Table of Contents

Preface

Acknowledgements

Chapter 1 Strategic Market Management: An Introduction and Overview

What Is a Business Strategy?

Strategic Market Management

Marketing and its Role in Strategy

Part I STRATEGIC ANALYSIS

Chapter 2 External and Customer Analysis

External Analysis

The Scope of Customer Analysis

Segmentation

Customer Motivations

Unmet Needs

Chapter 3 Competitor Analysis

Identifying Competitors – Customer-Based Approaches

Identifying Competitors – Strategic Groups

Potential Competitors

Competitor Analysis – Understanding Competitors

Competitor Strengths and Weaknesses

Obtaining Information on Competitors

Chapter 4 Market/Submarket Analysis

Dimensions of a Market/Submarket Analysis

Emerging Submarkets

Actual and Potential Market or Submarket Size

Market and Submarket Growth

Market and Submarket Profitability Analysis

Cost Structure

Distribution Systems

Market Trends

Key Success Factors

Risks in High-Growth Markets

Chapter 5 Environmental Analysis and Strategic Uncertainty

Technology Trends

Consumer Trends

Government/Economic Trends

Dealing with Strategic Uncertainty

Impact Analysis – Assessing the Impact of Strategic Uncertainties

Scenario Analysis

Chapter 6 Internal Analysis

Financial Analysis – Sales and Profitability

Performance Measurement – Beyond Profitability

Strengths and Weaknesses

Threats and Opportunities

From Analysis to Strategy

Cases for the End of Part I

Case 1 – Understanding and Working with Industry Trends

The Future of Newspapers

Case 2 – Evaluating and Assessing the Implications of a New Business Model

Spotify – Identifying a New Value Proposition

Case 3 – Competing Agaist Industry Giants

Competing Against Tesco

Part II CREATING, ADAPTING, AND IMPLEMENTING STRATEGY

Chapter 7 Creating Advantage, Synergy, and Commitment versus Opportunism versus Adaptability

The Sustainable Competitive Advantage

The Role of Synergy

Strategic Commitment, Opportunism, and Adaptability

Chapter 8 Alternative Value Propositions

Business Strategy Challenges

Alternative Value Propositions

Superior Quality

Value

Chapter 9 Building and Managing Brand Equity

Brand Awareness

Brand Loyalty

Brand Associations

Brand Identity

Chapter 10 Energizing the Business

Innovating the Offering

Energize the Brand and Marketing

Increasing the Usage of Existing Customers

Chapter 11 Leveraging the Business

Which Assets and Competences Can Be Leveraged?

Brand Extensions

Expanding the Scope of the Offering

New Markets

Evaluating Business Leverage Options

The Mirage of Synergy

Chapter 12 Creating New Businesses

The New Business

The Innovator’s Advantage

Managing Category Perceptions

Creating New Business Arenas

From Ideas to Market

Chapter 13 Global Strategies

Motivations Underlying Global Strategies

Standardization Versus Customization

Expanding the Global Footprint

Strategic Alliances

Global Marketing Management

Chapter 14 Setting Priorities for Businesses and Brands – the Exit, Milk, and Consolidate Options

The Business Portfolio

Divestment or Liquidation

The Milk Strategy

Prioritizing and Trimming the Brand Portfolio

Chapter 15 From Silos to Synergy – Harnessing the Organization

Silo-Driven Problems – The Case of Marketing

Addressing the Silo Marketing Issues – Challenges and Solutions

Organizational Levers and Their Link to Strategy

Structure

Systems

People

Culture

A Recap of Strategic Marketing Management

Cases for the End of Part II

Case 1 – Strategic Positioning

Alltech FEI World Equestrian Games 2010

Case 2 – Leveraging a Brand Asset

Innocent Drinks

Case 3 – Competing Against the Industry Giant

HTC – Something Beautiful Is Coming

Case 4 – Creating a New Brand for a New Market

Tata Nano – Estimating the True Cost of the Cheapest Car in the World

Case 5 – Transformative Innovation in the Developing World

Vodaphone M-PESA – Mobile Banking in Kenya

Learning Learning – One Laptop Per Child Initiative

Merck – Making Life-Saving Drugs Accessible and Affordable

Nestlé – Creating Shared Value through Business

Selco – Solar-Powered LEDs Paid for Using Microfinancing

Appendix Planning Forms

About the Author

David A. Aakeris Professor Emeritus at the Haas School ofBusiness, University of California, Berkeley. He has been awardedfour career awards including the 1996 Paul D. Converse Award for outstanding contributions thedevelopment of marketing. He is the creator of the Aaker Model , has published more than 100 articles and 14 books Damien McLoughlin is Professor and Director of theAcademic Centre for Marketing Studies at the UCD Michael SmurfitGraduate Business School. His teaching is highly regarded and hasbeen recognized with teaching awards from both the Smurfit andQuinn Schools of Business. His work has been published in leading international journals.Professionally, he has worked with leading international firms suchas Alltech, Microsoft and Hewlett-Packard.