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xi | |
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xiii | |
| Preface |
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xv | |
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Marketing strategy: introduction and overview |
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1 | (20) |
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1 | (2) |
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3 | (1) |
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3 | (3) |
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6 | (2) |
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Evolving markets and strategic windows |
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8 | (1) |
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Opportunities and threats presented by the opening and closing of strategic windows |
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9 | (2) |
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Nature of competitive strategy |
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11 | (1) |
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The classic approach to the formulation of strategy |
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12 | (2) |
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Process for formulating a competitive strategy |
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14 | (1) |
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Strategy identification and selection |
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15 | (1) |
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Strategic market management |
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16 | (1) |
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17 | (1) |
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Case studies: Mirela Fashions |
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17 | (4) |
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19 | (2) |
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21 | (20) |
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21 | (1) |
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22 | (2) |
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Product life cycle stages |
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24 | (2) |
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The product/service portfolio |
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26 | (1) |
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26 | (10) |
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36 | (1) |
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36 | (5) |
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38 | (3) |
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Analysis of the business enterprise |
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41 | (21) |
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41 | (1) |
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42 | (1) |
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Resource-based view of the firm |
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43 | (1) |
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44 | (1) |
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Shareholder value analysis |
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45 | (1) |
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Financial performance - sales and profitability |
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46 | (1) |
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Other kinds of performance measurement |
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46 | (1) |
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Customer satisfaction and brand loyalty |
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47 | (1) |
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Product and service quality |
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47 | (1) |
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Brand or firm associations |
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47 | (2) |
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49 | (1) |
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Manager/employee capability and performance |
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49 | (1) |
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Other performance factors |
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50 | (1) |
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Determinants of strategic options |
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50 | (1) |
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51 | (2) |
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How creative thinking may be used in marketing |
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53 | (1) |
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The need to be ready for change |
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54 | (1) |
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54 | (1) |
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Barriers to individual's creativity |
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55 | (2) |
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Blocks to creative thinking in organizations |
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57 | (1) |
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Elements of creative organizations |
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58 | (1) |
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59 | (1) |
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Case studies: Barrington Breweries |
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59 | (3) |
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60 | (2) |
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62 | (20) |
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62 | (1) |
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63 | (1) |
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Analysis of emerging and developing industries |
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63 | (2) |
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Analysis of maturing industries |
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65 | (2) |
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Implications of the transition to maturity |
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67 | (1) |
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Analysis of declining markets |
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68 | (4) |
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72 | (1) |
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Analysis of fragmented industries |
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72 | (3) |
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75 | (1) |
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75 | (2) |
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The competitive advantage matrix |
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77 | (1) |
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78 | (1) |
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78 | (4) |
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80 | (2) |
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82 | (20) |
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82 | (1) |
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Dimensions of market analysis |
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83 | (1) |
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Actual and potential market size |
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84 | (1) |
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84 | (3) |
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87 | (5) |
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92 | (2) |
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Market profitability analysis |
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94 | (2) |
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96 | (1) |
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96 | (1) |
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Key success factors - bases of competition |
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97 | (1) |
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Risks in high growth markets |
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97 | (2) |
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99 | (1) |
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99 | (3) |
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100 | (2) |
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102 | (19) |
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102 | (1) |
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Nature of competition and identification of an organization's competitors |
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103 | (4) |
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107 | (2) |
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109 | (1) |
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Understanding competitors' strategies |
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109 | (1) |
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110 | (1) |
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Sources of information about competitors |
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110 | (1) |
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111 | (1) |
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112 | (1) |
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112 | (3) |
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115 | (1) |
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Case studes: Cyproswim Ltd |
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116 | (5) |
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119 | (2) |
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Analysing the business environment |
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121 | (23) |
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121 | (1) |
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Changing patterns and changing strategies |
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122 | (1) |
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The changing nature of social and cultural aspects of consumers |
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123 | (4) |
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The influence of political, fiscal and economic policies |
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127 | (2) |
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The influence of technology |
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129 | (1) |
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Changes in distribution patterns |
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130 | (1) |
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How firms are responding to environmental change |
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130 | (1) |
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131 | (1) |
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The legal environment and its influence on marketing activities |
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132 | (1) |
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Ethics and code of practice |
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132 | (1) |
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Pressure groups, watch-dogs and consumerism |
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133 | (1) |
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Predicting environmental trends and events |
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134 | (5) |
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139 | (1) |
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Case studies: Union Assurance Company |
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139 | (5) |
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142 | (2) |
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Analysing the customer in the market place |
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144 | (26) |
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144 | (1) |
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Models of consumer behaviour |
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145 | (6) |
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Psychological factors influencing the buying decision process |
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151 | (2) |
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Social factors influencing the buying decision process |
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153 | (3) |
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Postmodernism in consumer behaviour |
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156 | (2) |
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Societal marketing and consumer behaviour |
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158 | (1) |
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Organizational buying decisions |
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159 | (3) |
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Similarities of organizational buyer behaviour with consumer behaviour |
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162 | (1) |
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162 | (1) |
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Nature of marketing research |
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163 | (1) |
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163 | (1) |
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164 | (2) |
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166 | (1) |
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166 | (1) |
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Case studies: Choosing a holiday |
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167 | (3) |
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168 | (2) |
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Sustainable competitive advantage and generic strategies |
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170 | (18) |
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170 | (1) |
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Competitive advantage should be market led |
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170 | (1) |
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Core competencies and competitive advantage |
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171 | (3) |
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174 | (1) |
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175 | (8) |
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183 | (1) |
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184 | (1) |
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185 | (1) |
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Case studies: Barney Malone |
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185 | (3) |
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187 | (1) |
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Segmentation, targeting and positioning |
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188 | (24) |
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188 | (1) |
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189 | (1) |
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Market segmentation research |
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190 | (2) |
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Cartographying geographic segmentation |
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192 | (1) |
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Segmentation, targeting and product positioning |
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192 | (2) |
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194 | (1) |
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195 | (1) |
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Segment invasion strategy |
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195 | (1) |
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Market targeting and positioning |
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196 | (1) |
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Factors influencing choice of targeting strategy |
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197 | (2) |
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199 | (2) |
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Qualitative approaches to positioning research |
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201 | (1) |
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Quantitative approaches to positioning research |
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202 | (2) |
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Multi-dimensional scaling and perceptual mapping |
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204 | (6) |
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210 | (1) |
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210 | (2) |
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211 | (1) |
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212 | (26) |
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212 | (1) |
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The product as a complex entity |
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213 | (1) |
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214 | (2) |
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216 | (2) |
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218 | (1) |
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219 | (2) |
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Other dimensions to pricing |
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221 | (3) |
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Price leadership strategy |
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224 | (1) |
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225 | (1) |
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225 | (3) |
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228 | (1) |
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229 | (1) |
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230 | (2) |
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232 | (1) |
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233 | (1) |
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Marketing research on the Internet |
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234 | (1) |
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Marketing mix and the Internet |
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234 | (1) |
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235 | (1) |
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Case studies: Eau de Nuit |
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235 | (3) |
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236 | (2) |
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Growth strategies: product-market expansion |
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238 | (26) |
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238 | (1) |
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239 | (1) |
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Market penetration strategy of existing markets |
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239 | (1) |
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Market development strategy |
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240 | (1) |
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Product development strategy |
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241 | (2) |
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243 | (10) |
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253 | (5) |
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258 | (2) |
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Further developments of the Ansoff matrix |
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260 | (1) |
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261 | (1) |
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Case studies: Remote Applications |
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261 | (3) |
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Business travel agents into hotels |
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262 | (2) |
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Facilitating the implementation of strategies |
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264 | (22) |
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264 | (1) |
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265 | (1) |
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Reasons behind collaborative strategies |
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266 | (1) |
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Alliances and partnerships |
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266 | (1) |
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267 | (1) |
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Strategic alliances as a competitive force |
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267 | (1) |
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Strategic alliances: management issues |
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268 | (1) |
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Customer service and relationship marketing |
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269 | (1) |
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The goods and service spectrum |
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269 | (1) |
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270 | (1) |
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Building relationships with customers |
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271 | (1) |
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Characteristics of a marketing relationship |
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272 | (1) |
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Requirements for successful relationship marketing |
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272 | (1) |
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The search for consumer focus |
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273 | (1) |
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Customer service - strategy, systems and staff |
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273 | (1) |
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Providing superior service |
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274 | (1) |
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275 | (1) |
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Measuring and monitoring customer satisfaction |
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275 | (2) |
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Satisfaction gap analysis |
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277 | (1) |
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Service quality measurement |
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277 | (1) |
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278 | (3) |
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281 | (1) |
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281 | (5) |
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283 | (3) |
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Marketing planning and implementing marketing strategy |
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286 | (17) |
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286 | (1) |
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Corporate strategy and the corporate plan |
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287 | (3) |
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290 | (2) |
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The nature and contents of a marketing plan |
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292 | (5) |
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Plans are not readily implemented |
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297 | (1) |
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Role of communication in getting plans adopted |
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297 | (1) |
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Putting strategies into practice |
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298 | (2) |
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300 | (1) |
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300 | (3) |
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301 | (2) |
| Bibliography |
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303 | (6) |
| Further reading |
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309 | (4) |
| Index |
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313 | |
Lisainfo e-raamatute kohta