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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 Analysis | |
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| Emerging Submarkets | |
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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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| 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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| Competing Against Wal-Mart | |
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| Creating, Adapting, and Implementing Strategy | |
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| Creating Advantage, Synergy, and Strategic Philosophies | |
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| The Sustainable Competitive Advantage | |
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| The Role of Synergy | |
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| Strategic Philosophies | |
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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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| The Brand Identity | |
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| Energizing the Business | |
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| Energizing the Business | |
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| Increasing Product Usage | |
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| Branded Differentiators | |
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| Branded Energizers | |
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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 Business | |
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| The Innovators 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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| Expanding the Global Footprint | |
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| Standardization vs. Customization | |
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| Global Brand Management | |
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| Strategic Alliances | |
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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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| 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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| The New Corporate CMO: Getting Traction | |
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| A Recap of Strategic Market Management | |
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| Case Challenges for Part II | |
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| Hobart Corporation | |
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| Xerox: The Early Days | |
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| Dove | |
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| Transformational Innovations | |
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| Samsung Electronics Intel | |
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| Planning Forms | |
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| Index | |