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Contents Preface to the second third 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 marketing 1.6 Conclusions 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 Conclusions CHAPTER 3 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 PART II COMPTETIVE MARKET ANALYSIS CHAPTER 4 The Changing Market Environment (New) 4.1 Framework for macro-environment analysis 4.2 Economic and Political Change 4.3 Social and Cultural Change 4.4 Technological Change 4.5 Changes in Marketing Infrastructure and Practices 4.6 Anticipating and Forecasting Change 4.7 New Strategies for Changing Environments 4.8 Conclusions CHAPTER 5 Industry analysis 83 5.1 The Five Forces Model of Industry Competition 5.2 Strategic groups 5.3 Industry evolution and forecasting 5.4 Industry stability 5.5 SPACE analysis 5.6 The Competitive Advantage Matrix 5.7 Conclusions CHAPTER 6 Assessment of organizational resources 6.1 Understanding Marketing Resources 6.2 The resource-based view of the firm 6.3 Identifying the core competencies of the organization 6.4 Auditing resources 6.5 Itemizing marketing assets 6.6 Assessing marketing capabilities 6.7 Conclusions CHAPTER 7 Customer analysis 7.1 What we need to know about customers 7.2 Marketing research 7.3 The marketing research process 7.4 Organizing the customer information 7.5 Conclusions CHAPTER 8 Competitor analysis 8.1 Competitive benchmarking 8.2 The dimensions of competitor analysis 8.3 Choosing good competitors 8.4 Obtaining and disseminating competitive information 8.5 Conclusions PART III IDENTIFYING CURRENT AND FUTURE COMPETITIVE POSITIONS CHAPTER 9 Segmentation and positioning principles 9.1 Principles of competitive positioning 9.2 Principles of market segmentation 9.3 The underlying premises of market segmentation 9.4 Bases for segmenting markets 9.5 Segmenting consumer markets 9.6 Segmenting industrial markets 9.7 Identifying and describing market segments 9.8 The benefits of segmenting markets 9.9 Implementing market segmentation 9.10 Conclusions CHAPTER 10 Segmentation and positioning research 10.1 A priori segmentation approaches 10.2 Post-hoc cluster-based segmentation approaches 10.3 Qualitative approaches to positioning research 10.4 Quantitative approaches to positioning research 10.5 Conclusions CHAPTER 11 Selecting market targets 11.1 The process of market definition 11.2 Defining how the market is segmented 11.3 Determining alternative market or segment attractiveness 11.4 Determining current and potential strengths 11.5 Making market and segment choices 11.6 Alternative targeting strategies 11.7 Conclusions PART IV COMPETITIVE POSITIONING STRATEGIES CHAPTER 12 Creating Sustainable Competitive Advantage 12.1 Using corporate resources to achieve competitive advantage 12.2 Cost leadership strategies 12.3 Differentiation strategies 12.4 Stuck in the Middle 12.5 Communicating the competitive position 12.6 Sustainable comp...
