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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