Strategic Market Management, European Edition
July 2011, ©2007
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.
PART ONE: INTRODUCTION AND OVERVIEW.
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 Identifi cation and Selection.
Selecting Among Strategic Alternatives.
PART TWO: 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 Analysis.
Dimensions of a Market Analysis.
Actual and Potential Market Size.
Market and Submarket Growth.
Market and Submarket Profi tability 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 Profi tability.
Performance Measurement – Beyond Profi tability.
Determinants of Strategic Options.
From Analysis to Strategy.
Business Portfolio Analysis.
The BCG Growth-share Matrix.
Case Challenges for Part Two.
The Soft Drinks Market.
PART THREE: 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 Customer Relationship Option.
Chapter 11: Global Strategies.
Motivations Underlying Global Strategies.
Indicators that Strategies should be Global.
What Country to Enter?
Standardisation Versus Customisation.
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 Three.
PART FOUR: 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: Diversifi cation.
Related Diversifi cation.
The Mirage of Synergy.
Unrelated Diversifi cation.
Chapter 15: Strategies in Declining and Hostile Markets.
Creating Growth in Declining Industries.
Be the Profi table Survivor.
Milk or Harvest.
Divestment or Liquidation.
Selecting the Right Strategy for the Declining Environment.
Case Challenges for Part Four.
Green & Black's.
PART FIVE: IMPLEMENTATION ISSUES.
Chapter 16: Organisational Issues.
A Conceptual Framework.
Obtaining Strategic Congruence.
Organising for Innovation.
A Recap of Strategic Market Management.
Case Challenges for Part V.
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.
- A wealth of European examples and vignettes including cases on Tesco, Innocent, Dove, Neau, The Soft Drinks Market, Cadbury, Green & Blacks and Vodafone.
- Revised coverage of topics such as brand equity, CRM, creating new market space, environmental scanning, consumer ethnography, webnography and feature fatigue.
- A new base of five entrepreneurial thrusts that include, external analysis, sustainable competitive advantages, creating customer-oriented business strategies, investment decision and implementation.