- Hooley, Graham J.
- Piercy, Nigel
- Nicoulaud, Brigitte.
- Business planning.
- Financial Times Prentice Hall,
- 0273706977 (pbk.) :
- 9780273706977 (pbk.) :
- 1408211947 (e-book)
- 9781408211946 (e-book)
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- Previous ed.: published as by Graham J. Hooley, John A. Saunders, Nigel F. Piercy. 2004.
- Text on inside cover.
- Includes bibliographical references (p. 572-598) and index.
- Preface Acknowledgements PART I MARKETING STRATEGY CHAPTER 1 Market-led strategic management 1.1 The marketing concept and market orientation 1.2 The resource based view of marketing 1.3 Organizational Stakeholders 1.4 Marketing Fundamentals 1.5 The role of marketing in leading strategic management 1.6 Summary Case Study: Psion CHAPTER 2 Strategic marketing planning 2.1 Defining the Business Purpose or Mission 2.2 The Marketing Strategy Process 2.3 Establishing the Core Strategy 2.4 Creation of the competitive position 2.5 Implementation 2.6 Summary Case Study: iPhone PART II COMPTETIVE MARKET ANALYSIS CHAPTER 3 The Changing Market Environment 3.1 A framework for macro-environmental analysis 3.2 The Economic and Political Environment 3.3 The Social and Cultural Environment 3.4 The Technological Environment 3.5 Changes in Marketing Infrastructure and Practices 3.6 New Strategies for Changing Macro-environments 3.7 The Five Forces Model of industry competition 3.8 The Product Life Cycle 3.9 Strategic groups 3.10 Industry evolution and forecasting 3.11 Environmental stability 3.12 SPACE analysis 3.13 The Advantage Matrix 3.14 Summary Case Study: Virgin Megastore Portfolio analysis 3.1 Portfolio planning 3.2 The Boston Consulting Group Growth-Share Matrix 3.3 Multi-factor approaches to portfolio modelling 3.4 The process of portfolio planning 3.5 Financial portfolio theory 3.6 Competence portfolio 3.7 Conclusions CHAPTER 4 Customer analysis 4.1 What we need to know about customers 4.2 Marketing research 4.3 The marketing research process 4.4 Organising customer information 4.5 Summary Case Study: Procter & Gamble CHAPTER 5 Competitor analysis 5.1 Competitive benchmarking 5.2 The dimensions of competitor analysis 5.3 Choosing good competitors 5.4 Obtaining and disseminating competitive information 5.5 Summary Case Study: Emap CHAPTER 6 Understanding the Organisational Resource Base 6.1 Marketing Resources as the Foundation for Differentiation 6.2 Value Creating Disciplines 6.3 The resource-based view of the firm 6.4 Creating and exploiting marketing assets 6.5 Developing Marketing Capabilities 6.6 Dynamic Marketing Capabilities 6.7 Resource portfolios 6.8 Developing and exploiting resources 6.9 Summary Case Study: Miele CHAPTER 7 Forecasting future demand and market requirements 7.1 Forecasting what? 7.2 Forecasts based on current demand 7.3 Forecasts based on past demand 7.4 Forecasting through experimentation 7.5 Forecasting through intentions and expert opinion 7.6 Summary Case Study: Boeing PART III IDENTIFYING CURRENT AND FUTURE COMPETITIVE POSITIONS CHAPTER 8 Segmentation and positioning principles 8.1 Principles of competitive positioning 8.2 Principles of market segmentation 8.3 The underlying premises of market segmentation 8.4 Bases for segmenting markets 8.5 Segmenting consumer markets 8.6 Segmenting business markets 8.7 Identifying and describing market segments 8.8 The benefits of segmenting markets 8.9 Implementing market segmentation 8.10 Summary Case Study: Internet Exchange CHAPTER 9 Segmentation and positioning research 9.1 A priori segmentation approaches 9.2 Post-hoc/cluster-based segmentation approaches 9.3 Qualitative approaches to positioning research 9.4 Quantitative approaches to positioning research 9.5 Summary Case Study: Asianet, Zee TV, Namaste and more CHAPTER 10 Selecting market targets 10.1 The process of market definition 10.2 Defining how the market is segmented 10.3 Determining market segment attractiveness 10.4 Determining current and potential strengths 10.5 Making market and segment choices 10.6 Alternative targeting strategies 10.7 Summary Case Study: B&O PART IV COMPETITIVE POSITIONING STRATEGIES CHAPTER 11 Creating Sustainable Competitive Advantage 11.1 Using organisational resources to create sustainable competitive advantage 11.2 Generic routes to competitiv advantage 11.3 Achieving cost leadership 11.
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