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.
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
