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Focuses on the need to analyze the external environment and the competitive marketplace to make strategic market selections and competitive positioning decisions. The most complete, systematic approach to external analysis available. Addresses key current strategy issues, and is noted for its extensive use of business examples.

Tabla de contenidos provista por Syndetics

• Part 1 Introduction and Overview
• Chapter 1 Business Strategy: The Concept and Trends in Its Management(p. 3)
• What Is a Business Strategy?(p. 4)
• Strategic Thrusts--The Route to SCAs(p. 6)
• A Strategic Business Unit(p. 8)
• Strategic Market Management: A Historical Perspective(p. 8)
• Strategic Market Management: Characteristics and Trends(p. 12)
• Why Strategic Market Management?(p. 15)
• Chapter 2 Strategic Market Management: An Overview(p. 18)
• External Analysis(p. 19)
• Internal Analysis(p. 24)
• Creating a Vision for the Business(p. 26)
• Strategy Identification and Selection(p. 28)
• Selecting among Strategic Alternatives(p. 32)
• The Process(p. 33)
• Part 2 Strategic Analysis
• Chapter 3 External and Customer Analysis(p. 37)
• External Analysis(p. 37)
• The Scope of Customer Analysis(p. 42)
• Segmentation(p. 42)
• Customer Motivations(p. 47)
• Unmet Needs(p. 52)
• Chapter 4 Competitor Analysis(p. 56)
• Identifying Competitors--Customer-Based Approaches(p. 57)
• Identifying Competitors--Strategic Groups(p. 59)
• Potential Competitors(p. 61)
• Competitor Analysis--Understanding Competitors(p. 62)
• Competitor Strengths and Weaknesses(p. 66)
• Obtaining Information on Competitors(p. 72)
• Chapter 5 Market Analysis(p. 76)
• Dimensions of a Market Analysis(p. 77)
• Actual and Potential Market Size(p. 78)
• Market Growth(p. 79)
• Market Profitability Analysis(p. 82)
• Cost Structure(p. 85)
• Distribution Systems(p. 86)
• Market Trends(p. 87)
• Key Success Factors--Bases of Competition(p. 88)
• Risks in High-Growth Markets(p. 89)
• Chapter 6 Environmental Analysis and Strategic Uncertainty(p. 96)
• Dimensions of Environmental Analysis(p. 97)
• Dealing with Strategic Uncertainty(p. 103)
• Impact Analysis--Assessing the Impact of Strategic Uncertainties(p. 104)
• Scenario Analysis(p. 106)
• Chapter 7 Internal Analysis(p. 111)
• Financial Performance--Sales and Profitability(p. 112)
• Performance Measurement--Beyond Profitability(p. 115)
• Determinants of Strategic Options(p. 119)
• From Analysis to Strategy(p. 122)
• Business Portfolio Analysis(p. 122)
• Appendix: Projecting Cash Flow--Sources and Uses of Funds(p. 127)
• Part 3 Alternative Business Strategies
• Chapter 8 Obtaining a Sustainable Competitive Advantage(p. 133)
• The Sustainable Competitive Advantage(p. 134)
• The Role of Synergy(p. 139)
• Strategic Vision versus Strategic Opportunism(p. 142)
• A Dynamic Vision(p. 149)
• Chapter 9 Differentiation Strategies(p. 154)
• Successful Differentiation Strategies(p. 155)
• The Quality Option(p. 157)
• Building Strong Brands(p. 164)
• Chapter 10 Cost, Focus, and the Preemptive Move(p. 172)
• Low Cost Strategies(p. 172)
• Focus Strategies(p. 180)
• The Preemptive Move(p. 183)
• Chapter 11 Strategic Positioning(p. 192)
• The Role of the Strategic Position(p. 193)
• Strategic Position Options(p. 200)
• Developing and Selecting a Strategic Position(p. 209)
• Chapter 12 Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Idea(p. 212)
• Growth in Existing Product Markets(p. 213)
• Product Development for the Existing Market(p. 217)
• Market Development Using Existing Products(p. 221)
• Vertical Integration Strategies(p. 223)
• Entry Into a Profitable Business Area(p. 225)
• Risks of Managing a Different Business(p. 226)
• The Big Idea(p. 227)
• Chapter 13 Diversification(p. 231)
• Related Diversification(p. 232)
• The Mirage of Synergy(p. 237)
• Unrelated Diversification(p. 239)
• Entry Strategies(p. 245)
• Chapter 14 Strategies in Declining and Hostile Markets(p. 250)
• Creating Growth in Declining Industries(p. 251)
• Be the Profitable Survivor(p. 253)
• Milk or Harvest(p. 254)
• Divestment or Liquidation(p. 256)
• Selecting the Right Strategy for the Declining Environment(p. 258)
• Hostile Markets(p. 260)
• Chapter 15 Global Strategies(p. 266)
• Motivations Underlying Global Strategies(p. 267)
• Standardization versus Customization(p. 271)
• Strategic Alliances(p. 273)
• Global Leadership Not Global Brands(p. 275)
• Strategic Alliances(p. 277)
• Part 4 Implementation
• Chapter 16 Implementation(p. 287)
• A Conceptual Framework(p. 288)
• Structure(p. 288)
• Systems(p. 291)
• People(p. 292)
• Culture(p. 294)
• Obtaining Strategic Congruence(p. 298)
• Organizing for Innovation(p. 302)
• A Recap of Strategic Market Management(p. 305)
• Appendix Planning Forms(p. 309)
• Index(p. 323)

Notas de autor provistas por Syndetics

David Aaker is professor of Marketing, Emeritus at the Haas School of Business, University of California Berkeley