Strategic Market Management: Global Perspectives

The text is a European adaptation of our current US book: Strategic Market Management, 9th Edition by David Aaker. This new edition is a mainstream text suitable for all business students studying strategy and marketing courses.  Strategic Market Management: Global Perspectives is motivated by the strategic challenges created by the dynamic nature of markets. The premise is that all traditional strategic management tools either do not apply or need to be adapted to a more dynamic context.  The unique aspects of the book are its inclusion of: A business strategy definition that includes product/market scope, value proposition, and assets and competences. A structured strategic analysis including a detailed customer, competitor, market, and environmental analysis leading to understanding of market dynamics that is supported by a summary flow diagram, a set of agendas to help start the process, and a set of planning forms. Concepts of strategic commitment, opportunism, and adaptability and how they can and should be blended together. Bases of a value proposition and strong brands. A strategy without a compelling value proposition will not be market driven or successful. Brand assets that will support a business strategy need to be developed. Creating synergetic marketing with silo organisations defined by products or countries. All organisations have multiple products and markets and creating cooperation and communication instead of competition and isolation is becoming an imperative. A global perspective is an essential aspect of this new edition. This reflects the lived experience of the student reader but also their likely professional challenges. This is achieved by the extensive use of new  examples and vignettes.  

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 of Business, University of California, Berkeley. He has been awarded four career awards including the 1996 Paul D. Converse Award for outstanding contributions the development 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 the Academic Centre for Marketing Studies at the UCD Michael Smurfit Graduate Business School. His teaching is highly regarded and has been recognized with teaching awards from both the Smurfit and Quinn Schools of Business. His work has been published in leading international journals. Professionally, he has worked with leading international firms such as Alltech, Microsoft and Hewlett-Packard.