Marketing strategy and competitive positioning (Record no. 41087)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 08861 a2200241 4500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 160224b xxu||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 978-81-317-2799-7 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.802 |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Hooley, Graham |
| 9 (RLIN) | 20531 |
| 245 ## - TITLE STATEMENT | |
| Title | Marketing strategy and competitive positioning |
| Statement of responsibility, etc | Graham Hooley, Nigel F. Piercy and Brigitte Nicoulaud |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 4 |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication, distribution, etc | New Delhi |
| Name of publisher, distributor, etc | Pearson Education |
| Date of publication, distribution, etc | 2009 |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | .xvi, 614 P. |
| Other physical details | Paper |
| 505 ## - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Contents<br/>Preface xi<br/>Acknowledgements xiv<br/>Abbreviations xv<br/>Part 1 Marketing Strategy 1<br/>1 Market-led strategic management 3<br/> Introduction 3<br/> 1.1 The marketing concept and market orientation 6<br/> 1.2 The resource-based view of marketing 14<br/> 1.3 Organisational stakeholders 16<br/> 1.4 Marketing fundamentals 21<br/> 1.5 The role of marketing in leading strategic management 25<br/> 1.6 Summary 27<br/> Case study: Psion 27<br/>2 Strategic marketing planning 29<br/> Introduction 29<br/> 2.1 Defining the business purpose or mission 31<br/> 2.2 The marketing strategy process 34<br/> 2.3 Establishing the core strategy 35<br/> 2.4 Creation of the competitive positioning 46<br/> 2.5 Implementation 50<br/> 2.6 Summary 54<br/> Case study: iPhone 55<br/>Part 2 Competitive Market Analysis 57<br/>3 The changing market environment 59<br/> Introduction 59<br/> 3.1 A framework for macro-environmental analysis 60<br/> 3.2 The economic and political environment 61<br/> 3.3 The social and cultural environment 63<br/> 3.4 The technological environment 67<br/> 3.5 Changes in marketing infrastructure and practices 68<br/> 3.6 New strategies for changing macro-environments 70<br/> 3.7 The Five Forces Model of industry competition 73<br/> 3.8 The product life cycle 78<br/> 3.9 Strategic groups 79<br/> 3.10 Industry evolution and forecasting 82<br/> 3.11 Environmental stability 85<br/> 3.12 SPACE analysis 87<br/> 3.13 The Advantage Matrix 89<br/> 3.14 Summary 91<br/> Case study: Virgin Megastores 92<br/>4 Customer analysis 94<br/> Introduction 94<br/> 4.1 What we need to know about customers 95<br/> 4.2 Marketing research 98<br/> 4.3 The marketing research process 107<br/> 4.4 Organising customer information 109<br/> 4.5 Summary 112<br/> Case study: Procter & Gamble 113<br/>5 Competitor analysis 115<br/> Introduction 115<br/> 5.1 Competitive benchmarking 116<br/> 5.2 The dimensions of competitor analysis 118<br/> 5.3 Choosing good competitors 133<br/> 5.4 Obtaining and disseminating competitive information 136<br/> 5.5 Summary 140<br/> Case study: Emap 141<br/>6 Understanding the organisational <br/> resource base 143<br/> Introduction 143<br/> 6.1 Marketing resources as the foundation for differentiation 144<br/> 6.2 Value-creating disciplines 146<br/> 6.3 The resource-based view of the firm 148<br/> 6.4 Creating and exploiting marketing assets 153<br/> 6.5 Developing marketing capabilities 164<br/> 6.6 Dynamic marketing capabilities 166<br/> 6.7 Resource portfolios 169<br/> 6.8 Developing and exploiting resources 170<br/> 6.9 Summary 171<br/> Case study: Miele 172<br/>7 Forecasting future demand and market <br/> requirements 176<br/> Introduction 176<br/> 7.1 Forecasting what? 177<br/> 7.2 Forecasts based on current demand 177<br/> 7.3 Forecasts based on past demand 179<br/> 7.4 Forecasting through experimentation 191<br/> 7.5 Forecasting through intentions and expert opinion 195<br/> 7.6 Summary 198<br/> Case study: Boeing 201<br/>Part 3 Identifying Current and Future <br/> Competitive Positions 203 <br/>8 Segmentation and positioning principles 205<br/> Introduction 205<br/> 8.1 Principles of competitive positioning 207<br/> 8.2 Principles of market segmentation 210<br/> 8.3 The underlying premises of market segmentation 211<br/> 8.4 Bases for segmenting markets 212<br/> 8.5 Segmenting consumer markets 213<br/> 8.6 Segmenting business markets 226<br/> 8.7 Identifying and describing market segments 230<br/> 8.8 The benefits of segmenting markets 232<br/> 8.9 Implementing market segmentation 232<br/> 8.10 Summary 236<br/> Case study: Internet Exchange 237<br/>9 Segmentation and positioning research 240<br/> Introduction 240<br/> 9.1 A priori segmentation approaches 243<br/> 9.2 Post hoc/cluster-based segmentation approaches 248<br/> 9.3 Qualitative approaches to positioning research 256<br/> 9.4 Quantitative approaches to positioning research 259<br/> 9.5 Summary 269<br/> Case study: Asianet, Zee TV, Namaste and more 270<br/>10 Selecting market targets 272<br/> Introduction 272<br/> 10.1 The process of market definition 274<br/> 10.2 Defining how the market is segmented 277<br/> 10.3 Determining market segment attractiveness 279<br/> 10.4 Determining current and potential strengths 288<br/> 10.5 Making market and segment choices 290<br/> 10.6 Alternative targeting strategies 293<br/> 10.7 Summary 295<br/> Case study: B&O 296<br/>Part 4 Competitive Positioning Strategies 299<br/>11 Creating sustainable competitive advantage 301<br/> Introduction 301<br/> 11.1 Using organisational resources to create sustainable <br/> competitive advantage 301<br/> 11.2 Generic routes to competitive advantage 304<br/> 11.3 Achieving cost leadership 305<br/> 11.4 Achieving differentiation 308<br/> 11.5 Sustaining competitive advantage 318<br/> 11.6 Offensive and defensive competitive strategies 319<br/> 11.7 Summary 332<br/> Case study: Nokia 333<br/>12 Competing through the new marketing mix 335<br/> Introduction 335<br/> 12.1 The market offer 336<br/> 12.2 Pricing strategies 348<br/> 12.3 Communications strategies 354<br/> 12.4 Distribution strategies 361<br/> 12.5 The extended marketing mix - people, processes <br/> and physical evidence 363<br/> 12.6 New businesses and business models 365<br/> 12.7 Summary 367<br/> Case study: Tyrrells 368<br/>13 Competing through innovation 371<br/> Introduction 371<br/> 13.1 New product success and failure 372<br/> 13.2 Planned innovation 376<br/> 13.3 The new product development process 379<br/> 13.4 Speeding new product development 386<br/> 13.5 Organising for new product development 387<br/> 13.6 Summary 390<br/> Case study: Gillette 391<br/>14 Competing through superior service <br/> and customer relationships 393<br/> Introduction 393<br/> 14.1 The goods and services spectrum 395<br/> 14.2 Relationship marketing 397<br/> 14.3 The three Ss of customer service 402<br/> 14.4 Providing superior service 402<br/> 14.5 Measuring and monitoring customer satisfaction 406<br/> 14.6 Summary 410<br/> Case study: Pret a Manger 411<br/>Part 5 Implementing the Strategy 415<br/>15 Strategic customer management 419<br/> Introduction 419<br/> 15.1 Priorities for identifying strategic sales capabilities 420<br/> 15.2 The new and emerging competitive role for sales 424<br/> 15.3 The strategic sales organisation 427<br/> 15.4 Strategic customer management tasks 434<br/> 15.5 Managing the customer portfolio 436<br/> 15.6 Dealing with dominant customers 438<br/> 15.7 Summary 451<br/> Case study: Xerox 452<br/>16 Strategic alliances and networks 455<br/> Introduction 455<br/> 16.1 The era of strategic collaboration 458<br/> 16.2 The drivers of collaboration strategies 459<br/> 16.3 Types of network 463<br/> 16.4 Alliances and partnerships 467<br/> 16.5 Strategic alliances as a competitive force 471<br/> 16.6 The risks in strategic alliances 472<br/> 16.7 Competing through strategic alliances 475<br/> 16.8 Summary 481<br/> Case study: Yahoo and eBay 482<br/>17 Strategy implementation and <br/> internal marketing 484<br/> Introduction 484<br/> 17.1 The strategy implementation challenge in marketing 487<br/> 17.2 The development of internal marketing 489<br/> 17.3 The scope of internal marketing 491<br/> 17.4 Planning for internal marketing 501<br/> 17.5 Cross-functional partnership as internal marketing 503<br/> 17.6 Summary 511<br/> Case study: British Airways 512<br/>18 Corporate social responsibility 514<br/> Introduction 514<br/> 18.1 Marketing strategy and corporate social responsibility 515<br/> 18.2 The scope of corporate responsibility and <br/> corporate citizenship 521<br/> 18.3 The drivers of corporate social responsibility initiatives 524<br/> 18.4 Defensive corporate social responsibility initiatives 527<br/> 18.5 Corporate social responsibility and <br/> competitive advantage 532<br/> 18.6 Summary 537<br/> Case study: Ballantyne, Smythson and others 537<br/>Part 6 Conclusions 539<br/>19 Twenty-first century marketing 541<br/> Introduction 541<br/> 19.1 The changing competitive arena 542<br/> 19.2 Fundamentals of strategy in a changing world 549<br/> 19.3 Competitive positioning strategies 556<br/> 19.4 Summary 568<br/> Case study: Trend-spotting at the Henley Centre <br/> and elsewhere 569<br/>References 572<br/>Indices 599<br/>By author 000<br/>By company/brand 000<br/>By subject 000 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc | <br/>Thoroughly updated with new examples and the latest research findings, this new edition also boasts case studies in each chapter, taken from recent editions of the Financial Times, that illustrate the practical implications of the issues raised. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Target marketing |
| 9 (RLIN) | 20532 |
| Topical term or geographic name as entry element | Marketing Management. |
| 9 (RLIN) | 20533 |
| 700 ## - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Piercy, Nigel F. |
| 9 (RLIN) | 20534 |
| Personal name | Nicoulaud, Brigitte |
| 9 (RLIN) | 20535 |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Source of classification or shelving scheme | Dewey Decimal Classification |
| Item type | Book |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Collection code | Home library | Current library | Shelving location | Date acquired | Source of acquisition | Cost, normal purchase price | Total Checkouts | Full call number | Barcode | Date last seen | Date last borrowed | Cost, replacement price | Price effective from |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Dewey Decimal Classification | Main Library | Main Library | ON SHELF | 22/02/2016 | Flipkar/ 23-February-2016 | 625.00 | 9 | 658.802/ Hoo/Pie/ 30939 | 11130939 | 13/05/2023 | 08/05/2023 | 625.00 | 22/02/2016 | |||||
| Dewey Decimal Classification | Main Library | Main Library | ON SHELF | 31/03/2016 | Bombay Books / 43/ 31-March-2016 | 584.22 | 7 | 658.802/ Hoo/Pie/ 31830 | 11131830 | 23/08/2023 | 11/08/2023 | 749.00 | 31/03/2016 | |||||
| Dewey Decimal Classification | Not For Loan | Main Library | Main Library | Reference | 31/03/2016 | Bombay Books / 43/ 31-March-2016 | 584.22 | 658.802/ Hoo/Pie/ 31829 | 11131829 | 07/06/2022 | 749.00 | 31/03/2016 |