Polyteknisk Boghandel

The European edition of Strategic Market Management has been prepared with the objective of taking David Aaker's outstanding and well-established textbook and presenting it to a European audience. It retains the culture of the original text, to maintain its accessibility and continue its emphasis on practical action. It has also kept the compactness, which has made it so popular with graduate and executive students and managers, while keeping a comprehensive coverage of major and emerging themes in strategy. The core value of the original text, that the development, evaluation and implementation of business strategies are essential to successful management, is also retained in the European edition.The book is essential reading for any management or business school course that focuses on the management of strategies. It is especially appropriate for marketing strategy, strategic management and business policy courses. It is also designed to be used by managers who need to develop strategies or who run a small business and want to improve their strategy development and planning processes.

Preface. PART I INTRODUCTION AND OVERVIEW
1. Chapter
1 Business Strategy: The Concept and Trends in Its Management. What is a Business Strategy?Strategic Options. Strategic Market Management: Characteristics and Trends. Why Strategic Market Management?Chapter
2 Strategic Market Management: An Overview. External Analysis. Internal Analysis. Creating a Vision for the Business. Strategy Identification and Selection. Selecting among Strategic Alternatives. The Process. PART II STRATEGIC ANALYSIS. Chapter
3 External and Customer Analysis. External Analysis. The Scope of Customer Analysis. Segmentation. Customer Motivations. Unmet Needs. Chapter
4 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
5 Market/Submarket Analysis. Dimensions of a Market Analysis. Actual and Potential Market 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
6 Environmental Analysis and Strategic Uncertainty. Dimensions of Environmental Analysis. Dealing with Strategic Uncertainty. Impact Analysis_Assessing the Impact of Strategic Uncertainties. Scenario Analysis. Chapter
7 Internal Analysis. Financial Performance_Sales and Profitability. Performance Measurement_Beyond Profitability. Determinants of Strategic Options. From Analysis to Strategy. Business Portfolio Analysis. Case Challenges for Part II. The Soft Drinks Market. Tesco. PART III ALTERNATIVE BUSINESS STRATEGIES. Chapter
8 Creating Advantage_Synergy and Vision versus Opportunism. The Sustainable Competitive Advantage. The Role of Synergy. Strategic Vision versus Strategic Opportunism. A Dynamic Vision. Chapter
9 Strategic Options: Quality and Brand Equity. Business Strategy Challenges. Strategic Options. The Quality Option. The Brand Equity Option. Chapter
10 Strategic Options: Value, Focus, Innovation and Customer Relationships. The Value Option. The Focus Option. The Innovation Option. The Customer Relationship Option. Chapter
11 Global Strategies. Motivations Underlying Global Strategies. Standardization versus Customization. Global Brand Management. Strategic Alliances. Chapter
12 Strategic Positioning. The Role of the Strategic Position. Strategic Position Options. Developing and Selecting a Strategic Position. Case Challenges for Part III. Bulmers. Innocent. PART IV GROWTH STRATEGIES. Chapter
13 Growth Strategies: Penetration, Product-Market Expansion,. Vertical Integration, and the Big Idea. Growth in Existing Product Markets. Product Development for the Existing Market. Market Development Using Existing Products. Vertical Integration Strategies. The Big Idea. Chapter
14 Diversification. Related Diversification. The Mirage of Synergy. Unrelated Diversification. Entry Strategies. Chapter
15 Strategies in Declining and Hostile Markets. Creating Growth in Declining Industries. Be the Profitable Survivor. Milk or Harvest. Divestment or Liquidation. Selecting the Right Strategy for the Declining Environment. Hostile Markets. Case Challenges for Part IV. Dove. Green & Black's. PART V IMPLEMENTATION. Chapter
16 Organisational Issues. A Conceptual Framework. Structure. Systems. People. Culture. Obtaining Strategic Congruence. Organizing for Innovation. A Recap of Strategic Market Management. Case Challenges for Part V. Vodafone. Index.