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Strategic Market Management: European Edition
Description: The European edition of Strategic Market Management has been prepared with the objective of
taking David Aaker’s outstanding and well-established textbook and presenting it to a European
audience. It retains the culture of the original text, to maintain its accessibility and continue its
emphasis on practical action. It has also kept the compactness, which has made it so popular with
graduate and executive students and managers, while keeping a comprehensive coverage of major
and emerging themes in strategy. The core value of the original text, that the development,
evaluation and implementation of business strategies are essential to successful management, is
also retained in the European edition.
The book is essential reading for any management or business school course that focuses on the
management of strategies. It is especially appropriate for marketing strategy, strategic
management and business policy courses. It is also designed to be used by managers who need to
develop strategies or who run a small business and want to improve their strategy development
and planning processes.
David A. Aaker is the E.T. Grether Professor of Marketing and Public Policy at the Haas School of
Business, University of California at Berkeley. He has published over 100 articles and is the author
of 13 books. Professor Aaker is part of the editorial boards of Marketing Science, Journal of
Marketing, and Strategic Management Journal. He received the MIT Buck Weaver Award in 2004 for
contributions to the advancement of theory and practice in marketing science.
Dr Damien McLoughlin is Dean of the Michael Smurfit Graduate School of Business and in 2004 he
was a visiting Professor in Marketing at the S.C. Johnson Graduate School of Management, Cornell
University. His teaching is highly regarded and has been recognised with teaching awards from
both the Smurfit and Quinn Schools of Business. He is also a member of the 4.5 Club for Teaching
Excellence at Cornell.
His research, teaching and consulting interests are in areas of strategic marketing, market making
and B2B marketing. His work has been published in leading international journals such as the
Journal of Business Research, Industrial Marketing Management and the European Journal of
Marketing. He is a member of the editorial board of a number of leading marketing journals
including Industrial Marketing Management. Professionally he has worked with leading international
firms such as Alltech, Microsoft and Hewlett-Packard.
PART I INTRODUCTION AND OVERVIEW 1.
Chapter 1 - - Business Strategy: The Concept and Trends in Its Management. .
What is a Business Strategy?
Strategic Market Management: Characteristics and Trends.
Why Strategic Market Management?
Chapter 2 - Strategic Market Management: An Overview. .
Creating a Vision for the Business.
Strategy Identification and Selection.
Selecting among Strategic Alternatives.
PART II STRATEGIC ANALYSIS.
Chapter 3 - External and Customer Analysis. .
The Scope of Customer Analysis.
Chapter 4 - Competitor Analysis. .
Identifying Competitors—Customer-Based Approaches.
Identifying Competitors—Strategic Groups.
Competitor Analysis—Understanding Competitors.
Competitor Strengths and Weaknesses.
Obtaining Information on Competitors.
Chapter 5 - Market/Submarket Analysis. .
Dimensions of a Market Analysis.
Actual and Potential Market Size.
Market and Submarket Growth.
Market and Submarket Profitability Analysis.
Key Success Factors.
Risks in High-Growth Markets.
Chapter 6 - Environmental Analysis and Strategic Uncertainty. .
Dimensions of Environmental Analysis.
Dealing with Strategic Uncertainty.
Impact Analysis—Assessing the Impact of Strategic Uncertainties.
Chapter 7 - Internal Analysis. .
Financial Performance—Sales and Profitability.
Performance Measurement—Beyond Profitability.
Determinants of Strategic Options.
From Analysis to Strategy.
Business Portfolio Analysis.
Case Challenges for Part II.
The Soft Drinks Market.
PART III ALTERNATIVE BUSINESS STRATEGIES.
Chapter 8 - Creating Advantage—Synergy and Vision versus Opportunism. .
The Sustainable Competitive Advantage.
The Role of Synergy.
Strategic Vision versus Strategic Opportunism.
A Dynamic Vision.
Chapter 9 - Strategic Options: Quality and Brand Equity. .
Business Strategy Challenges.
The Quality Option.
The Brand Equity Option.
Chapter 10 - Strategic Options: Value, Focus, Innovation and Customer Relationships. .
The Value Option.
The Focus Option.
The Innovation Option.
The Customer Relationship Option.
Chapter 11 - Global Strategies. .
Motivations Underlying Global Strategies.
Standardization versus Customization.
Global Brand Management.
Chapter 12 - Strategic Positioning. .
The Role of the Strategic Position.
Strategic Position Options.
Developing and Selecting a Strategic Position.
Case Challenges for Part III.
PART IV GROWTH STRATEGIES.
Chapter 13 - Growth Strategies: Penetration, Product-Market Expansion,. .
Vertical Integration, and the Big Idea.
Growth in Existing Product Markets.
Product Development for the Existing Market.
Market Development Using Existing Products.
Vertical Integration Strategies.
The Big Idea.
Chapter 14 - Diversification. .
The Mirage of Synergy.
Chapter 15 - Strategies in Declining and Hostile Markets. .
Creating Growth in Declining Industries.
Be the Profitable Survivor.
Milk or Harvest.
Divestment or Liquidation.
Selecting the Right Strategy for the Declining Environment.
Case Challenges for Part IV.
Green & Black’s.
PART V IMPLEMENTATION.
Chapter 16 - Organisational Issues. .
A Conceptual Framework.
Obtaining Strategic Congruence.
Organizing for Innovation.
A Recap of Strategic Market Management.
Case Challenges for Part V.
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