Strategic Market Management: Global Perspectives

The book is a European adaptation of our current US book: Strategic Market Management, 9th edition by David Aaker. The new edition text will be a mainstream text suitable for all business students studying strategy and marketing courses in the UK and Europe. It will take into account the substantive changes made by David Aaker in the 8th and 9th edition of the US textbook. The major differences in these and the 7th edition of the US book which, was the basis of the first European adaptation are the coverage of branding and greater emphasis of innovation. These were both added into the first European edition. New topics will be identified that are not covered that should be for example the financial aspects of marketing. The new edition will also include revised and updated European case material.

A global perspective is an essential aspect of the new edition. This reflects the lived experience of the student reader but also their likely professional challenges. This will be achieved by the use of examples and vignettes. The previous European edition was entirely re-populated with new examples. For the new edition, new examples will be employed to drive the global ambition and to respond to the substantive changes of the 8th and 9th US editions.



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


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.