Polyteknisk Boghandel

Damien McLoughlin presents the long awaited European adaptation of Strategic Market Management by David Aaker. The new text will be a mainstream text suitable for all business students studying strategy and marketing courses in the UK and Europe and will include European case material. Features: ? Updated to include European case material and examples. ? A new chapter on branding. ? An extended chapter on implementation.

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.