, and Innovation | |
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| The Value Option | |
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| Focus | |
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| Innovation | |
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| Global Strategies | |
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| Motivations Underlying Global Strategies | |
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| Standardization versus Customization | |
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| Global Brand Management | |
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| Strategic Alliances | |
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| Strategic Positioning | |
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| The Role of the Strategic Position | |
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| Strategic Position Options | |
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| Developing and Selecting a Strategic Position | |
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| Case Challenges for Part III | |
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| Hobart Corporation | |
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| Xerox: the Early Days | |
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| Growth Strategies | |
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| Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Idea | |
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| Growth in Existing Product Markets | |
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| Product Development for the Existing Market | |
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| Market Development Using Existing Products | |
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| Vertical Integration Strategies | |
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| The Big Idea | |
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| Diversification | |
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| Related Diversification | |
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| The Mirage of Synergy | |
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| Unrelated Diversification | |
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| Entry Strategies | |
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| Strategies in Declining and Hostile Markets | |
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| Creating Growth in Declining Industries | |
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| Be the Profitable Survivor | |
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| Milk or Harvest | |
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| Divestment or Liquidation | |
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| Selecting the Right Strategy for the Declining Environment | |
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| Hostile Markets | |
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| Case Challenges for Part IV | |
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| Dove | |
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| Intel | |
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| Implementation | |
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| Organizational Issues | |
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| A Conceptual Framework | |
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| Structure | |
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| Systems | |
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| People | |
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| Culture | |
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| Obtaining Strategic Congruence | |
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| Organizing for Innovation | |
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| A Recap of Strategic Market Management | |
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| Case Challenges for Part V | |
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| Samsung Electronics | |
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| Planning Forms | |
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| Index | |