Marketing Strategy and Competitive Positioning 9781292017310, 9781292017341, 9781292171456, 1061071081, 2682692702, 1292017317

Table of contents :
Cover......Page 1
Brief Contents......Page 6
Contents......Page 8
Preface......Page 12
Acknowledgements......Page 14
Publisher’s acknowledgements......Page 15
PART 1 MARKETING STRATEGY......Page 18
CHAPTER 1 MARKET-LED STRATEGIC MANAGEMENT......Page 19
Introduction......Page 20
1.1 The marketing concept and market orientation......Page 21
1.2 The resource-based view of marketing......Page 27
1.3 Organisational stakeholders......Page 29
1.4 Marketing fundamentals......Page 34
1.5 The role of marketing in leading strategic management......Page 38
Case study: Lego builds new dimension with digital vision......Page 40
CHAPTER 2 STRATEGIC MARKETING PLANNING......Page 43
Introduction......Page 44
2.1 Defining the business purpose or mission......Page 45
2.2 The marketing strategy process......Page 48
2.3 Establishing the core strategy......Page 49
2.4 Creation of the competitive positioning......Page 58
2.5 Implementation......Page 61
Case study: Amazon eyes online sales boost through ‘Fire’ smartphone......Page 65
PART 2 COMPETITIVE MARKET ANALYSIS......Page 68
CHAPTER 3 THE CHANGING MARKET ENVIRONMENT......Page 69
Introduction......Page 70
3.1 A framework for macro-environmental analysis......Page 71
3.2 The economic and political environment......Page 72
3.3 The social and cultural environment......Page 74
3.4 The technological environment......Page 78
3.5 Changes in marketing infrastructure and practices......Page 79
3.6 New strategies for changing macro-environments......Page 81
3.7 The Five Forces model of industry competition......Page 83
3.8 The product life cycle......Page 87
3.9 Strategic groups......Page 90
3.10 Industry evolution and forecasting......Page 93
3.11 Environmental stability......Page 95
3.12 SPACE analysis......Page 97
3.13 The Advantage Matrix......Page 99
Summary......Page 100
Case study: Food group shifts strategy to volume growth......Page 101
CHAPTER 4 CUSTOMER ANALYSIS......Page 103
4.1 What we need to know about customers......Page 104
4.2 Marketing research......Page 107
4.3 The marketing research process......Page 115
4.4 Organising customer information......Page 117
Summary......Page 119
Case study: Balderton plugs into teenagers’ attention spans......Page 120
CHAPTER 5 COMPETITOR ANALYSIS......Page 121
Introduction......Page 122
5.1 Competitive benchmarking......Page 123
5.2 The dimensions of competitor analysis......Page 125
5.3 Choosing good competitors......Page 137
5.4 Obtaining and disseminating competitive information......Page 139
Summary......Page 142
Case study: Adidas kicks off US drive to close in on Nike......Page 143
CHAPTER 6 UNDERSTANDING THE ORGANISATIONAL RESOURCE BASE......Page 145
Introduction......Page 146
6.1 Marketing resources as the foundation for differentiation......Page 147
6.2 Value-creating disciplines......Page 148
6.3 The resource-based view of the firm......Page 150
6.4 Creating and exploiting marketing assets......Page 154
6.5 Developing marketing capabilities......Page 162
6.6 Dynamic marketing capabilities......Page 164
6.7 Resource portfolios......Page 166
6.8 Developing and exploiting resources......Page 167
Summary......Page 168
Case study: Family tradition in domestic partnership......Page 169
PART 3 IDENTIFYING CURRENT AND FUTURE COMPETITIVE POSITIONS......Page 172
CHAPTER 7 SEGMENTATION AND POSITIONING PRINCIPLES......Page 173
Introduction......Page 174
7.1 Principles of competitive positioning......Page 175
7.3 The underlying premises of market segmentation......Page 178
7.4 Bases for segmenting markets......Page 179
7.5 Segmenting consumer markets......Page 180
7.6 Segmenting business markets......Page 191
7.7 Identifying and describing market segments......Page 195
7.8 The benefits of segmenting markets......Page 196
7.9 Implementing market segmentation......Page 197
Summary......Page 200
Case study: Nestlé refines its arsenal in the luxury coffee war......Page 201
CHAPTER 8 SEGMENTATION AND POSITIONING RESEARCH......Page 203
Introduction......Page 204
8.1 A priori segmentation approaches......Page 205
8.2 Post hoc/cluster-based segmentation approaches......Page 209
8.3 Qualitative approaches to positioning research......Page 215
8.4Quantitative approaches to positioning research......Page 217
Summary......Page 226
Case study: A passion that became a brand......Page 227
CHAPTER 9 SELECTING MARKET TARGETS......Page 229
Introduction......Page 230
9.1 The process of market definition......Page 231
9.2 Defining how the market is segmented......Page 233
9.3 Determining market segment attractiveness......Page 235
9.4 Determining current and potential strengths......Page 242
9.5 Making market and segment choices......Page 244
9.6 Alternative targeting strategies......Page 246
Summary......Page 248
Case study: No-frills Ryanair faces test with Business Plus......Page 249
PART 4 COMPETITIVE POSITIONING STRATEGIES......Page 252
CHAPTER 10 CREATING SUSTAINABLE COMPETITIVE ADVANTAGE......Page 253
10.1 Using organisational resources to create sustainable competitive advantage......Page 254
10.2 Generic routes to competitive advantage......Page 256
10.3 Achieving cost leadership......Page 257
10.4 Achieving differentiation......Page 260
10.5 Sustaining competitive advantage......Page 268
10.6 Offensive and defensive competitive strategies......Page 270
Summary......Page 281
Case study: Volvo’s heart will ‘remain in Sweden’......Page 282
CHAPTER 11 COMPETING THROUGH THE NEW MARKETING MIX......Page 283
Introduction......Page 284
11.1 The market offer......Page 285
11.2 Pricing strategies......Page 295
11.3 Communications strategies......Page 300
11.4 Distribution strategies......Page 305
11.5 The extended marketing mix – people, processes and physical evidence......Page 307
11.6 New businesses and business models......Page 308
Summary......Page 310
Case study: Sensory ploys and the scent of marketing......Page 311
CHAPTER 12 COMPETING THROUGH INNOVATION......Page 313
Introduction......Page 314
12.1 Innovation strategy......Page 315
12.2 New products......Page 329
12.3 Planning for new products......Page 332
12.4 The new product development process......Page 335
12.6 Organising for new product development......Page 341
Summary......Page 344
Case study: Apple moves into fashion business with Watch launch......Page 345
CHAPTER 13 COMPETING THROUGH SUPERIOR SERVICE AND CUSTOMER RELATIONSHIPS......Page 347
Introduction......Page 349
13.1 The goods and services spectrum......Page 352
13.2 Service and competitive positioning......Page 354
13.3 Relationship marketing......Page 357
13.5 Providing superior service......Page 362
13.6 Customer relationship management......Page 366
13.7 E-service quality......Page 367
13.8 Measuring and monitoring customer satisfaction......Page 369
Summary......Page 372
Case study: Property portals hand control to homeowners......Page 373
PART 5 IMPLEMENTING THE STRATEGY......Page 378
CHAPTER 14 STRATEGIC CUSTOMER MANAGEMENT AND THE STRATEGIC SALES ORGANISATION......Page 380
Introduction......Page 381
14.1 Priorities for identifying strategic sales capabilities......Page 384
14.2 The new and emerging competitive role for sales......Page 387
14.3 The strategic sales organisation......Page 390
14.4 Strategic customer management tasks......Page 397
14.5 Managing the customer portfolio......Page 399
14.6 Dealing with dominant customers......Page 401
Summary......Page 412
Case study: Power of the ‘mummies’ key to Nestlé’s strategy in DR Congo......Page 413
CHAPTER 15 STRATEGIC ALLIANCES AND NETWORKS......Page 415
Introduction......Page 416
15.1 Pressures to partner......Page 417
15.2 The era of strategic collaboration......Page 421
15.3 The drivers of collaboration strategies......Page 422
15.4 Network forms......Page 426
15.5 Alliances and partnerships......Page 428
15.6 Strategic alliances as a competitive force......Page 432
15.7 The risks in strategic alliances......Page 434
15.8 Managing strategic alliances......Page 435
Summary......Page 440
Case study: UPS and FedEx turn focus to consumer behaviour......Page 441
CHAPTER 16 STRATEGY IMPLEMENTATION AND INTERNAL MARKETING......Page 444
Introduction......Page 445
16.1 The strategy implementation challenge in marketing......Page 448
16.2 The development of internal marketing......Page 451
16.3 The scope of internal marketing......Page 452
16.4 Planning for internal marketing......Page 462
16.5 Cross-functional partnership as internal marketing......Page 465
16.6 Implementation and internal marketing......Page 471
Summary......Page 472
Case study: EasyJet blazes trail on customer service......Page 473
CHAPTER 17 CORPORATE SOCIAL RESPONSIBILITY AND ETHICS......Page 475
Introduction......Page 476
17.1 Marketing strategy and corporate social responsibility......Page 480
17.2 The scope of corporate social responsibility......Page 482
17.3 Drivers of corporate social responsibility initiatives......Page 485
17.4 The other side of corporate social responsibility initiatives......Page 489
17.5 Defensive corporate social responsibility initiatives......Page 493
17.6 Corporate social responsibility and innovative competitive advantage......Page 499
17.7 How companies are responding to the CSR mandate......Page 503
17.8 CSR and customer value......Page 507
Case study: How Skanska aims to become the world’s greenest construction company......Page 509
PART 6 CONCLUSIONS......Page 514
CHAPTER 18 TWENTY-FIRST CENTURY MARKETING......Page 515
18.1 The changing competitive arena......Page 516
18.2 Fundamentals of strategy in a changing world......Page 521
18.3 Competitive positioning strategies......Page 525
Summary......Page 533
Case study: Twitter builds on its character......Page 534
References......Page 536
Index......Page 560

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