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Index
Front Cover
Dedication
Title
Copyright
Contents
Preface
Overview of the Books Structure
1 Introduction
1.1 Learning objectives
1.2 The nature of marketing
1.3 The management process
1.4 Strategic decisions and the nature of strategy
1.5 The marketing/strategy interface
1.6 Summary
Stage One: Where are we now? Strategic and marketing analysis
2 Marketing auditing and the analysis of capability
2.1 Learning objectives
2.2 Introduction
2.3 Reviewing marketing effectivene
2.4 The role of SWOT analysis
2.5 Competitive advantage and the value chain
2.6 Conducting effective audits
2.7 Summary
3 Segmental, productivity and ratio analysis
3.1 Learning objectives
3.2 Introduction
3.3 The clarification of cost categories
3.4 Marketing cost analysis: aims and meth
3.5 An illustration of segmental analysis
3.6 An alternative approach to segmental analysis
3.7 Customer profitability analy
3.8 Marketing experimentation
3.9 The nature of productivity
3.10 The use of ratios
3.11 Analysing ratios and trends
3.12 Ratios and interfirm comparison
3.13 A strategic approach
3.14 Summary
4 Market and environmental analysis
4.1 Learning objectives
4.2 Introduction: the changing business environment (or the new marketing reality)
4.3 Analysing the environment
4.4 The nature of the marketing environm
4.5 The evolution of environmental analysis
4.6 The political, economic, social and technological environments
4.7 Coming to terms with the industry and market breakpoints
4.8 Coming to terms with the very different future: the implications for marketing planning
4.9 Approaches to environmental analysis and scanning
4.10 Summary
5 Approaches to customer analysis
5.1 Learning objectives
5.2 Introduction
5.3 Coming to terms with buyer behaviour
5.4 Factors influencing consumer behaviour
5.5 The buying decision process
5.6 The rise of the new consumer and the implications for marketing planning
5.7 Organizational buying behaviour
5.8 The growth of relationship marketing
5.9 Summary
Appendix: The drivers of consumer change
6 Approaches to competitor analysis
6.1 Learning objective
6.2 Introduction
6.3 Against whom are we competing?
6.4 Identifying and evaluating competitors’ strengths and weaknesses
6.5 Evaluating competitive relationships and analysing how organizations compete
6.6 Identifying competitors’ objectives
6.7 Identifying competitors’ likely response profiles
6.8 Competitor analysis and the development of strategy
6.9 The competitive intelligence system
6.10 The development of a competitive stance: the potential for ethical conflict
6.11 Summary
Stage Two: Where do we want to be? Strategic direction and strategic formulation
7 Missions and objectives
7.1 Learning objectives
7.2 Introduction
7.3 The purpose of planning
7.4 Establishing the corporate mission
7.5 Influences on objectives and strategy
7.6 Guidelines for establishing objectives and setting goals and targets
7.7 The development of strategies
7.8 Summary
8 Market segmentation, targeting and positioning
8.1 Learning objectives
8.2 Introduction
8.3 The nature and purpose of segmentation
8.4 Approaches to segmenting markets
8.5 Factors affecting the feasibility of segmentation
8.6 Approaches to segmentation
8.7 The bases for segmentation
8.8 Geographic and geodemographic techniques
8.9 Demographic segmentation
8.10 Behavioural segmentation
8.11 Psychographic and lifestyle segmen
8.12 Approaches to segmenting industrial markets
8.13 Market targeting
8.14 Deciding on the breadth of market coverage
8.15 Product positioning
8.16 Summary
9 The formulation of strategy – 1: analysing the product portfolio
9.1 Learning objectives
9.2 Introduction
9.3 The development of strategic perspectives
9.4 Models of portfolio analy
9.5 Market attractiveness and business position assessment
9.6 Criticisms of portfolio analysis
9.7 Summary
10 The formulation of strategy – 2: generic strategies and the significance of competitive advantage
10.1 Learning objectives
10.2 Introduction
10.3 Types of strategy
10.4 Porter’s three generic competitive strategies
10.5 Competitive advantage and its pivotal role in strategic marketing planning
10.6 Summary
11 The formulation of strategy – 3: strategies for leaders, followers, challengers and nichers
11.1 Learning objectives
11.2 Introduction
11.3 The influence of market position on strategy
11.4 Strategies for market leaders
11.5 Marketing strategy and military analogies: lessons for market leaders
11.6 Strategies for market challengers
11.7 Strategies for market followers
11.8 Strategies for market nichers
11.9 Military analogies and competitive strategy: a brief summary
11.10 The inevitability of strategic wear-out (or the law of marketing gravity and why dead cats only bounce once)
11.11 The influence of product evolution and the product life cycle on strategy
11.12 Achieving above-average performance and excellence
11.13 Summary
Stage Three: How might we get there? Strategic choice
12 The strategic management of the marketing mix
12.1 Learning objectives
12.2 Introduction
12.3 Product decisions and strategy
12.4 What is a product?
12.5 The dimensions of product policy
12.6 Brand strategies
12.7 The development of new products
12.8 Pricing policies and strategies
12.9 Approaches to price setting
12.10 Deciding on the pricing objectives
12.11 Methods of pricing
12.12 Using price as a tactical weapon
12.13 Promotion and marketing communications
12.14 Distribution strategies and the distribution plan
12.15 Channel management
12.16 The ‘soft’ elements of the marketing mix
12.17 Integrating the elements of the marketing mix
12.18 Summary
Stage Four: Which way is best? Strategic evaluation
13 Criteria of choice
13.1 Learning objectives
13.2 Introduction
13.3 Financial versus non-financial criteria; effectiveness versus efficiency
13.4 Financial criteria
13.5 Non-financial criteria
13.6 Multiple criteria
13.7 Summary
14 Modelling approaches – 1
14.1 Learning objectives
14.2 Introduction
14.3 Cost–volume–profit analysi
14.4 Investment appraisal
14.5 Summary
15 Modelling approaches – 2
15.1 Learning objectives
15.2 Introduction
15.3 Allowing for risk and uncertainty
15.4 Matrix models
15.5 The marketing performance assessment model
15.6 Some other approaches to modelli
15.7 Summary
Stage Five: How can we ensure arrival? Strategic implementation and control
16 Problems to overcome
16.1 Learning objectives
16.2 Introduct
16.3 Pressures
16.4 Problems in the marketing subsystem
16.5 Problems of marketing feedback
16.6 Information adequacy
16.7 Cost problems
16.8 Marketing orientation
16.9 Planning orientation
16.10 Organizational issues
16.11 Summary
17 Management control – 1
17.1 Learning objectives
17.2 Introduction to control
17.3 Control defined
17.4 Basic control concepts
17.5 Responsibility accounting
17.6 Approaches to control
17.7 Some behavioural factors
17.8 Summary
18 Management control – 2
18.1 Learning objectives
18.2 Introduction
18.3 Controls
18.4 Taking corrective action
18.5 Management reports
18.6 Summary
Bibliography
Index
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