Strategic market management / David A. Aaker.

ISBN:

9780470317242

Title:

Author:

Aaker, David A.

Personal Author:

Aaker, David A.

Edition:

9th ed.

Publication Information:

Hoboken, NJ : Wiley, c2011.

Physical Description:

ix, 341 p. : ill. ; 23 cm.

General Note:

Previous ed.: 2008.

Subject Term:

Marketing -- Management.

Strategic planning.

Format:

Books

Publication Date:

2011

Publication Information:

Hoboken, NJ : Wiley, c2011.

Available:*

Shelf Number	Material Type	Copy	Shelf Location	Status
658.8 AAK	Not for loan	1	Standard shelving location	Searching... Unknown
658.8 AAK	Week loan	2	Standard shelving location	Searching... Unknown

Developing and implementing strategies today is very different than only a few decades ago; nearly all firms today operate in dynamic markets. Completely revised and updated, Aaker's best-selling book, Strategic Market Management , helps managers identify, implement, prioritize, and adapt market-driven business strategies that will enjoy sustainable advantage in dynamic markets that are increasingly complex and cluttered. The intent is to provide decision makers with concepts, methods, and procedures by which they can improve the quality of their strategic decision making and developing growth strategies.

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. 15
Part I Strategic Analysis	p. 19
Chapter 2 External and Customer Analysis	p. 21
External Analysis	p. 21
The Scope of Customer Analysis	p. 26
Segmentation	p. 26
Customer Motivations	p. 31
Unmet Needs	p. 35
Chapter 3 Competitor Analysis	p. 40
Identifying Competitors-Customer-Based Approaches	p. 41
Identifying Competitors-Strategic Groups	p. 43
Potential Competitors	p. 45
Competitor Analysis-Understanding Competitors	p. 46
Competitor Strengths and Weaknesses	p. 51
Obtaining Information on Competitors	p. 57
Chapter 4 Market/Submarket Analysis	p. 59
Dimensions of a Market/Submarket Analysis	p. 60
Emerging Submarkets	p. 60
Actual and Potential Market or Submarket Size	p. 63
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. 72
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. 91
Impact Analysis-Assessing the Impact of Strategic Uncertainties	p. 91
Scenario Analysis	p. 93
Chapter 6 Internal Analysis	p. 98
Financial Performance-Sales and Profitability	p. 99
Performance Measurement-Beyond Profitability	p. 102
Strengths and Weaknesses	p. 106
Threats and Opportunities	p. 107
From Analysis to Strategy	p. 109
Case Challenges for Part I
Trends in Retailing	p. 111
The Energy Bar Industry	p. 113
Transformational Innovations	p. 116
Part II Creating, Adapting, And Implementing Strategy	p. 119
Chapter 7 Creating Advantage: Synergy and Commitment vs. Opportunism vs. Adaptability	p. 121
The Sustainable Competitive Advantage	p. 122
The Role of Synergy	p. 127
Strategic Commitment, Opportunism, and Adaptability	p. 130
Chapter 8 Alternative Value Propositions	p. 140
Business Strategy Challenges	p. 141
Alternative Value Propositions	p. 143
Superior Quality	p. 149
Value	p. 154
Chapter 9 Building and Managing Brand Equity	p. 162
Brand Awareness	p. 163
Brand Loyalty
Brand Associations	p. 66
Brand Identity	p. 174
Chapter 10 Energizing the Business	p. 181
Innovating the Offering	p. 182
Energize the Brand and Marketing	p. 183
Increasing the Usage of Existing Customers	p. 196
Chapter 11 Leveraging the Business	p. 201
Which Assets and Competencies Can Be Leveraged?	p. 202
Brand Extensions	p. 204
Expanding the Scope of the Offering	p. 207
New Markets	p. 209
Evaluating Business Leveraging Options	p. 210
The Mirage of Synergy	p. 212
Chapter 12 Creating New Businesses	p. 216
The New Businesses	p. 217
The Innovator's Advantage	p. 219
Managing Category Perceptions	p. 221
Creating New Business Arenas	p. 222
From Ideas to Market	p. 227
Chapter 13 Global Strategies	p. 233
Motivations Underlying Global Strategies	p. 234
Standardization vs. Customization	p. 238
Expanding the Global Footprint	p. 242
Strategic Alliances	p. 245
Global Marketing Management	p. 248
Chapter 14 Setting Priorities for Businesses and Brands-The Exit, Milk, and Consolidate Options	p. 251
The Business Portfolio	p. 252
Divestment or Liquidation	p. 254
The Milk Strategy	p. 256
Prioritizing and Trimming the Brand Portfolio	p. 261
Chapter 15 From Silos to Synergy-Harnessing the Organization	p. 269
Silo Driven Problem-The Case of Marketing	p. 270
Addressing the Silo Marketing Issues-Challenges and Solutions	p. 272
Organizational Levers and Their Link to Stregegy	p. 273
Structure	p. 274
Systems	p. 276
People	p. 279
Culture	p. 282
A Recap of Strategic Marketing Management	p. 285
Case Challenges for Part II	p. 289
Hobart Corporation	p. 289
Dove	p. 291
Competing Against Wal-Mart	p. 294
Contemporary Art	p. 299
Sony vs. iPod	p. 302
Appendix: Planning Forms	p. 304
Index	p. 319

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Table of Contents