Graham Hooley Nigel F.
Piercy Brigitte Nicoulaud
Financial Times
Prentice Hall
is an imprint of
Harlow, England London New York Boston San Francisco Toronto Sydney Singapore Hong Kong
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CONTENTS
Preface
Acknowledgements
Publisher's acknowledgements
PART 2
COMPETITIVE MARKET
ANALYSIS
CHAPTER 3
THE CHANGING MARKET ENVIRONMENT
PART1
MARKETING STRATEGY
CHAPTER 1
MARKET-LED STRATEGIC MANAGEMENT
Puma gives the boot to cardboard shoeboxes .
4
Introduction
5
1.1 The marketing concept and market orientation 6
1.2 The resource-based view of marketing
12
14
1.3 Organisational stakeholders
1.4 Marketing fundamentals
19
1.5 The role of marketing in leading strategic
management
23
Summary
25
Case study: Consumer trust sees John Lewis
set retail pace
25
CHAPTER 2
STRATEGIC MARKETING PLANNING
27
Asos founder turns to online homeware
Introduction
2.1 Defining the business purpose or mission
2.2 The marketing strategy process
2.3 Establishing the core strategy
2.4 Creation of the competitive positioning
2.5 Implementation
Summary
Case study: iPhone
27
28
29
32
Recession-hit Aga trials green energy
Introduction
3.1 A framework for macro-environmental
analysis
.
3.2 The economic and political environment
3.3 The social and cultural environment
3.4 The technological environment
3.5 Changes in marketing infrastructure and
practices
3.6 New strategies for changing macroenvironments
3.7 The Five Forces model of industry
competition
3.8 The product life cycle
3.9 Strategic groups
3.10 Industry evolution and forecasting
3.11 Environmental stability
3.12 SPACE analysis
3.13 The Advantage Matrix
Summary
Case study: Food group shifts strategy to
volume growth
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68
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85
33
CHAPTER 4
42
C U S T O M E R ANALYSIS
87
Audi to relaunch A2 city model with 'apps' for
bespoke features
Introduction
87
88
45
49
49
viii
CONTENTS
4.1 What we need to know about customers
4.2 Marketing research
4.3 The marketing research process
4.4 Organising customer information
Summary
Case study: Balderton plugs into teenagers'
attention spans
91
99
101
103
COMPETITOR ANALYSIS
105
Gatwick seeks greater competition with BAA
Introduction
5.1 Competitive benchmarking
5.2 The dimensions of competitor analysis
5.3 Choosing good competitors
5.4 Obtaining and disseminating competitive
information
Summary
Case study: Football battle between Nike and
Adidas intensifies off pitch
105
Waterstone's links up with Paperchase
Introduction
6.1 Marketing resources as the foundation
for differentiation
6.2 Value-creating disciplines
6.3 The resource-based view of the firm
6.4 Creating and exploiting marketing assets
6.5 Developing marketing capabilities
6.6 Dynamic marketing capabilities
6.7 Resource portfolios
6.8 Developing and exploiting resources
Summary
Case study: Family tradition in domestic
partnership
CHAPTER 7
FORECASTING FUTURE DEMAND AND
MARKET REQUIREMENTS
Airbus talks of rise in demand
Introduction
7.1 Forecasting what?
7.2 Forecasts based on current demand
7.3 Forecasts based on past demand
7.4 Forecasting through experimentation
7.5 Forecasting through intentions and
expert opinion
Summary
Case study: Procter & Gamble raises market
growth forecast
IDENTIFYING CURRENT AND
FUTURE COMPETITIVE
POSITIONS
103
CHAPTER 5
CHAPTER 6
UNDERSTANDING THE ORGANISATIONAL
RESOURCE BASE
.-,
PART 3
106
107
108
121
123
126
127
129
129
130
131
132
134
CHAPTER 8
SEGMENTATION AND POSITIONING
PRINCIPLES
Jaeger targets younger shoppers
Introduction
8.1 Principles of competitive positioning
8.2 Principles of market segmentation
8.3 The underlying premises of market
segmentation
8.4 Bases for segmenting markets
8.5 Segmenting consumer markets
8.6 Segmenting business markets
8.7 Identifying and describing market
segments
8.8 The benefits of segmenting markets
8.9 Implementing market segmentation
Summary
Case study: Nestle refines its arsenal in the
luxury coffee war
CHAPTER 9
SEGMENTATION AND POSITIONING
RESEARCH
182
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183
184
187
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189
200
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206
209
209
211
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157
E-reader market cuts prices again
Introduction
9.1 A priori segmentation approaches
9.2 Post hoc/cluster-based segmentation
approaches
9.3 Qualitative approaches to positioning
research
9.4 Quantitative approaches to positioning
research
Summary
Case study: A passion that became a brand
211
212
213
217
224
226
234
235
CHAPTER 10
SELECTING MARKET TARGETS
238
169
The public image: Kodak
Introduction
10.1 The process of market definition
238
239
240
172
10.2 Defining how the market is segmented
10.3 Determining market segment attractiveness
242
244
10.4 Determining current and potential strengths
10.5 Making market and segment choices
10.6 Alternative targeting strategies
251
253
255
157
157
159
175
178
CONTENTS
Summary
Case study: B&O
257
258
CHAPTER 14
COMPETING THROUGH SUPERIOR
SERVICE AND CUSTOMER
RELATIONSHIPS
PART 4
COMPETITIVE POSITIONING
STRATEGIES
CHAPTER 11
CREATING SUSTAINABLE COMPETITIVE
ADVANTAGE
Droid takes on iPhone 4
Introduction
11.1 Using organisational resources to create
sustainable competitive advantage
11.2 Generic routes to competitive advantage
11.3 Achieving cost leadership
11.4 Achieving differentiation
11.5 Sustaining competitive advantage
11.6 Offensive and defensive competitive
strategies
Summary
Case study: Volvo's heart will 'remain in Sweden'
Summary
Case study: Gillette
262
262
263
263
265
265
The customer is more right than you know
Introduction
14.1 The goods and services spectrum
14.2 Service and competitive positioning
14.3 Relationship marketing
14.4 The three S's of customer service
14.5 Providing superior service
14.6 Customer relationship management
14.7 E-service quality
14.8 Measuring and monitoring customer
satisfaction
Summary
Case study: Pret a Manger
ix
350
350
352
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354
355
357
360
364
365
368
369
371
375
375
269
277
278
290
290
PART 5
IMPLEMENTING THE
STRATEGY
CHAPTER 12
COMPETING THROUGH THE NEW
MARKETING MIX
Microsoft Office set to go free online
Introduction
12.1 The market offer
12.2 Pricing strategies
12.3 Communications strategies
12.4 Distribution strategies
12.5 The extended marketing mix - people,
processes and physical evidence
12.6 New businesses and business models
Summary
Case study: Tyrrells
292
292
293
294
304
308
314
315
317
319
320
CHAPTER 15
STRATEGIC CUSTOMER MANAGEMENT
Letting go can cut both ways
Introduction
15.1 Priorities for identifying strategic sales
capabilities
15.2 The new and emerging competitive role
for sales
15.3 The strategic sales organisation
15.4 Strategic customer management tasks
15.5 Managing the customer portfolio
15.6 Dealing with dominant customers
Summary
Case study: Xerox
383
384
385
386
389
392
398
400
402
412
413
CHAPTER 13
COMPETING THROUGH INNOVATION
323
Dyson to double numbers in UK
engineering team
Introduction
13.1 Innovation strategy
13.2 New products
13.3 Planning for new products
13.4 The new product development process
13.5 Speeding new product development
13.6 Organising new product development
CHAPTER 1 6
STRATEGIC ALLIANCES AND NETWORKS
416
323
324
325
335
338
340
346
347
Sony Ericsson on mission to gain
US share
Introduction
16.1 The era of strategic collaboration
16.2 The drivers of collaboration strategies 16.3 Types of network
16.4 Alliances and partnerships
16.5 Strategic alliances as a competitive force
416
417
421
422
425
428
431
CONTENTS
16.6 The risks in strategic alliances
16.7 Competing through strategic alliances
Summary
Case study: Yahoo and ebay
432
434
439
440
CHAPTER 17
STRATEGY I M P L E M E N T A T I O N A N D
INTERNAL M A R K E T I N G
GM backs away from drive to end
use of 'Chevy'
Introduction
17.1 The strategy implementation challenge in
marketing
17.2
17.3
17.4
17.5
442
442
443
447
449
458
17.6 Implementation and internal market scenarios
Summary
Case study: British Airways
466
468
469
Eco-friendly fabrics
Introduction
18.1 Marketing strategy and corporate social
responsibility
18.2 The scope of corporate social
responsibility and corporate citizenship
18.3 Drivers of corporate social responsibility
initiatives
481
485
490
494
498
499
500
445
The development of internal marketing
The scope of internal marketing
Planning for internal marketing
Cross-functional partnership as internal
marketing
CHAPTER 1 8
CORPORATE SOCIAL RESPONSIBILITY
18.4 The other side of corporate social
responsibility initiatives
18.5 Defensive corporate social responsibility
initiatives
18.6 Corporate social responsibility and
innovative competitive advantage
18.7 How companies are responding t o the
CSR mandate
18.8 CSR and customer value
Summary
Case study: Ballantyne, Smythson and others
PART 6
CONCLUSIONS
460
470
470
471
472
CHAPTER 19
TWENTY-FIRST CENTURY MARKETING
504
Hawang sets its e-reader sights high
Introduction
19.1 The changing competitive arena
19.2 Fundamentals of strategy in a changing
world
19.3 Competitive positioning strategies
Summary
Case study: Twitter builds on its character
504
505
505
References
Index
529
551
511
516
527
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