Marketing Strategy ; A Decision Focused Approach

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Title
Table of Contents
Section One: Introduction to Strategy
	1. Market-Oriented Perspectives Underlie Successful Corporate, Business, and Marketing Strategies
		Strategic Challenges Addressed in Chapter 1
		Three Levels of Strategy: Similar Components but Different Issues
			What Is a Strategy?
			The Components of Strategy
			The Hierarchy of Strategies
			Corporate Strategy
			Business-Level Strategy
			Marketing Strategy
		What Is Marketing’s Role in Formulating and Implementing Strategies?
			Market-Oriented Management
			Do Customers Always Know What They Want?
			Does Being Market-Oriented Pay?
			Factors That Mediate Marketing’s Strategic Role
			Recent Developments Affecting the Strategic Role of Marketing
			The Future Role of Marketing
		Formulating and Implementing Marketing Strategy— An Overview of the Process
			A Decision-Making Focus
			Analysis Comes First—The Four “Cs”
			Integrating Marketing Strategy with the Firm’s Other Strategies and Resources
			Market Opportunity Analysis
			Formulating Marketing Strategies for Specific Situations
			Implementation and Control of the Marketing Strategy
			The Marketing Plan—A Blueprint for Action
	2. Corporate Strategy Decisions and Their Marketing Implications
		Strategic Challenges Addressed in Chapter 2
			Implications for Marketers and Their Marketing Plans
		Corporate Scope—Defining the Firm’s Mission
			Market Influences on the Corporate Mission
			Criteria for Defining the Corporate Mission
			Social Values and Ethical Principles
			Why Are Ethics Important? The Marketing Implications of Ethical Standards
		Corporate Objectives
			Enhancing Shareholder Value: The Ultimate Objective
			The Marketing Implications of Corporate Objectives
		Gaining a Competitive Advantage
		Corporate Growth Strategies
			Expansion by Increasing Penetration of Current Product-Markets
			Expansion by Developing New Products for Current Customers
			Expansion by Selling Existing Products to New Segments or Countries
			Expansion by Diversifying
			Expansion by Diversifying through Organizational Relationships or Networks
		Allocating Corporate Resources
			Portfolio Models
			Value-Based Planning
			Using Customer Equity to Estimate the Value of Alternative Marketing Actions
		Sources of Synergy
			Knowledge-Based Synergies
			Corporate Identity and the Corporate Brand as a Source of Synergy
			Corporate Branding Strategy—When Does a Strong Corporate Brand Make Sense?
			Synergy from Shared Resources
	3. Business Strategies and Their Marketing Implications
		Strategic Challenges Addressed in Chapter 3
		Strategic Decisions at the Business-Unit Level
			How Should Strategic Business Units Be Designed?
			Business-Unit Objectives
			Allocating Resources within the Business Unit
		How Do Businesses Compete?
			Generic Business-Level Competitive Strategies
			Do the Same Competitive Strategies Work for Single- Business Firms and Start-ups?
			Do the Same Competitive Strategies Work for Service Businesses?
			Do the Same Competitive Strategies Work for Global Competitors?
			Will the Internet Change Everything?
		How Do Competitive Strategies Differ from One Another?
			Differences in Scope
			Differences in Goals and Objectives
			Differences in Resource Deployment
			Differences in Sources of Synergy
		Deciding When a Strategy Is Appropriate: The Fit Between Business Strategies and the Environment
			Appropriate Conditions for a Prospector Strategy
			Appropriate Conditions for an Analyzer Strategy
			Appropriate Conditions for a Defender Strategy
		How Different Business Strategies Influence Marketing Decisions
			Product Policies
			Pricing Policies
			Distribution Policies
			Promotion Policies
		What If the Best Marketing Program for a Product Does Not Fit the Business’s Competitive Strategy?
Section Two: Opportunity Analysis
	4. Understanding Market Opportunities
		Strategic Challenges Addressed in Chapter 4
		Markets And Industries: What’s the Difference?
		Assessing Market and Industry Attractiveness
		Macro Trend Analysis: A Framework for Assessing Market Attractiveness, Macro Level
			The Demographic Environment
			The Sociocultural Environment
			The Economic Environment
			The Regulatory Environment
			The Technological Environment
			The Natural Environment
		Your Market Is Attractive: What about Your Industry?
			Porter’s Five Competitive Forces
			A Five Forces Analysis of the Cellular Phone Service Industry
		Challenges in Macro-Level Market and Industry Analysis
			Information Sources for Macro-Level Analyses
		Understanding Markets at the Micro Level
		Understanding Industries at the Micro Level
		The Team Domains: The Key to the Pursuit of Attractive Opportunities
		Mission, Aspirations, and Risk Propensity
		Ability to Execute on the Industry’s Critical Success Factors
		It’s WhoYou Know, Not WhatYou Know
		Putting the Seven Domains to Work
		Anticipating and Responding to Environmental Change
			Impact and Timing of Event
		Swimming Upstream or Downstream: An Important Strategic Choice
	5. Measuring Market Opportunities: Forecasting and Market Knowledge
		Strategic Challenges Addressed in Chapter 5
		Every Forecast Is Wrong!
		A Forecaster’s Toolkit: A Tool for Every Forecasting Setting
			Statistical and Other Quantitative Methods
			Observation
			Surveys or Focus Groups
			Analogy
			Judgment
			Market Tests
			Psychological Biases in Forecasting
			Mathematics Entailed in Forecasting
		Rate of Diffusion of Innovations: Another Perspective on Forecasting
			The Adoption Process and Rate of Adoption
			Adopter Categories
			Implications of Diffusion of Innovation Theory for Forecasting Sales of New Products and New Firms
		Cautions and Caveats in Forecasting
			Keys to Good Forecasting
			Common Sources of Error in Forecasting
		Why Data? Why Marketing Research?
		Customer Relationship Management and Market Knowledge Systems: Charting a Path Toward Competitive Advantage
			Internal Records Systems
			Marketing Databases Make CRM Possible
			Why CRM Efforts Fail
			Client Contact Systems
			Competitive Intelligence Systems
		Marketing Research: A Foundation for Marketing Decision-Making
		What Users of Marketing Research Should Ask
	6. Targeting Attractive Market Segments
		Strategic Challenges Addressed in Chapter 6
		Do Market Segmentation and Target Marketing Make Sense in Today’s Global Economy?
			Most Markets are Heterogeneous
			Today’s Market Realities Often Make Segmentation Imperative
		How Are Market Segments Best Defined?
			Who They Are: Segmenting Demographically
			Where They Are: Segmenting Geographically
			Geodemographic Segmentation
			How They Behave: Behavioral Segmentation
			Innovative Segmentation: A Key to Marketing Breakthroughs
		Choosing Attractive Market Segments: A Five-Step Process
			Step 1: Select Market-Attractiveness and Competitive-Position Factors
			Step 2: Weight Each Factor
			Step 3: Rate Segments on Each Factor, Plot Results on Matrices
			Step 4: Project Future Position for Each Segment
			Step 5: Choose Segments to Target, Allocate Resources
		Different Targeting Strategies Suit Different Opportunities
			Niche-Market Strategy
			Mass-Market Strategy
			Growth-Market Strategy
		Global Market Segmentation
	7. Differentiation and Brand Positioning
		Strategic Challenges Addressed in Chapter 7
		Differentiation: One Key to Customer Preference and Competitive Advantage
			Differentiation among Competing Brands
		Physical Positioning
			Limitations of Physical Positioning
		Perceptual Positioning
		Levers Marketers Can Use to Establish Brand Positioning
		Preparing the Foundation for Marketing Strategies: The Brand Positioning Process
			Step 1: Identify a Relevant Set of Competitive Products
			Step 2: Identify Determinant Attributes
			Step 3: Collect Data about Customers’Perceptions for Brands in the Competitive Set
			Step 4: Analyze the Current Positions of Brands in the Competitive Set
			Step 5: Determine Customers’ Most Preferred Combination of Attributes
			Step 6: Consider Fit of Possible Positions with Customer Needs and Segment Attractiveness
			Step 7: Write Positioning Statement or Value Proposition to Guide Development of Marketing Strategy
		The Outcome of Effective Positioning: Building Brand Equity
			Managing Brand Equity
		Analytical Tools for Positioning Decision-Making
		Some Caveats in Positioning Decision-Making
Section Three Formulating Marketing Strategies
	8. Marketing Strategies for New Market Entries
		Strategic Challenges Addressed in Chapter 8
		Sustaining Competitive Advantage over the Product Life Cycle
			Market and Competitive Implications of Product Life Cycle Stages
			Strategic Implications of the Product Life Cycle
			Limitations of the Product Life Cycle Framework
		New Market Entries—How New is New?
		Objectives of New Product and Market Development
		Market Entry Strategies: Is It Better to Be a Pioneer or a Follower?
			Pioneer Strategy
			Not All Pioneers Capitalize on Their Potential Advantages
			Follower Strategy
			Determinants of Success for Pioneers and Followers
		Strategic Marketing Programs for Pioneers
			Mass-Market Penetration
			Niche Penetration
			Skimming and Early Withdrawal
			Marketing Program Components for a Mass-Market Penetration Strategy
			Marketing Program Components for a Niche Penetration Strategy
			Marketing Program Components for a Skimming Strategy
	9. Strategies for Growth Markets
		Strategic Challenges Addressed in Chapter 9
		Opportunities and Risks in Growth Markets
			Gaining Share Is Easier
			Share Gains Are Worth More
			Price Competition Is Likely to Be Less Intense
			Early Entry Is Necessary to Maintain Technical Expertise
		Growth-Market Strategies for Market Leaders
			Marketing Objectives for Share Leaders
			Marketing Actions and Strategies to Achieve Share-Maintenance Objectives
			Fortress, or Position Defense, Strategy
			Flanker Strategy
			Confrontation Strategy
			Market Expansion Strategy
			Contraction, or Strategic Withdrawal, Strategy
		Share-Growth Strategies for Followers
			Marketing Objectives for Followers
			Marketing Actions and Strategies to Achieve Share Growth
			Deciding Whom to Attack
			Frontal Attack Strategy
			Leapfrog Strategy
			Flanking and Encirclement Strategies
			Guerrilla Attack
			Supporting Evidence
	10. Strategies for Mature and Declining Markets
		Strategic Challenges Addressed in Chapter 10
			Challenges in Mature Markets
			Challenges in Declining Markets
		Shakeout: The Transition from Market Growth to Maturity
			Characteristics of the Transition Period
			Strategic Traps during the Transition
		Strategic Choices in Mature Markets
			Strategies for Maintaining Competitive Advantage
			Methods of Differentiation
			Methods of Maintaining a Low-Cost Position
			Customers’ Satisfaction and Loyalty Are Crucial for Maximizing Their Lifetime Value
		Marketing Strategies for Mature Markets
			Strategies for Maintaining Current Market Share
			Strategies for Extending Volume Growth
		Strategies for Declining Markets
			Relative Attractiveness of Declining Markets
			Divestment or Liquidation
			Marketing Strategies for Remaining Competitors
	11. Marketing Strategies for the New Economy
		Strategic Challenges Addressed in Chapter 11
		Does Every Company Need a New-Economy Strategy?
		Threats or Opportunities? The Inherent Advantages and Disadvantages of the New Economy for Marketers
			The Syndication of Information
			Increasing Returns to Scale of Network Products
			The Ability to Efficiently Personalize and Customize Market Offerings
			Disintermediation and Restructuring of Distribution Channels
			Global Reach, 24/7 Access, and Instantaneous Delivery
			Are These New-Economy Attributes Opportunities or Threats?
			First-Mover Advantage: Fact or Fiction?
		Developing a New-Economy Strategy: A Decision Framework
			Marketing Applications for New-Economy Tools
			Developing New-Economy Marketing Strategies: The Critical Questions
		Managing New-Economy Strategies: The Talent Gap
		Developing Strategies to Serve New-Economy Markets
			What Industries Will Be Next to Get the Dot-Com Treatment?
			Serving the Dot-Com Markets of Tomorrow
Section Four: Implementation and Control
	12. Organizing and Planning for Effective Implementation
		Strategic Challenges Addressed in Chapter 12
		Designing Appropriate Administrative Relationships for the Implementation of Different Competitive Strategies
			Business-Unit Autonomy
			Shared Programs and Facilities
			Evaluation and Reward Systems
		Designing Appropriate Organizational Structures and processes for Implementing Different Strategies
			Functional Competencies and Resource Allocation
			Additional Considerations for Service Organizations
			Organizational Structures
			Recent Trends in Organizational Design
			Organizational Adjustments as Firms Grow and Markets Change
			Organizational Designs for Selling in Global Markets
		Marketing Plans: The Foundation for Implementing Marketing Actions
			The Situation Analysis
			Key Issues
			Objectives
			Marketing Strategy
			Action Plans
			Projected Profit-and-Loss Statement
			Contingency Plans
	13. Measuring and Delivering Marketing Performance
		Strategic Challenges Addressed in Chapter 13
		Designing Marketing Metrics Step by Step
			Setting Standards of Performance
			Specifying and Obtaining Feedback Data
			Evaluating Feedback Data
			Taking Corrective Action
		Design Decisions for Strategic Monitoring Systems
			Identifying Key Variables
			Tracking and Monitoring
			Strategy Reassessment
		Design Decisions for Marketing Metrics
			Who Needs What Information?
			When and How Often Is the Information Needed?
			In What Media and in What Format(s) or Levels of Aggregation Should the Information Be Provided?
			Does Your System of Marketing Metrics Measure Up?
			What Contingencies Should Be Planned For?
			Global Marketing Control
		A Tool For Periodic Assessment of Marketing Performance: The Marketing Audit
			Types of Audits
		Measuring and Delivering Marketing Performance
Name Index
Subject Index