{"product_id":"strategic-market-management-global-perspectives-paperback-softback-9780470689752","title":"Strategic Market Management; Global Perspectives (Paperback \/ softback) 9780470689752","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eStrategic Market Management\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eGlobal Perspectives\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eDavid A. Aaker (Author), Damien McLoughlin (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780470689752, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003ePaperback \/ softback, published 26 March 2010\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e368 pages\u003cbr\u003e24.4 x 16.8 x 1.5 cm, 0.709 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003eThe text is a European adaptation of our current US book: \u003ci\u003eStrategic Market Management, 9\u003csup\u003eth\u003c\/sup\u003e Edition\u003c\/i\u003e by \u003cbr\u003e David Aaker. This new edition is a mainstream text suitable for all business students studying strategy and marketing courses.   \u003cp\u003e\u003ci\u003eStrategic Market Management: Global Perspectives\u003c\/i\u003e is motivated by the strategic challenges created by the dynamic nature of markets. The premise is that all traditional strategic management tools either do not apply or need to be adapted to a more dynamic context.\u003c\/p\u003e \u003cp\u003e The unique aspects of the book are its inclusion of:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eA business strategy definition that includes product\/market scope, value proposition, and assets and competences.\u003c\/li\u003e \u003cli\u003eA structured strategic analysis including a detailed customer, competitor, market, and environmental analysis leading to understanding of market dynamics that is supported by a summary flow diagram, a set of agendas to help start the process, and a set of planning forms.\u003c\/li\u003e \u003cli\u003eConcepts of strategic commitment, opportunism, and adaptability and how they can and should be blended together.\u003c\/li\u003e \u003cli\u003eBases of a value proposition and strong brands. A strategy without a compelling value proposition will not be market driven or successful. Brand assets that will support a business strategy need to be developed.\u003c\/li\u003e \u003cli\u003eCreating synergetic marketing with silo organisations defined by products or countries. All organisations have multiple products and markets and creating cooperation and communication instead of competition and isolation is becoming an imperative.\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eA global perspective is an essential aspect of this new edition. This reflects the lived experience of the student reader but also their likely professional challenges. This is achieved by the extensive use of new  examples and vignettes.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cb\u003ePreface\u003c\/b\u003e  \u003cp\u003e\u003cb\u003eAcknowledgements\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 Strategic Market Management: An Introduction and Overview\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Is a Business Strategy?\u003c\/p\u003e \u003cp\u003eStrategic Market Management\u003c\/p\u003e \u003cp\u003eMarketing and its Role in Strategy\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I STRATEGIC ANALYSIS\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 External and Customer Analysis\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExternal Analysis\u003c\/p\u003e \u003cp\u003eThe Scope of Customer Analysis\u003c\/p\u003e \u003cp\u003eSegmentation\u003c\/p\u003e \u003cp\u003eCustomer Motivations\u003c\/p\u003e \u003cp\u003eUnmet Needs\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Competitor Analysis\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIdentifying Competitors – Customer-Based Approaches\u003c\/p\u003e \u003cp\u003eIdentifying Competitors – Strategic Groups\u003c\/p\u003e \u003cp\u003ePotential Competitors\u003c\/p\u003e \u003cp\u003eCompetitor Analysis – Understanding Competitors\u003c\/p\u003e \u003cp\u003eCompetitor Strengths and Weaknesses\u003c\/p\u003e \u003cp\u003eObtaining Information on Competitors\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Market\/Submarket Analysis\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDimensions of a Market\/Submarket Analysis\u003c\/p\u003e \u003cp\u003eEmerging Submarkets\u003c\/p\u003e \u003cp\u003eActual and Potential Market or Submarket Size\u003c\/p\u003e \u003cp\u003eMarket and Submarket Growth\u003c\/p\u003e \u003cp\u003eMarket and Submarket Profitability Analysis\u003c\/p\u003e \u003cp\u003eCost Structure\u003c\/p\u003e \u003cp\u003eDistribution Systems\u003c\/p\u003e \u003cp\u003eMarket Trends\u003c\/p\u003e \u003cp\u003eKey Success Factors\u003c\/p\u003e \u003cp\u003eRisks in High-Growth Markets\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Environmental Analysis and Strategic Uncertainty\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTechnology Trends\u003c\/p\u003e \u003cp\u003eConsumer Trends\u003c\/p\u003e \u003cp\u003eGovernment\/Economic Trends\u003c\/p\u003e \u003cp\u003eDealing with Strategic Uncertainty\u003c\/p\u003e \u003cp\u003eImpact Analysis – Assessing the Impact of Strategic Uncertainties\u003c\/p\u003e \u003cp\u003eScenario Analysis\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Internal Analysis\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFinancial Analysis – Sales and Profitability\u003c\/p\u003e \u003cp\u003ePerformance Measurement – Beyond Profitability\u003c\/p\u003e \u003cp\u003eStrengths and Weaknesses\u003c\/p\u003e \u003cp\u003eThreats and Opportunities\u003c\/p\u003e \u003cp\u003eFrom Analysis to Strategy\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCases for the End of Part I\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase 1 – Understanding and Working with Industry Trends\u003c\/p\u003e \u003cp\u003eThe Future of Newspapers\u003c\/p\u003e \u003cp\u003eCase 2 – Evaluating and Assessing the Implications of a New Business Model\u003c\/p\u003e \u003cp\u003eSpotify – Identifying a New Value Proposition\u003c\/p\u003e \u003cp\u003eCase 3 – Competing Agaist Industry Giants\u003c\/p\u003e \u003cp\u003eCompeting Against Tesco\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II CREATING, ADAPTING, AND IMPLEMENTING STRATEGY\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Creating Advantage, Synergy, and Commitment versus Opportunism versus Adaptability\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Sustainable Competitive Advantage\u003c\/p\u003e \u003cp\u003eThe Role of Synergy\u003c\/p\u003e \u003cp\u003eStrategic Commitment, Opportunism, and Adaptability\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Alternative Value Propositions\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBusiness Strategy Challenges\u003c\/p\u003e \u003cp\u003eAlternative Value Propositions\u003c\/p\u003e \u003cp\u003eSuperior Quality\u003c\/p\u003e \u003cp\u003eValue\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 Building and Managing Brand Equity\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBrand Awareness\u003c\/p\u003e \u003cp\u003eBrand Loyalty\u003c\/p\u003e \u003cp\u003eBrand Associations\u003c\/p\u003e \u003cp\u003eBrand Identity\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Energizing the Business\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInnovating the Offering\u003c\/p\u003e \u003cp\u003eEnergize the Brand and Marketing\u003c\/p\u003e \u003cp\u003eIncreasing the Usage of Existing Customers\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Leveraging the Business\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhich Assets and Competences Can Be Leveraged?\u003c\/p\u003e \u003cp\u003eBrand Extensions\u003c\/p\u003e \u003cp\u003eExpanding the Scope of the Offering\u003c\/p\u003e \u003cp\u003eNew Markets\u003c\/p\u003e \u003cp\u003eEvaluating Business Leverage Options\u003c\/p\u003e \u003cp\u003eThe Mirage of Synergy\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Creating New Businesses\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe New Business\u003c\/p\u003e \u003cp\u003eThe Innovator’s Advantage\u003c\/p\u003e \u003cp\u003eManaging Category Perceptions\u003c\/p\u003e \u003cp\u003eCreating New Business Arenas\u003c\/p\u003e \u003cp\u003eFrom Ideas to Market\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Global Strategies\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMotivations Underlying Global Strategies\u003c\/p\u003e \u003cp\u003eStandardization Versus Customization\u003c\/p\u003e \u003cp\u003eExpanding the Global Footprint\u003c\/p\u003e \u003cp\u003eStrategic Alliances\u003c\/p\u003e \u003cp\u003eGlobal Marketing Management\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Setting Priorities for Businesses and Brands – the Exit, Milk, and Consolidate Options\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Business Portfolio\u003c\/p\u003e \u003cp\u003eDivestment or Liquidation\u003c\/p\u003e \u003cp\u003eThe Milk Strategy\u003c\/p\u003e \u003cp\u003ePrioritizing and Trimming the Brand Portfolio\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 From Silos to Synergy – Harnessing the Organization\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSilo-Driven Problems – The Case of Marketing\u003c\/p\u003e \u003cp\u003eAddressing the Silo Marketing Issues – Challenges and Solutions\u003c\/p\u003e \u003cp\u003eOrganizational Levers and Their Link to Strategy\u003c\/p\u003e \u003cp\u003eStructure\u003c\/p\u003e \u003cp\u003eSystems\u003c\/p\u003e \u003cp\u003ePeople\u003c\/p\u003e \u003cp\u003eCulture\u003c\/p\u003e \u003cp\u003eA Recap of Strategic Marketing Management\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCases for the End of Part II\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCase 1 – Strategic Positioning\u003c\/p\u003e \u003cp\u003eAlltech FEI World Equestrian Games 2010\u003c\/p\u003e \u003cp\u003eCase 2 – Leveraging a Brand Asset\u003c\/p\u003e \u003cp\u003eInnocent Drinks\u003c\/p\u003e \u003cp\u003eCase 3 – Competing Against the Industry Giant\u003c\/p\u003e \u003cp\u003eHTC – Something Beautiful Is Coming\u003c\/p\u003e \u003cp\u003eCase 4 – Creating a New Brand for a New Market\u003c\/p\u003e \u003cp\u003eTata Nano – Estimating the True Cost of the Cheapest Car in the World\u003c\/p\u003e \u003cp\u003eCase 5 – Transformative Innovation in the Developing World\u003c\/p\u003e \u003cp\u003eVodaphone M-PESA – Mobile Banking in Kenya\u003c\/p\u003e \u003cp\u003eLearning Learning – One Laptop Per Child Initiative\u003c\/p\u003e \u003cp\u003eMerck – Making Life-Saving Drugs Accessible and Affordable\u003c\/p\u003e \u003cp\u003eNestlé – Creating Shared Value through Business\u003c\/p\u003e \u003cp\u003eSelco – Solar-Powered LEDs Paid for Using Microfinancing\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix Planning Forms\u003c\/b\u003e\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Business%20\u0026amp;%20management%20%5BKJ%5D%22\"\u003eKJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand 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