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Strategic market management : global perspectives / Damien McLoughlin, David A. Aaker.

By: Contributor(s): Material type: TextTextPublication details: Hoboken, N.J. : Wiley, 2010.Description: xiii, 354 p. : ill. ; 25 cmISBN:
  • 0470689757 (pbk.)
  • 9780470689752 (pbk.)
Subject(s): DDC classification:
  • 658.8 MCL
Contents:
Strategic market management : an overview -- External and customer analysis -- Competitor analysis -- Market/submarket analysis -- Environmental analysis and strategic uncertainty -- Internal analysis -- Creating advantage : synergy and commitment vs. opportunism vs -- Alternative value propositions -- Building and managing brand equity -- Energizing the business -- Leveraging the business -- Creating new businesses -- Global strategies -- Setting priorities for businesses and brands -- From Silos to synergy : harnessing the organization.
Holdings
Item type Current library Call number Copy number Status Date due Barcode
Standard Loan Moylish Library Main Collection 658.8 MCL (Browse shelf(Opens below)) 1 Available 39002100394726
Standard Loan Moylish Library Main Collection 658.8 MCL (Browse shelf(Opens below)) 2 Available 39002100394734

Enhanced descriptions from Syndetics:

The text is a European adaptation of our current US book: Strategic Market Management, 9th Edition by
David Aaker. This new edition is a mainstream text suitable for all business students studying strategy and marketing courses.

Strategic Market Management: Global Perspectives is motivated by the strategic challenges created by the dynamic nature of markets. The premise is that all traditional strategic management tools either do not apply or need to be adapted to a more dynamic context.

The unique aspects of the book are its inclusion of:

A business strategy definition that includes product/market scope, value proposition, and assets and competences. A structured strategic analysis including a detailed customer, competitor, market, and environmental analysis leading to understanding of market dynamics that is supported by a summary flow diagram, a set of agendas to help start the process, and a set of planning forms. Concepts of strategic commitment, opportunism, and adaptability and how they can and should be blended together. Bases of a value proposition and strong brands. A strategy without a compelling value proposition will not be market driven or successful. Brand assets that will support a business strategy need to be developed. Creating synergetic marketing with silo organisations defined by products or countries. All organisations have multiple products and markets and creating cooperation and communication instead of competition and isolation is becoming an imperative.

A global perspective is an essential aspect of this new edition. This reflects the lived experience of the student reader but also their likely professional challenges. This is achieved by the extensive use of new examples and vignettes.

Includes bibliographical references and index.

Strategic market management : an overview -- External and customer analysis -- Competitor analysis -- Market/submarket analysis -- Environmental analysis and strategic uncertainty -- Internal analysis -- Creating advantage : synergy and commitment vs. opportunism vs -- Alternative value propositions -- Building and managing brand equity -- Energizing the business -- Leveraging the business -- Creating new businesses -- Global strategies -- Setting priorities for businesses and brands -- From Silos to synergy : harnessing the organization.

Table of contents provided by Syndetics

  • Preface
  • Acknowledgements
  • Chapter 1 Strategic Market Management: An Introduction and Overview
  • What Is a Business Strategy?
  • Strategic Market Management
  • Marketing and its Role in Strategy
  • Part I Strategic Analysis
  • Chapter 2 External and Customer Analysis
  • External Analysis
  • The Scope of Customer Analysis
  • Segmentation
  • Customer Motivations
  • Unmet Needs
  • Chapter 3 Competitor Analysis
  • Identifying Competitors - Customer-Based Approaches
  • Identifying Competitors - Strategic Groups
  • Potential Competitors
  • Competitor Analysis - Understanding Competitors
  • Competitor Strengths and Weaknesses
  • Obtaining Information on Competitors
  • Chapter 4 Market/Submarket Analysis
  • Dimensions of a Market/Submarket Analysis
  • Emerging Submarkets
  • Actual and Potential Market or Submarket Size
  • Market and Submarket Growth
  • Market and Submarket Profitability Analysis
  • Cost Structure
  • Distribution Systems
  • Market Trends
  • Key Success Factors
  • Risks in High-Growth Markets
  • Chapter 5 Environmental Analysis and Strategic Uncertainty
  • Technology Trends
  • Consumer Trends
  • Government/Economic Trends
  • Dealing with Strategic Uncertainty
  • Impact Analysis - Assessing the Impact of Strategic Uncertainties
  • Scenario Analysis
  • Chapter 6 Internal Analysis
  • Financial Analysis - Sales and Profitability
  • Performance Measurement - Beyond Profitability
  • Strengths and Weaknesses
  • Threats and Opportunities
  • From Analysis to Strategy
  • Cases for the End of Part I
  • Case 1 Understanding and Working with Industry Trends
  • The Future of Newspapers
  • Case 2 Evaluating and Assessing the Implications of a New Business Model
  • Spotify - Identifying a New Value Proposition
  • Case 3 Competing Agaist Industry Giants
  • Competing Against Tesco
  • Part II Creating, Adapting, and Implementing Strategy
  • Chapter 7 Creating Advantage, Synergy, and Commitment versus Opportunism versus Adaptability
  • The Sustainable Competitive Advantage
  • The Role of Synergy
  • Strategic Commitment, Opportunism, and Adaptability
  • Chapter 8 Alternative Value Propositions
  • Business Strategy Challenges
  • Alternative Value Propositions
  • Superior Quality
  • Value
  • Chapter 9 Building and Managing Brand Equity
  • Brand Awareness
  • Brand Loyalty
  • Brand Associations
  • Brand Identity
  • Chapter 10 Energizing the Business
  • Innovating the Offering
  • Energize the Brand and Marketing
  • Increasing the Usage of Existing Customers
  • Chapter 11 Leveraging the Business
  • Which Assets and Competences Can Be Leveraged?
  • Brand Extensions
  • Expanding the Scope of the Offering
  • New Markets
  • Evaluating Business Leverage Options
  • The Mirage of Synergy
  • Chapter 12 Creating New Businesses
  • The New Business
  • The Innovator's Advantage
  • Managing Category Perceptions
  • Creating New Business Arenas
  • From Ideas to Market
  • Chapter 13 Global Strategies
  • Motivations Underlying Global Strategies
  • Standardization Versus Customization
  • Expanding the Global Footprint
  • Strategic Alliances
  • Global Marketing Management
  • Chapter 14 Setting Priorities for Businesses and Brands - the Exit, Milk, and Consolidate Options
  • The Business Portfolio
  • Divestment or Liquidation
  • The Milk Strategy
  • Prioritizing and Trimming the Brand Portfolio
  • Chapter 15 From Silos to Synergy - Harnessing the Organization
  • Silo-Driven Problems - The Case of Marketing
  • Addressing the Silo Marketing Issues - Challenges and Solutions
  • Organizational Levers and Their Link to Strategy
  • Structure
  • Systems
  • People
  • Culture
  • A Recap of Strategic Marketing Management
  • Cases for the End of Part II
  • Case 1 Strategic Positioning
  • Alltech FEI World Equestrian Games 2010
  • Case 2 Leveraging a Brand Asset
  • Innocent Drinks
  • Case 3 Competing Against the Industry Giant
  • HTC - Something Beautiful Is Coming
  • Case 4 Creating a New Brand for a New Market
  • Tata Nano - Estimating the True Cost of the Cheapest Car in the World
  • Case 5 Transformative Innovation in the Developing World
  • Vodaphone M-PESA - Mobile Banking in Kenya
  • Learning Learning - One Laptop Per Child Initiative
  • Merck - Making Life-Saving Drugs Accessible and Affordable
  • Nestlé - Creating Shared Value through Business
  • Selco - Solar-Powered LEDs Paid for Using Microfinancing
  • Appendix Planning Forms

Author notes provided by Syndetics

David A. Aaker is Professor Emeritus at the Haas School of Business, University of California, Berkeley. He has been awarded four career awards including the
1996 Paul D. Converse Award for outstanding contributions the development of marketing. He is the creator of the Aaker
Model(tm), has published more than 100 articles and 14 books

Damien McLoughlin is Professor and Director of the Academic Centre for Marketing Studies at the UCD Michael Smurfit Graduate Business School. His teaching is highly regarded and has been recognized with teaching awards from both the Smurfit and Quinn Schools of Business.

His work has been published in leading international journals. Professionally, he has worked with leading international firms such as Alltech, Microsoft and Hewlett-Packard.

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