Marketing Strategy and Competitive Positioning,9780273655169

Marketing Strategy and Competitive Positioning

by ; ; ;
Edition: 4th
ISBN13: 9780273655169
ISBN10: 0273655167
Format: Paperback
Pub. Date: 2008-01-01
Publisher(s): Prentice Hall
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Summary

Marketing Strategy and Competitive Positioning deals with the process of developing and implementing a marketing strategy. The third edition focuses on competitive positioning at the heart of marketing strategy and includes in-depth discussion of the processes used in marketing to achieve competitive advantage.

Author Biography

Graham Hooley is Professor of Marketing at Aston Business School and Senior Pro-Vice Chancellor of Aston University.

Table of Contents

Preface xvii
Acknowledgements xx
Abbreviations xxiii
1 Marketing Strategy
1 Market-led strategic management
3(30)
Introduction
3(4)
1.1 The marketing concept and market orientation
7(4)
1.2 The resource-based view of marketing
11(6)
1.3 Organisational stakeholders
17(5)
1.4 Marketing fundamentals
22(6)
1.5 The role of marketing in leading strategic
28(1)
1.6 Summary
29(1)
Case Study: Psion
30(1)
Discussion questions
31(2)
2 Strategic marketing planning
33(26)
Introduction
33(2)
2.1 Defining the business purpose or mission
35(3)
2.2 The marketing strategy process
38(2)
2.3 Establishing the core strategy
40(8)
2.4 Creation of the competitive positioning
48(4)
2.5 Implementation
52(4)
2.6 Summary
56(1)
Case Study: Playboy
57(1)
Discussion questions
58(1)
3 Portfolio analysis
59(34)
Introduction
59(3)
3.1 Portfolio planning
62(2)
3.2 The Boston Consulting Group Growth-Share Matrix
64(8)
3.3 Multi-factor approaches to portfolio modelling
72(6)
3.4 The process of portfolio planning
78(4)
3.5 Financial portfolio theory
82(3)
3.6 Resource portfolios
85(2)
3.7 Summary
87(2)
Case Study: Heinz
89(1)
Discussion questions
90(3)
Part 2 Competitive Market Analysis
4 The changing market environment
93(24)
Introduction
93(1)
4.1 A framework for macro-environmental analysis
94(1)
4.2 The economic and political environment
94(6)
4.3 The social and cultural environment
100(5)
4.4 The technological environment
105(2)
4.5 Changes in marketing infrastructure and practices
107(2)
4.6 New strategies for changing environments
109(4)
4.7 Summary
113(1)
Case Study: Smart houses
113(2)
Discussion questions
115(2)
5 Analysis of the competitive environment
117(22)
Introduction
117(1)
5.1 The Five Forces Model of industry competition
117(1)
5.2 Strategic groups
118(5)
5.3 Industry evolution and forecasting
123(3)
5.4 Environmental stability
126(3)
5.5 SPACE analysis
129(5)
5.6 The Advantage Matrix
134(2)
5.7 Summary
136(1)
Case Study: Virgin Megastore
137(1)
Discussion questions
138(1)
6 Assessment of organisational resources
139(40)
Introduction
139(1)
6.1 Understanding marketing resources
140(5)
6.2 The resource-based view of the firm
145(4)
6.3 Identifying the core competencies of the organisation
149(4)
6.4 Auditing resources
153(4)
6.5 Itemising marketing assets
157(14)
6.6 Assessing marketing capabilities
171(2)
6.7 Developing and exploiting resources
173(1)
6.8 Summary
174(1)
Case Study: H&M Stores
175(2)
Discussion questions
177(2)
7 Customer analysis
179(24)
Introduction
179(1)
7.1 What we need to know about customers
180(3)
7.2 Marketing research
183(10)
7.3 The marketing research process
193(2)
7.4 Organising customer information
195(3)
7.5 Summary
198(1)
Case Study: Procter & Gamble
199(2)
Discussion questions
201(2)
8 Competitor analysis
203(30)
Introduction
203(1)
8.1 Competitive benchmarking
204(3)
8.2 The dimensions of competitor analysis
207(15)
8.3 Choosing good competitors
222(4)
8.4 Obtaining and disseminating competitive information
226(3)
8.5 Summary
229(2)
Case Study: Emap
231(1)
Discussion questions
232(1)
9 Forecasting future demand and market requirements
233
Introduction
233(1)
9.1 Forecasting what?
234(1)
9.2 Forecasts based on current demand
235(2)
9.3 Forecasts based on past demand
237(13)
9.4 Forecasting through experimentation
250(4)
9.5 Forecasting through intentions and expert opinions
254(4)
9.6 Summary
258(3)
Case Study: Boeing
261(1)
Discussion questions
261(4)
Part 3 Identifying Current and Future Competitive Positions
10 Segmentation and positioning principles
265(38)
Introduction
265(2)
10.1 Principles of competitive positioning
267(3)
10.2 Principles of market segmentation
270(1)
10.3 The underlying premises of market segmentation
271(2)
10.4 Bases for segmenting markets
273(1)
10.5 Segmenting consumer markets
274(14)
10.6 Segmenting business markets
288(5)
10.7 Identifying and describing market segments
293(1)
10.8 The benefits of segmenting markets
294(1)
10.9 Implementing market segmentation
295(4)
10.10 Summary
299(1)
Case Study: Internet Exchange
300(2)
Discussion questions
302(1)
11 Segmentation and positioning research
303(34)
Introduction
303(3)
11.1 A priori segmentation approaches
306(5)
11.2 Post-hoc/cluster-based segmentation approaches
311(9)
11.3 Qualitative approaches to positioning research
320(3)
11.4 Quantitative approaches to positioning research
323(10)
11.5 Summary
333(2)
Case Study: Asianet, Zee TV, Namaste and more
335(1)
Discussion questions
336(1)
12 Selecting market targets
337(30)
Introduction
337(2)
12.1 The process of market definition
339(3)
12.2 Defining how the market is segmented
342(2)
12.3 Determining market segment attractiveness
344(10)
12.4 Determining current and potential strengths
354(3)
12.5 Making market and segment choices
357(3)
12.6 Alternative targeting strategies
360(2)
12.7 Summary
362(1)
Case Study: Cadillac
363(1)
Discussion questions
364(3)
Part 4 Competitive Positioning Strategies
13 Creating sustainable competitive advantage
367(24)
Introduction
367(1)
13.1 Using organisational resources to create sustainable competitive advantage
367(3)
13.2 Generic routes to competitive advantage
370(1)
13.3 Achieving cost leadership
371(4)
13.4 Achieving differentiation
375(10)
13.5 Sustaining competitive advantage
385(2)
13.6 Summary
387(1)
Case Study: Nokia
387(2)
Discussion questions
389(2)
14 Offensive and defensive competitive strategies
391(22)
Introduction
391(1)
14.1 Build strategies
392(7)
14.2 Holding and defensive strategies
399(6)
14.3 Market niche strategies
405(2)
14.4 Harvesting strategies
407(1)
14.5 Divestment/deletion
408(1)
14.6 Matching managerial skills to strategic tasks
409(1)
14.7 Summary
410(1)
Case Study: BSkyB
410(2)
Discussion questions
412(1)
15 Competing through strategic alliances and networks
413(30)
Introduction
413(2)
15.1 The era of strategic collaboration
415(2)
15.2 The drivers of collaboration strategies
417(4)
15.3 Types of network
421(5)
15.4 Alliances and partnerships
426(3)
15.5 Strategic alliances as a competitive force
429(1)
15.6 The risks In strategic alliances
430(4)
15.7 Competing through strategic alliances
434(3)
15.8 Summary
437(1)
Case Study: Napster
438(4)
Discussion questions
442(1)
16 Competing through superior service and customer relationships
443(22)
Introduction
443(2)
16.1 The goods and services spectrum
445(2)
16.2 Relationship marketing
447(5)
16.3 The three Ss of customer service
452(1)
16.4 Providing superior service
452(4)
16.5 Measuring and monitoring customer satisfaction
456(5)
16.6 Summary
461(1)
Case Study: Petite Pictet & Cie
461(2)
Discussion questions
463(2)
17 Competing through innovation
465(24)
Introduction
465(1)
17.1 New product success and failure
466(4)
17.2 `Planned innovation
470(3)
17.3 The new product development process
473(8)
17.4 Speeding new product development
481(1)
17.5 Organising for new product development
482(3)
17.6 Summary
485(1)
Case Study: Obituary of Ely Callaway
486(2)
Discussion questions
488(1)
18 Competing through e-marketing
489(30)
Introduction
489(2)
18.1 The growth of the Internet as a marketing medium
491(8)
18.2 The metrics of e-marketing
499(2)
18.3 e-marketing research
501(4)
18.4 The impact of e-marketing on marketing strategy
505(10)
18.5 Emerging themes in e-marketing
515(1)
18.6 Summary
515(1)
Case Study: Tesco Online
516(2)
Discussion questions
518(1)
19 Implementation through internal marketing
519(34)
Introduction
519(3)
19.1 The development of internal marketing
522(2)
19.2 The scope of internal marketing
524(13)
19.3 Planning for internal marketing
537(2)
19.4 Partnership with human resource management
539(8)
19.5 Summary
547(1)
Case Study: DaimlerChrysler UK
548(1)
Discussion questions
549(4)
Part 5 Conclusions
20 Marketing strategies for the twenty-first century
553(53)
Introduction
553(1)
20.1 The changing competitive arena
554(6)
20.2 Fundamentals of strategy in a changing world
560(7)
20.3 Competitive positioning strategies
567(14)
20.4 Summary
581(1)
Case Study: It's scary out there
581(2)
Discussion questions
583(1)
References 584(22)
Indices
By author
606(6)
By company/brand
612(7)
By subject
619

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