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Strategic market management / David A. Aaker.
LIBRA HF5415.13 .A23 2005
Available from offsite location
- Format:
- Book
- Author/Creator:
- Aaker, David A.
- Language:
- English
- Subjects (All):
- Marketing--Management.
- Marketing.
- Physical Description:
- xii, 356 pages : illustrations ; 23 cm
- Edition:
- Seventh edition.
- Place of Publication:
- Hoboken, NJ : John Wiley, [2005]
- Summary:
- Completely revised and updated, David Aaker's authoritative book approaches strategy development from an external perspective driven by a structured analysis of customers, competitors, market trends, and the broader environment. It shows how to build on strategic analysis to create business strategies that will be relevant and compelling to customers, sustainable to competitive attack, and draw on assets and competencies of the organization. Additional topics such as strategic investment, strategic positioning, growth options, global strategies, and organization building provide guidance to strategists.
- Contents:
- Chapter 1 Business Strategy: The Concept and Trends in Its Management 3
- Strategic Options 9
- Strategic Market Management: A Historical Perspective 9
- Strategic Market Management: Characteristics and Trends 13
- Why Strategic Market Management? 16
- Chapter 2 Strategic Market Management: An Overview 19
- External Analysis 21
- Internal Analysis 26
- Creating a Vision for the Business 28
- Strategy Identification and Selection 30
- Selecting among Strategic Alternatives 33
- The Process 35
- Part II Strategic Analysis 37
- Chapter 3 External and Customer Analysis 39
- External Analysis 39
- The Scope of Customer Analysis 44
- Segmentation 44
- Customer Motivations 48
- Unmet Needs 53
- Chapter 4 Competitor Analysis 58
- Identifying Competitors
- Customer-Based Approaches 59
- Strategic Groups 61
- Potential Competitors 64
- Competitor Analysis
- Understanding Competitors 65
- Competitor Strengths and Weaknesses 69
- Obtaining Information on Competitors 74
- Chapter 5 Market/Submarket Analysis 78
- Dimensions of a Market Analysis 79
- Actual and Potential Market Size 82
- Market and Submarket Growth 83
- Market and Submarket Profitability Analysis 85
- Cost Structure 88
- Distribution Systems 89
- Market Trends 90
- Key Success Factors 91
- Risks in High-Growth Markets 91
- Chapter 6 Environmental Analysis and Strategic Uncertainty 97
- Dimensions of Environmental Analysis 98
- Dealing with Strategic Uncertainty 105
- Impact Analysis
- Assessing the Impact of Strategic Uncertainties 106
- Scenario Analysis 108
- Chapter 7 Internal Analysis 113
- Financial Performance
- Sales and Profitability 114
- Performance Measurement
- Beyond Profitability 117
- Determinants of Strategic Options 121
- From Analysis to Strategy 123
- Business Portfolio Analysis 125
- The Energy Bar Industry 132
- Competing against Wal-Mart 135
- Part III Alternative Business Strategies 139
- Chapter 8 Creating Advantage
- Synergy and Vision versus Opportunism 141
- The Sustainable Competitive Advantage 142
- The Role of Synergy 147
- Strategic Vision versus Strategic Opportunism 150
- A Dynamic Vision 156
- Chapter 9 Strategic Options 162
- Business Strategy Challenges 163
- Strategic Options 165
- The Quality Option 169
- Chapter 10 Strategic Options: Value, Focus, and Innovation 177
- The Value Option 177
- Focus 184
- Innovation 188
- Chapter 11 Global Strategies 194
- Motivations Underlying Global Strategies 195
- Standardization versus Customization 200
- Global Brand Management 203
- Strategic Alliances 207
- Chapter 12 Strategic Positioning 214
- The Role of the Strategic Position 215
- Strategic Position Options 222
- Developing and Selecting a Strategic Position 231
- Case Challenges for Part III 235
- Hobart Corporation 235
- Xerox: the Early Days 237
- Part IV Growth Strategies 241
- Chapter 13 Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Idea 243
- Growth in Existing Product Markets 244
- Product Development for the Existing Market 249
- Market Development Using Existing Products 253
- Vertical Integration Strategies 254
- The Big Idea 258
- Chapter 14 Diversification 262
- Related Diversification 263
- The Mirage of Synergy 268
- Unrelated Diversification 270
- Entry Strategies 275
- Chapter 15 Strategies in Declining and Hostile Markets 281
- Creating Growth in Declining Industries 282
- Be the Profitable Survivor 284
- Milk or Harvest 285
- Divestment or Liquidation 287
- Selecting the Right Strategy for the Declining Environment 288
- Hostile Markets 291
- Case Challenges for Part IV 297
- Dove 297
- Intel 299
- Part V Implementation 303
- Chapter 16 Organizational Issues 305
- A Conceptual Framework 306
- Structure 306
- Systems 309
- People 311
- Culture 312
- Obtaining Strategic Congruence 315
- Organizing for Innovation 320
- A Recap of Strategic Market Management 322
- Case Challenges for Part V 326
- Samsung Electronics 326.
- Notes:
- Includes bibliographical references and index.
- Local Notes:
- Acquired for the Penn Libraries with assistance from the Elizabeth Kelsey Memorial Fund.
- From the parents and sisters of Elizabeth Kelsey, WG'97, in her memory; 2003/2004
- ISBN:
- 0471484261
- OCLC:
- 57530703
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