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Marketing Strategy and Competitive Positioning, 7th Edition.

Marketing Strategy and Competitive Positioning 7e deals with the process of developing and implementing a marketing strategy. The book focuses on competitive positioning at the heart of marketing strategy and includes in-depth discussion of the processes used in marketing to achieve competitive adva...

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Bibliographic Details
Main Author: Hooley, Graham.
Other Authors: Nicoulaud, Brigitte., Rudd, John., Lee, Nick.
Format: eBook
Language:English
Published: Harlow, United Kingdom : Pearson Education, Limited, 2020.
Edition:7th ed.
Subjects:
Electronic books.
Online Access:View fulltext via EzAccess
Table of Contents:
  • Front Cover
  • Half Title Page
  • Title Page
  • Copyright Page
  • Brief Contents
  • Contents
  • Preface
  • Acknowledgements
  • Publisher's acknowledgements
  • PART 1 MARKETING STRATEGY
  • CHAPTER 1 MARKET-LED STRATEGIC MANAGEMENT
  • Introduction
  • 1.1 The marketing concept and market orientation
  • 1.2 The resource-based view of marketing
  • 1.3 Organisational stakeholders
  • 1.4 Marketing fundamentals
  • 1.5 The role of marketing in leading strategic management
  • Summary
  • Case study: LEGO builds new dimension with digital vision
  • CHAPTER 2 STRATEGIC MARKETING PLANNING
  • 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: Amazon eyes online sales boost through 'Fire' smartphone
  • PART 2 COMPETITIVE MARKET ANALYSIS
  • CHAPTER 3 THE CHANGING MARKET ENVIRONMENT
  • 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 macro-environments
  • 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: Dyson: A British inventor pivots to Asia
  • CHAPTER 4 CUSTOMER ANALYSIS
  • Introduction
  • 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: Amazon and Google lead way on virtual assistant dealmaking at CES.
  • CHAPTER 5 COMPETITOR ANALYSIS
  • 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: Adidas kicks off US drive to close in on Nike
  • CHAPTER 6 UNDERSTANDING THE ORGANISATIONAL RESOURCE BASE
  • 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: Why Ford is stalling in China while Toyota succeeds
  • PART 3 IDENTIFYING CURRENT AND FUTURE COMPETITIVE POSITIONS
  • CHAPTER 7 SEGMENTATION AND POSITIONING PRINCIPLES
  • Introduction
  • 7.1 Principles of competitive positioning
  • 7.2 Principles of market segmentation
  • 7.3 The underlying premises of market segmentation
  • 7.4 Bases for segmenting markets
  • 7.5 Segmenting consumer markets
  • 7.6 Segmenting business markets
  • 7.7 Identifying and describing market segments
  • 7.8 The benefits of segmenting markets
  • 7.9 Implementing market segmentation
  • Summary
  • Case study: Turning right: First-class air travel is in decline
  • CHAPTER 8 SEGMENTATION AND POSITIONING RESEARCH
  • Introduction
  • 8.1 A priori segmentation approaches
  • 8.2 Post hoc/cluster-based segmentation approaches
  • 8.3 Qualitative approaches to positioning research
  • 8.4 Quantitative approaches to positioning research
  • Summary
  • Case study: How millennials became the world's most powerful consumers
  • CHAPTER 9 SELECTING MARKET TARGETS
  • Introduction
  • 9.1 The process of market definition
  • 9.2 Defining how the market is segmented.
  • 9.3 Determining market segment attractiveness
  • 9.4 Determining current and potential strengths
  • 9.5 Making market and segment choices
  • 9.6 Alternative targeting strategies
  • Summary
  • Case study: No-frills Ryanair faces test with Business Plus
  • PART 4 COMPETITIVE POSITIONING STRATEGIES
  • CHAPTER 10 CREATING SUSTAINABLE COMPETITIVE ADVANTAGE
  • Introduction
  • 10.1 Using organisational resources to create sustainable competitive advantage
  • 10.2 Generic routes to competitive advantage
  • 10.3 Achieving cost leadership
  • 10.4 Achieving differentiation
  • 10.5 Sustaining competitive advantage
  • 10.6 Offensive and defensive competitive strategies
  • Summary
  • Case study: Volvo's heart will 'remain in Sweden'
  • CHAPTER 11 COMPETING THROUGH THE EVOLVING MARKETING MIX
  • Introduction
  • 11.1 The market offer
  • 11.2 Pricing strategies
  • 11.3 Communications strategies
  • 11.4 Distribution strategies
  • 11.5 The extended marketing mix - people, processes and physical evidence
  • 11.6 New businesses and business models
  • 11.7 The connected marketing mix
  • Summary
  • Case study: How ABB FIA Formula E championship built a fan base from scratch
  • CHAPTER 12 COMPETING THROUGH INNOVATION
  • Introduction
  • 12.1 Innovation strategy
  • 12.2 New products
  • 12.3 Planning for new products
  • 12.4 The new product development process
  • 12.5 Speeding new product development
  • 12.6 Organising for new product development
  • Summary
  • Case study: Apple moves into fashion business with Watch launch
  • CHAPTER 13 COMPETING THROUGH SUPERIOR SERVICE AND CUSTOMER RELATIONSHIPS
  • Introduction
  • 13.1 The goods and services spectrum
  • 13.2 Service and competitive positioning
  • 13.3 Relationship marketing
  • 13.4 Customer service
  • 13.5 Providing superior service
  • 13.6 Customer relationship management
  • 13.7 E-service quality.
  • 13.8 Measuring and monitoring customer satisfaction
  • Summary
  • Case study: Property portals hand control to homeowners
  • PART 5 IMPLEMENTING THE STRATEGY
  • CHAPTER 14 STRATEGIC CUSTOMER MANAGEMENT AND THE STRATEGIC SALES ORGANISATION
  • Introduction
  • 14.1 Priorities for identifying strategic sales capabilities
  • 14.2 The new and emerging competitive role for sales
  • 14.3 The strategic sales organisation
  • 14.4 Strategic customer management tasks
  • 14.5 Managing the customer portfolio
  • 14.6 Dealing with dominant customers
  • Summary
  • Case study: Power of the 'mummies' key to Nestle's strategy in DR Congo
  • CHAPTER 15 STRATEGIC ALLIANCES AND NETWORKS
  • Introduction
  • 15.1 Pressures to partner
  • 15.2 The era of strategic collaboration
  • 15.3 The drivers of collaboration strategies
  • 15.4 Network forms
  • 15.5 Alliances and partnerships
  • 15.6 Strategic alliances as a competitive force
  • 15.7 The risks in strategic alliances
  • 15.8 Managing strategic alliances
  • Summary
  • Case study: UPS and FedEx turn focus to consumer behaviour
  • CHAPTER 16 STRATEGY IMPLEMENTATION AND INTERNAL MARKETING
  • Introduction
  • 16.1 The strategy implementation challenge in marketing
  • 16.2 The development of internal marketing
  • 16.3 The scope of internal marketing
  • 16.4 Planning for internal marketing
  • 16.5 Cross-functional partnership as internal marketing
  • 16.6 Implementation and internal marketing
  • Summary
  • Case study: Inter Ikea's Torbjorn Loof: making the vision clear
  • CHAPTER 17 CORPORATE SOCIAL RESPONSIBILITY AND ETHICS
  • Introduction
  • 17.1 Marketing strategy and corporate social responsibility
  • 17.2 The scope of corporate social responsibility
  • 17.3 Drivers of corporate social responsibility initiatives
  • 17.4 The other side of corporate social responsibility initiatives.
  • 17.5 Defensive corporate social responsibility initiatives
  • 17.6 Corporate social responsibility and innovative competitive advantage
  • 17.7 How companies are responding to the CSR mandate
  • 17.8 CSR and customer value
  • Summary
  • Case study: Iceland Foods takes heat for bold environmental message
  • PART 6 CONCLUSIONS
  • CHAPTER 18 MARKETING IN THE TWENTY-FIRST CENTURY
  • Introduction
  • 18.1 The changing competitive arena
  • 18.2 Fundamentals of strategy in a changing world
  • 18.3 Competitive positioning strategies
  • Summary
  • Case study: Twitter builds on its character
  • References
  • Index
  • Back Cover.

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