Marketing strategy & competitive positioning / Graham Hooley, Nigel F. Piercy, Brigitte Nicoulaud.

By:

Hooley, Graham J

Contributor(s):

Material type: Text

TextPublication details: Harlow, England ; New York : Pearson Financial Times/Prentice Hall, 2012.Edition: 5th edDescription: xv, 578 p. : col. ill. ; 27 cmISBN:

9780273740933 (pbk.)
0273740938 (pbk.)

Other title:

Marketing strategy and competitive positioning

Subject(s):

DDC classification:

658.802 HOO

Contents:

Marketing strategy -- Market-led strategic management -- Strategic marketing planning -- Competitive market analysis -- The changing market environment -- Customer analysis -- Competitor analysis -- Understanding the organisational resource base -- Forecasting future demand and market requirements -- Identifying current and future competitive positions -- Segmentation and positioning principles -- Segmentation and positioning research -- Selecting market targets -- Competitive positioning strategies -- Creating sustainable competitive advantage -- Competing through the new marketing mix -- Competing through innovation -- Competing through superior service and customer relationships -- Implementing the strategy -- Strategic customer management -- Strategic alliances and networks -- Strategy implementation and internal marketing -- Corporate social responsibility -- Conclusions -- Twenty-first century marketing.

Summary: Thoroughly updated with new examples and the latest research findings, this new edition also boasts case studies in each chapter, taken from recent editions of the Financial Times, that illustrate the practical implications of the issues raised.

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode
Standard Loan	Moylish Library Main Collection	658.802 HOO (Browse shelf(Opens below))	1	Available		39002100533281

Enhanced descriptions from Syndetics:

Marketing Strategy and Competitive Positioning 5e deals with the process of developing and implementing a marketing strategy. The book focuses on competitive positioning at the heart of marketing strategy and includes in-depth discussion of the processes used in marketing to achieve competitive advantage.

The book is primarily about creating and sustaining superior performance in the marketplace. It focuses on the two central issues in marketing strategy formulation #150; the identification of target markets and the creation of a differential advantage. In doing that, it recognises the emergence of new potential target markets born of the recession and increased concern for climate change; and it examines ways in which firms can differentiate their offerings through the recognition of environmental and social concerns.

nbsp;

Includes bibliographical references and index.

Thoroughly updated with new examples and the latest research findings, this new edition also boasts case studies in each chapter, taken from recent editions of the Financial Times, that illustrate the practical implications of the issues raised.

Table of contents provided by Syndetics

Preface (p. xi)
Acknowledgements (p. xiii)
Publisher's acknowledgements (p. xiv)
Part 1 Marketing Strategy
Chapter 1 Market-Led Strategic Management (p. 4)
Puma gives the boot to cardboard shoeboxes (p. 4)
Introduction (p. 5)
1.1 The marketing concept and market orientation (p. 6)
1.2 The resource-based view of marketing (p. 12)
1.3 Organisational stakeholders (p. 14)
1.4 Marketing fundamentals (p. 19)
1.5 The role of marketing in leading strategic management (p. 23)
Summary (p. 25)
Case study: Consumer trust sees John Lewis set retail pace (p. 25)
Chapter 2 Strategic Marketing Planning (p. 27)
Asos founder turns to online homeware (p. 27)
Introduction (p. 26)
2.1 Defining the business purpose or mission (p. 29)
2.2 The marketing strategy process (p. 32)
2.3 Establishing the core strategy (p. 33)
2.4 Creation of the competitive positioning (p. 42)
2.5 Implementation (p. 46)
Summary (p. 49)
Case study: iPhone (p. 49)
Part 2 Competitive Market Analysis
Chapter 3 The Changing Market Environment (p. 54)
Recession-hit Aga trials green energy (p. 54)
Introduction (p. 55)
3.1 A framework for macro-environmental analysis (p. 56)
3.2 The economic and political environment (p. 57)
3.3 The social and cultural environment (p. 59)
3.4 The technological environment (p. 62)
3.5 Changes in marketing infrastructure and practices (p. 64)
3.6 New strategies for changing macro-environments (p. 65)
3.7 The Five Forces model of industry competition (p. 68)
3.8 The product life cycle (p. 71)
3.9 Strategic groups (p. 74)
3.10 Industry evolution and forecasting (p. 77)
3.11 Environmental stability (p. 79)
3.12 SPACE analysis (p. 81)
3.13 The Advantage Matrix (p. 83)
Summary (p. 84)
Case study: Food group shifts strategy to volume growth (p. 85)
Chapter 4 Customer Analysis (p. 87)
Audi to relaunch A2 city model with 'apps' for bespoke features (p. 87)
Introduction (p. 88)
4.1 What we need to know about customers (p. 88)
4.2 Marketing research (p. 91)
4.3 The marketing research process (p. 99)
4.4 Organising customer information (p. 101)
Summary (p. 103)
Case study: Balderton plugs into teenagers' attention spans (p. 103)
Chapter 5 Competitor Analysis (p. 105)
Gatwick seeks greater competition with BAA (p. 105)
Introduction (p. 106)
5.1 Competitive benchmarking (p. 107)
5.2 The dimensions of competitor analysis (p. 108)
5.3 Choosing good competitors (p. 121)
5.4 Obtaining and disseminating competitive information (p. 123)
Summary (p. 126)
Case study: Football battle between Nike and Adidas intensifies off pitch (p. 127)
Chapter 6 Understanding the Organisational Resource Base (p. 129)
Waterstone's links up with Paperchase (p. 129)
Introduction (p. 130)
6.1 Marketing resources as the foundation for differentiation (p. 131)
6.2 Value-creating disciplines (p. 132)
6.3 The resource-based view of the firm (p. 134)
6.4 Creating and exploiting marketing assets (p. 138)
6.5 Developing marketing capabilities (p. 147)
6.6 Dynamic marketing capabilities (p. 149)
6.7 Resource portfolios (p. 151)
6.8 Developing and exploiting resources (p. 152)
Summary (p. 153)
Case study: Family tradition in domestic partnership (p. 154)
Chapter 7 Forecasting Future Demand and Market Requirements (p. 156)
Airbus talks of rise in demand (p. 156)
Introduction (p. 157)
7.1 Forecasting what? (p. 157)
7.2 Forecasts based on current demand (p. 157)
7.3 Forecasts based on past demand (p. 159)
7.4 Forecasting through experimentation (p. 169)
7.5 Forecasting through intentions and expert opinion (p. 172)
Summary (p. 175)
Case study: Procter & Gamble raises market growth forecast (p. 178)
Part 3 Identifying Current and Future Competitive Positions
Chapter 8 Segmentation and Positioning Principles (p. 182)
Jaeger targets younger shoppers (p. 182)
Introduction (p. 183)
8.1 Principles of competitive positioning (p. 184)
8.2 Principles of market segmentation (p. 187)
8.3 The underlying premises of market segmentation (p. 187)
8.4 Bases for segmenting markets (p. 188)
8.5 Segmenting consumer markets (p. 189)
8.6 Segmenting business markets (p. 200)
8.7 Identifying and describing market segments (p. 204)
8.8 The benefits of segmenting markets (p. 205)
8.9 Implementing market segmentation (p. 206)
Summary (p. 209)
Case study: Nestlé refines its arsenal in the luxury coffee war (p. 209)
Chapter 9 Segmentation and Positioning Research (p. 211)
E-reader market cuts prices again (p. 211)
Introduction (p. 212)
9.1 A priori segmentation approaches (p. 213)
9.2 Post hoc/cluster-based segmentation approaches (p. 217)
9.3 Qualitative approaches to positioning research (p. 224)
9.4 Quantitative approaches to positioning research (p. 220)
Summary (p. 234)
Case study: A passion that became a brand (p. 235)
Chapter 10 Selecting Market Targets (p. 238)
The public image: Kodak (p. 238)
Introduction (p. 239)
10.1 The process of market definition (p. 240)
10.2 Defining how the market is segmented (p. 242)
10.3 Determining market segment attractiveness (p. 244)
10.4 Determining current and potential strengths (p. 261)
10.5 Making market and segment choices (p. 253)
10.6 Alternative targeting strategies (p. 255)
Summary (p. 257)
Case study: B&O (p. 258)
Part 4 Competitive Positioning Strategies
Chapter 11 Creating Sustainable Competitive Advantage (p. 262)
Droid takes on iPhone 4 (p. 262)
Introduction (p. 263)
11.1 Using organisational resources to create sustainable competitive advantage (p. 283)
11.2 Generic routes to competitive advantage (p. 265)
11.3 Achieving cost leadership (p. 265)
11.4 Achieving differentiation (p. 269)
11.5 Sustaining competitive advantage (p. 277)
11.6 Offensive and defensive competitive strategies (p. 278)
Summary (p. 280)
Case study: Volvo's heart will 'remain In Sweden' (p. 290)
Chapter 12 Competing Through the New Marketing Mix (p. 292)
Microsoft Office set to go free online (p. 292)
Introduction (p. 293)
12.1 The market offer (p. 294)
12.2 Pricing strategies (p. 304)
12.3 Communications strategies (p. 308)
12.4 Distribution strategies (p. 314)
12.5 The extended marketing mix - people, processes and physical evidence (p. 315)
12.6 New businesses and business models (p. 317)
Summary (p. 319)
Case study: Tyrrells (p. 320)
Chapter 13 Competing Through Innovation (p. 323)
Dyson to double numbers in UK engineering team (p. 323)
Introduction (p. 324)
13.1 Innovation strategy (p. 325)
13.2 New products (p. 335)
13.3 Planning for new products (p. 338)
13.4 The new product development process (p. 340)
13.5 Speeding new product development (p. 346)
13.6 Organising new product development (p. 347)
Summary (p. 350)
Case study: Gillette (p. 350)
Chapter 14 Competing Through Superior Service and Customer Relationships (p. 352)
The customer is more right than you know (p. 352)
Introduction (p. 354)
14.1 The goods and services spectrum (p. 355)
14.2 Service and competitive positioning (p. 357)
14.3 Relationship marketing (p. 360)
14.4 The three S's of customer service (p. 364)
14.5 Providing superior service (p. 365)
14.6 Customer relationship management (p. 368)
14.7 E-service quality (p. 369)
14.8 Measuring and monitoring customer satisfaction (p. 371)
Summary (p. 375)
Case study: Pret a Manger (p. 375)
Part 5 Implementing the Strategy
Chapter 15 Strategic Customer Management (p. 383)
Letting go can cut both ways (p. 384)
Introduction (p. 385)
15.1 Priorities for identifying strategic sales capabilities (p. 386)
15.2 The new and emerging competitive role for sales (p. 389)
15.3 The strategic sales organisation (p. 392)
15.4 Strategic customer management tasks (p. 338)
15.5 Managing the customer portfolio (p. 400)
15.6 Dealing with dominant customers (p. 402)
Summary (p. 412)
Case study: Xerox (p. 413)
Chapter 16 Strategic Alliances and Networks (p. 416)
Sony Ericsson on mission to gain US share (p. 416)
Introduction (p. 417)
16.1 The era of strategic collaboration (p. 421)
16.2 The drivers of collaboration strategies (p. 422)
16.3 Types of network (p. 426)
16.4 Alliances and partnerships (p. 428)
16.5 Strategic alliances as a competitive force (p. 431)
16.6 The risks in strategic alliances (p. 432)
16.7 Competing through strategic alliances (p. 434)
Summary (p. 439)
Case study: Yahoo and ebay (p. 440)
Chapter 17 Strategy Implementation and Internal Marketing (p. 442)
GM backs away from drive to end use of 'Chevy' (p. 442)
Introduction (p. 443)
17.1 The strategy implementation challenge in marketing (p. 445)
17.2 The development of internal marketing (p. 447)
17.3 The scope of internal marketing (p. 449)
17.4 Planning for internal marketing (p. 458)
17.5 Cross-functional partnership as internal marketing (p. 460)
17.6 Implementation and internal market scenarios (p. 466)
Summary (p. 468)
Case study: British Airways (p. 469)
Chapter 18 Corporate Social Responsibility (p. 470)
Eco-friendly fabrics (p. 470)
Introduction (p. 471)
18.1 Marketing strategy and corporate social responsibility (p. 472)
18.2 The scope of corporate social responsibility and corporate citizenship (p. 475)
18.3 Drivers of corporate social responsibility initiatives (p. 478)
18.4 The other side of corporate social responsibility initiatives (p. 481)
18.5 Defensive corporate social responsibility initiatives (p. 485)
18.6 Corporate social responsibility and innovative competitive advantage (p. 490)
18.7 How companies are responding to the CSR mandate (p. 494)
18.8 CSR and customer value (p. 498)
Summary (p. 499)
Case study: Ballantyne, Smythson and others (p. 500)
Part 6 Conclusions
Chapter 19 Twenty-First Century Marketing (p. 504)
Hawang sets its e-reader sights high (p. 504)
Introduction (p. 505)
19.1 The changing competitive arena (p. 505)
19.2 Fundamentals of strategy in a changing world (p. 511)
19.3 Competitive positioning strategies (p. 516)
Summary (p. 527)
Case study: Twitter builds on its character (p. 527)
References (p. 529)
Index (p. 551)

Author notes provided by Syndetics

Graham Hooley is Emeritus Professor of Marketing at Aston University where he was until recently Deputy Vice-Chancellor. He is a past President of the European Marketing Academy, Fellow of the Chartered Institute of Marketing, British Academy of Management, EMAC and the Higher Education Academy.
Nigel F. Piercy is Professor of Marketing Strategic Management Associate Dean at Warwick University.
Brigitte Nicoulaud is Director of the MBA programme at Aston Business School.