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"Unquestionably the most comprehensive treatment available on the subject. I found this book unique in its capacity to benefit executives, planning staff, and students of strategy alike."
-- Robert L. Joss, Dean of the Graduate School of Business, Stanford University


Create successful strategies for today's dynamic business environment
It isn't your Dad's (or Mom's) marketplace any more. Business environments once seemed quite stable and simple. Today, every market can be described as dynamic, and you need to adapt your strategies in order to counter the threats and maximize your opportunities.

The Eighth Edition of Strategic Market Management is designed to give you the strategic management tools you need to meet the challenges created by the dynamic nature of markets. Using a variety of concepts and methods such as strategic questions, portfolio models, and scenario analysis, the book outlines the five competencies that spark successful, ongoing strategizing:

Strategic analysis--With an emphasis on external market analysis, this new edition illustrates a structured approach to understanding the customer, the competitor, and important trends that you can apply to your strategic decision making

Stimulating and managing innovation--Understand different types of innovation and deal with the organizational challenges involved in bringing innovations to market

Managing multiple businesses--Know how to allocate resources towards businesses of the future and away from businesses that lack growth potential

Creating advantage--Take a long-term perspective to develop truly sustainable competitive advantages (SCAs)

Developing growth strategies--Gain the skills to energize, leverage, globalize the business, or create new businesses

Significantly revised, with a wealth of new and updated material, Strategic Market Management, 8th Edition remains the most authoritative guide to creating business strategies that will be relevant and compelling to customers, sustainable even in face of competitive attack, and maximize the assets and competencies of your organization.

Tabla de contenidos provista por Syndetics

• Chapter 1 Strategic Market Management-An Introduction and Overview(p. 1)
• What Is a Business Strategy?(p. 3)
• Strategic Market Management(p. 10)
• Marketing and Its Role in Strategy(p. 14)
• Part I Strategic Analysis(p. 17)
• Chapter 2 External and Customer Analysis(p. 19)
• External Analysis(p. 19)
• The Scope of Customer Analysis(p. 24)
• Segmentation(p. 24)
• Customer Motivations(p. 29)
• Unmet Needs(p. 33)
• Chapter 3 Competitor Analysis(p. 38)
• Identifying Competitors-Customer-Based Approaches(p. 39)
• Identifying Competitors-Strategic Groups(p. 41)
• Potential Competitors(p. 44)
• Competitor Analysis-Understanding Competitors(p. 44)
• Competitor Strengths and Weaknesses(p. 48)
• Obtaining Information on Competitors(p. 55)
• Chapter 4 Market/Submarket Analysis(p. 58)
• Dimensions of a Market Analysis(p. 59)
• Emerging Submarkets(p. 59)
• Actual and Potential Market Size(p. 62)
• Market and Submarket Growth(p. 64)
• Market and Submarket Profitability Analysis(p. 66)
• Cost Structure(p. 69)
• Distribution Systems(p. 70)
• Market Trends(p. 70)
• Key Success Factors(p. 71)
• Risks in High-Growth Markets(p. 72)
• Chapter 5 Environmental Analysis and Strategic Uncertainty(p. 78)
• Technology Trends(p. 80)
• Consumer Trends(p. 82)
• Government/Economic Trends(p. 87)
• Dealing with Strategic Uncertainty(p. 88)
• Impact Analysis-Assessing the Impact of Strategic Uncertainties(p. 89)
• Scenario Analysis(p. 90)
• Chapter 6 Internal Analysis(p. 95)
• Financial Performance-Sales and Profitability(p. 96)
• Performance Measurement-Beyond Profitability(p. 98)
• Strengths and Weaknesses(p. 102)
• Threats and Opportunities(p. 103)
• From Analysis to Strategy(p. 105)
• Case Challenges for Part I(p. 108)
• Trends in Retailing(p. 108)
• The Energy Bar Industry(p. 110)
• Competing Against Wal-Mart(p. 113)
• Part II Creating, Adapting, and Implementing Strategy(p. 117)
• Chapter 7 Creating Advantage, Synergy, and Strategic Philosophies(p. 119)
• The Sustainable Competitive Advantage(p. 120)
• The Role of Synergy(p. 125)
• Strategic Philosophies(p. 127)
• Chapter 8 Alternative Value Propositions(p. 138)
• Business Strategy Challenges(p. 139)
• Alternative Value Propositions(p. 141)
• Superior Quality(p. 146)
• Value(p. 150)
• Chapter 9 Building and Managing Brand Equity(p. 157)
• Brand Awareness(p. 158)
• Brand Loyalty(p. 159)
• Brand Associations(p. 161)
• The Brand Identity(p. 168)
• Chapter 10 Energizing the Business(p. 176)
• Energizing the Business(p. 177)
• Increasing Product Usage(p. 178)
• Branded Differentiators(p. 182)
• Branded Energizers(p. 185)
• Chapter 11 Leveraging the Business(p. 193)
• Which Assets and Competencies Can Be Leveraged?(p. 194)
• Brand Extensions(p. 196)
• Expanding the Scope of the Offering(p. 199)
• New Markets(p. 200)
• Evaluating Business Leveraging Options(p. 201)
• The Mirage of Synergy(p. 203)
• Chapter 12 Creating New Businesses(p. 208)
• The New Business(p. 209)
• The Innovators Advantage(p. 211)
• Managing Category Perceptions(p. 213)
• Creating New Business Arenas(p. 214)
• From Ideas to Market(p. 218)
• Chapter 13 Global Strategies(p. 223)
• Motivations Underlying Global Strategies(p. 224)
• Expanding the Global Footprint(p. 227)
• Standardization vs. Customization(p. 230)
• Global Brand Management(p. 233)
• Strategic Alliances(p. 236)
• Chapter 14 Setting Priorities for Businesses and Brands-The Exit, Milk, and Consolidate Options(p. 242)
• The Business Portfolio(p. 243)
• Divestment or Liquidation(p. 245)
• The Milk Strategy(p. 249)
• Prioritizing and Trimming the Brand Portfolio(p. 251)
• Chapter 15 Organizational Issues(p. 259)
• A Conceptual Framework(p. 260)
• Structure(p. 260)
• Systems(p. 263)
• People(p. 264)
• Culture(p. 266)
• Obtaining Strategic Congruence(p. 269)
• The New Corporate CMO: Getting Traction(p. 273)
• A Recap of Strategic Market Management(p. 276)
• Case Challenges for Part II(p. 280)
• Hobart Corporation(p. 280)
• Xerox: The Early Days(p. 282)
• Dove(p. 286)
• Transformational Innovations(p. 289)
• Samsung Electronics Intel(p. 291)
• Appendix Planning Forms(p. 294)
• Index(p. 309)

Notas de autor provistas por Syndetics

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