Strategic market management / David A. Aaker.

ISBN:

9780470056233

Title:

Author:

Aaker, David A.

Personal Author:

Aaker, David A.

Edition:

8th ed.

Publication Information:

Hoboken, NJ : John Wiley, c2008.

Physical Description:

xiii, 322 p. : ill. ; 23 cm.

General Note:

Previous ed. c2004.

Contents:

Ch. I. Strategic Market Management -- An Introduction and Overview -- Pt. I. Strategic Analysis -- Ch. 2. External and Customer Analysis -- Ch. 3. Competitor Analysis -- Ch. 4. Market/Submarket Analysis -- Ch. 5. Environmental Analysis and Strategic Uncertainty -- Ch. 6. Internal Analysis -- Case Challenges for Part I -- Pt. II. Creating, Adapting, and implementing Strategy -- Ch. 7. Creating Advantage, Synergy and Strategic Philosophies -- Ch. 8. Alternative Value Propositions -- Ch. 9. Building and Managing Brand Equity -- Ch. 10. Energizing the Business -- Ch. 11. Leveraging the Business -- Ch. 12. Creating New Business -- Ch. 13. Global Strategies -- Ch. 14. Setting Priorities for Businesses and Brands - The Exit, Milk, and Consolidate Options -- Ch. 15. Organizational Issues -- Case Challenges for Part II.

Subject Term:

Marketing -- Management.

Format:

Books

Electronic Access:

Table of contents only http://www.loc.gov/catdir/toc/fy0805/2008274680.html

Publication Date:

2008

Publication Information:

Hoboken, NJ : John Wiley, c2008.

Available:*

Shelf Number	Material Type	Copy	Shelf Location	Status
658.8 AAK	Book	1	Standard shelving location	Searching... Unknown

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Summary

"Unquestionably the most comprehensive treatment available on the subject. I found this book unique in its capacity to benefit executives, planning staff, and students of strategy alike."
-- Robert L. Joss, Dean of the Graduate School of Business, Stanford University

Create successful strategies for today's dynamic business environment
It isn't your Dad's (or Mom's) marketplace any more. Business environments once seemed quite stable and simple. Today, every market can be described as dynamic, and you need to adapt your strategies in order to counter the threats and maximize your opportunities.

The Eighth Edition of Strategic Market Management is designed to give you the strategic management tools you need to meet the challenges created by the dynamic nature of markets. Using a variety of concepts and methods such as strategic questions, portfolio models, and scenario analysis, the book outlines the five competencies that spark successful, ongoing strategizing:

Strategic analysis--With an emphasis on external market analysis, this new edition illustrates a structured approach to understanding the customer, the competitor, and important trends that you can apply to your strategic decision making

Stimulating and managing innovation--Understand different types of innovation and deal with the organizational challenges involved in bringing innovations to market

Managing multiple businesses--Know how to allocate resources towards businesses of the future and away from businesses that lack growth potential

Creating advantage--Take a long-term perspective to develop truly sustainable competitive advantages (SCAs)

Developing growth strategies--Gain the skills to energize, leverage, globalize the business, or create new businesses

Significantly revised, with a wealth of new and updated material, Strategic Market Management, 8th Edition remains the most authoritative guide to creating business strategies that will be relevant and compelling to customers, sustainable even in face of competitive attack, and maximize the assets and competencies of your organization.

Author Notes

David Aaker is professor of Marketing, Emeritus at the Haas School of Business, University of California Berkeley

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. 14
Part I Strategic Analysis	p. 17
Chapter 2 External and Customer Analysis	p. 19
External Analysis	p. 19
The Scope of Customer Analysis	p. 24
Segmentation	p. 24
Customer Motivations	p. 29
Unmet Needs	p. 33
Chapter 3 Competitor Analysis	p. 38
Identifying Competitors-Customer-Based Approaches	p. 39
Identifying Competitors-Strategic Groups	p. 41
Potential Competitors	p. 44
Competitor Analysis-Understanding Competitors	p. 44
Competitor Strengths and Weaknesses	p. 48
Obtaining Information on Competitors	p. 55
Chapter 4 Market/Submarket Analysis	p. 58
Dimensions of a Market Analysis	p. 59
Emerging Submarkets	p. 59
Actual and Potential Market Size	p. 62
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. 71
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. 88
Impact Analysis-Assessing the Impact of Strategic Uncertainties	p. 89
Scenario Analysis	p. 90
Chapter 6 Internal Analysis	p. 95
Financial Performance-Sales and Profitability	p. 96
Performance Measurement-Beyond Profitability	p. 98
Strengths and Weaknesses	p. 102
Threats and Opportunities	p. 103
From Analysis to Strategy	p. 105
Case Challenges for Part I	p. 108
Trends in Retailing	p. 108
The Energy Bar Industry	p. 110
Competing Against Wal-Mart	p. 113
Part II Creating, Adapting, and Implementing Strategy	p. 117
Chapter 7 Creating Advantage, Synergy, and Strategic Philosophies	p. 119
The Sustainable Competitive Advantage	p. 120
The Role of Synergy	p. 125
Strategic Philosophies	p. 127
Chapter 8 Alternative Value Propositions	p. 138
Business Strategy Challenges	p. 139
Alternative Value Propositions	p. 141
Superior Quality	p. 146
Value	p. 150
Chapter 9 Building and Managing Brand Equity	p. 157
Brand Awareness	p. 158
Brand Loyalty	p. 159
Brand Associations	p. 161
The Brand Identity	p. 168
Chapter 10 Energizing the Business	p. 176
Energizing the Business	p. 177
Increasing Product Usage	p. 178
Branded Differentiators	p. 182
Branded Energizers	p. 185
Chapter 11 Leveraging the Business	p. 193
Which Assets and Competencies Can Be Leveraged?	p. 194
Brand Extensions	p. 196
Expanding the Scope of the Offering	p. 199
New Markets	p. 200
Evaluating Business Leveraging Options	p. 201
The Mirage of Synergy	p. 203
Chapter 12 Creating New Businesses	p. 208
The New Business	p. 209
The Innovators Advantage	p. 211
Managing Category Perceptions	p. 213
Creating New Business Arenas	p. 214
From Ideas to Market	p. 218
Chapter 13 Global Strategies	p. 223
Motivations Underlying Global Strategies	p. 224
Expanding the Global Footprint	p. 227
Standardization vs. Customization	p. 230
Global Brand Management	p. 233
Strategic Alliances	p. 236
Chapter 14 Setting Priorities for Businesses and Brands-The Exit, Milk, and Consolidate Options	p. 242
The Business Portfolio	p. 243
Divestment or Liquidation	p. 245
The Milk Strategy	p. 249
Prioritizing and Trimming the Brand Portfolio	p. 251
Chapter 15 Organizational Issues	p. 259
A Conceptual Framework	p. 260
Structure	p. 260
Systems	p. 263
People	p. 264
Culture	p. 266
Obtaining Strategic Congruence	p. 269
The New Corporate CMO: Getting Traction	p. 273
A Recap of Strategic Market Management	p. 276
Case Challenges for Part II	p. 280
Hobart Corporation	p. 280
Xerox: The Early Days	p. 282
Dove	p. 286
Transformational Innovations	p. 289
Samsung Electronics Intel	p. 291
Appendix Planning Forms	p. 294
Index	p. 309

Available:*

Bound With These Titles

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Summary

Summary

Author Notes

Table of Contents