Atnaujinkite slapukų nuostatas

Marketing Strategy and Competitive Positioning 6th edition [Minkštas viršelis]

3.89/5 (12 ratings by Goodreads)
, , ,
  • Formatas: Paperback / softback, 584 pages, aukštis x plotis x storis: 265x195x30 mm, weight: 1371 g
  • Išleidimo metai: 02-Feb-2017
  • Leidėjas: Pearson Education Limited
  • ISBN-10: 1292017317
  • ISBN-13: 9781292017310
Kitos knygos pagal šią temą:
Marketing Strategy and Competitive Positioning 6th editionDidesnis paveikslėlis
  • Formatas: Paperback / softback, 584 pages, aukštis x plotis x storis: 265x195x30 mm, weight: 1371 g
  • Išleidimo metai: 02-Feb-2017
  • Leidėjas: Pearson Education Limited
  • ISBN-10: 1292017317
  • ISBN-13: 9781292017310
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781292017310.html

Marketing Strategy and Competitive Positioning 6e 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 – 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.

 

New to this edition

  • Updated to reflect the on-going global economic crisis and its impact on business and marketing.
  • New coverage including the impact of emerging market on innovation, the perverse customer as a market force, the new realities in competing through services and market analysis and segmentation.
  • Updated chapters on strategic customer management and strategic alliances.
  • Increased emphasis on competing through innovation including new business models such as Uber, Netflix and new types of retailing.
  • Updates vignettes at the beginning of chapters focusing on companies such as Amadeus, Mastercard and Samsung Pay and including discussion questions.
  • New cases throughout the book including Ryanair, Amazon and Lego.
  • Up-dated online resources include an Instructor’s Manual and PowerPoint slides for instructors, along with additional case studies for students.

The book is ideal for undergraduate and postgraduate students taking modules in Marketing Strategy, Marketing Management and Strategic Marketing Management.

 

 

Graham Hooley is Emeritus Professor of Marketing at Aston University. 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.

 

 

Brigitte Nicoulaud is Senior Teaching Fellow at Aston Business School.

 

Nigel F. Piercy was previously Professor of Marketing & Strategic Management & Associate Dean at Warwick Business School, Warwick University.

 

John M Rudd is a Professor of Marketing and Head of the Marketing Group at Warwick Business School.

 

 

 

 

Preface xi
Acknowledgements xiii
Publisher's acknowledgements xiv
PART 1 MARKETING STRATEGY
Chapter 1 Market-Led Strategic Management
4(24)
Introduction
5(1)
1.1 The marketing concept and market orientation
6(6)
1.2 The resource-based view of marketing
12(2)
1.3 Organisational stakeholders
14(5)
1.4 Marketing fundamentals
19(4)
1.5 The role of marketing in leading strategic management
23(5)
Summary
25(1)
Case study: Lego builds new dimension with digital vision
25(3)
Chapter 2 Strategic Marketing Planning
28(26)
Introduction
29(1)
2.1 Defining the business purpose or mission
30(3)
2.2 The marketing strategy process
33(1)
2.3 Establishing the core strategy
34(9)
2.4 Creation of the competitive positioning
43(3)
2.5 Implementation
46(8)
Summary
50(1)
Case study: Amazon eyes online sales boost through `Fire' smartphone
50(4)
PART 2 COMPETITIVE MARKET ANALYSIS
Chapter 3 The Changing Market Environment
54(34)
Introduction
55(1)
3.1 A Framework for macro-environmental analysis
56(1)
3.2 The economic and political environment
57(2)
3.3 The social and cultural environment
59(4)
3.4 The technological environment
63(1)
3.5 Changes in marketing infrastructure and practices
64(2)
3.6 New strategies for changing macro-environments
66(2)
3.7 The Five Forces model of industry competition
68(4)
3.8 The product life cycle
72(3)
3.9 Strategic groups
75(3)
3.10 Industry evolution and forecasting
78(2)
3.11 Environmental stability
80(2)
3.12 SPACE analysis
82(2)
3.13 The Advantage Matrix
84(4)
Summary
85(1)
Case study: Food group shifts strategy to volume growth
86(2)
Chapter 4 Customer Analysis
88(18)
Introduction
89(1)
4.1 What we need to know about customers
89(3)
4.2 Marketing research
92(8)
4.3 The marketing research process
100(2)
4.4 Organising customer information
102(4)
Summary
104(1)
Case study: Balderton plugs into teenagers' attention spans
105(1)
Chapter 5 Competitor Analysis
106(24)
Introduction
107(1)
5.1 Competitive benchmarking
108(2)
5.2 The dimensions of competitor analysis
110(12)
5.3 Choosing good competitors
122(2)
5.4 Obtaining and disseminating competitive information
124(6)
Summary
127(1)
Case study: Adidas kicks off US drive to close in on Nike
128(2)
Chapter 6 Understanding the Organisational Resource Base
130(28)
Introduction
131(1)
6.1 Marketing resources as the foundation for differentiation
132(1)
6.2 Value-creating disciplines
133(2)
6.3 The resource-based view of the firm
135(4)
6.4 Creating and exploiting marketing assets
139(8)
6.5 Developing marketing capabilities
147(2)
6.6 Dynamic marketing capabilities
149(2)
6.7 Resource portfolios
151(1)
6.8 Developing and exploiting resources
152(6)
Summary
153(1)
Case study: Family tradition in domestic partnership
154(4)
PART 3 IDENTIFYING CURRENT AND FUTURE COMPETITIVE POSITIONS
Chapter 7 Segmentation and Positioning Principles
158(30)
Introduction
159(1)
7.1 Principles of competitive positioning
160(3)
7.2 Principles of market segmentation
163(1)
7.3 The underlying premises of market segmentation
163(1)
7.4 Bases for segmenting markets
164(1)
7.5 Segmenting consumer markets
165(11)
7.6 Segmenting business markets
176(4)
7.7 Identifying and describing market segments
180(1)
7.8 The benefits of segmenting markets
181(1)
7.9 Implementing market segmentation
182(6)
Summary
185(1)
Case study: Nestle refines its arsenal in the luxury coffee war
186(2)
Chapter 8 Segmentation and Positioning Research
188(26)
Introduction
189(1)
8.1 A Priori Segmentation Approaches
190(4)
8.2 Post hoc/cluster-based segmentation approaches
194(6)
8.3 Qualitative approaches to positioning research
200(2)
8.4 Quantitative approaches to positioning research
202(12)
Summary
211(1)
Case study: A passion that became a brand
212(2)
Chapter 9 Selecting Market Targets
214(24)
Introduction
215(1)
9.1 The process of market definition
216(2)
9.2 Defining how the market is segmented
218(2)
9.3 Determining market segment attractiveness
220(7)
9.4 Determining current and potential strengths
227(2)
9.5 Making market and segment choices
229(2)
9.6 Alternative targeting strategies
231(7)
Summary
233(1)
Case study: No-frills Ryanair faces test with Business Plus
234(4)
PART 4 COMPETITIVE POSITIONING STRATEGIES
Chapter 10 Creating Sustainable Competitive Advantage
238(30)
Introduction
239(1)
10.1 Using organisational resources to create sustainable competitive advantage
239(2)
10.2 Generic routes to competitive advantage
241(1)
10.3 Achieving cost leadership
242(3)
10.4 Achieving differentiation
245(8)
10.5 Sustaining competitive advantage
253(2)
10.6 Offensive and defensive competitive strategies
255(13)
Summary
266(1)
Case study: Volvo's heart will `remain in Sweden'
267(1)
Chapter 11 Competing Through the New Marketing Mix
268(30)
Introduction
269(1)
11.1 The market offer
270(10)
11.2 Pricing strategies
280(5)
11.3 Communications strategies
285(5)
11.4 Distribution strategies
290(2)
11.5 The extended marketing mix-people, processes and physical evidence
292(1)
11.6 New businesses and business models
293(5)
Summary
295(1)
Case study: Sensory ploys and the scent of marketing
296(2)
Chapter 12 Competing Through Innovation
298(34)
Introduction
299(1)
12.1 Innovation strategy
300(14)
12.2 New products
314(3)
12.3 Planning for new products
317(3)
12.4 The new product development process
320(6)
12.5 Speeding new product development
326(1)
12.6 Organising for new product development
326(6)
Summary
329(1)
Case study: Apple moves into fashion business with Watch launch
330(2)
Chapter 13 Competing Through Superior Service and Customer Relationships
332(23)
Introduction
334(3)
13.1 The goods and services spectrum
337(2)
13.2 Service and competitive positioning
339(3)
13.3 Relationship marketing
342(5)
13.4 Customer service
347(1)
13.5 Providing superior service
347(4)
13.6 Customer relationship management
351(1)
13.7 E-service quality
352(2)
13.8 Measuring and monitoring customer satisfaction
354(1)
Summary
357(1)
Case study: Property portals hand control to homeowners
358
PART 5 IMPLEMENTING THE STRATEGY
Chapter 14 Strategic Customer Management and the Strategic Sales Organisation
365(1)
Introduction
366(3)
14.1 Priorities for identifying strategic sales capabilities
369(3)
14.2 The new and emerging competitive role for sales
372(3)
14.3 The strategic sales organisation
375(7)
14.4 Strategic customer management tasks
382(2)
14.5 Managing the customer portfolio
384(2)
14.6 Dealing with dominant customers
386(14)
Summary
397(1)
Case study: Power of the `mummies' key to Nestle's strategy in DR Congo
398(2)
Chapter 15 Strategic Alliances and Networks
400(29)
Introduction
401(1)
15.1 Pressures to partner
402(4)
15.2 The era of strategic collaboration
406(1)
15.3 The drivers of collaboration strategies
407(4)
15.4 Network forms
411(2)
15.5 Alliances and partnerships
413(4)
15.6 Strategic alliances as a competitive force
417(2)
15.7 The risks in strategic alliances
419(1)
15.8 Managing strategic alliances
420(9)
Summary
425(1)
Case study: UPS and FedEx turn focus to consumer behaviour
426(3)
Chapter 16 Strategy Implementation and Internal Marketing
429(31)
Introduction
430(3)
16.1 The strategy implementation challenge in marketing
433(3)
16.2 The development of internal marketing
436(1)
16.3 The scope of internal marketing
437(10)
16.4 Planning for internal marketing
447(3)
16.5 Cross-functional partnership as internal marketing
450(6)
16.6 Implementation and internal marketing
456(4)
Summary
457(1)
Case study: EasyJet blazes trail on customer service
458(2)
Chapter 17 Corporate Social Responsibility and Ethics
460(40)
Introduction
461(4)
17.1 Marketing strategy and corporate social responsibility
465(2)
17.2 The scope of corporate social responsibility
467(3)
17.3 Drivers of corporate social responsibility initiatives
470(4)
17.4 The other side of corporate social responsibility initiatives
474(4)
17.5 Defensive corporate social responsibility initiatives
478(6)
17.6 Corporate social responsibility and innovative competitive advantage
484(4)
17.7 How companies are responding to the CSR mandate
488(4)
17.8 CSR and customer value
492(8)
Summary
494(1)
Case study: How Skanska aims to become the world's greenest construction company
494(6)
PART 6 CONCLUSIONS
Chapter 18 Twenty-First Century Marketing
500(21)
Introduction
501(1)
18.1 The changing competitive arena
501(5)
18.2 Fundamentals of strategy in a changing world
506(4)
18.3 Competitive positioning strategies
510(11)
Summary
518(1)
Case study: Twitter builds on its character
519(2)
References 521(24)
Index 545
Graham Hooley is Emeritus Professor of Marketing at Aston University. 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.

 

Brigitte Nicoulaud is Senior Teaching Fellow at Aston Business School.

 

Nigel F. Piercy was previously Professor of Marketing & Strategic Management & Associate Dean at Warwick Business School, Warwick University.

 

John M Rudd is a Professor of Marketing and Head of the Marketing Group at Warwick Business School.