BOOK
Marketing Strategy and Competitive Positioning
Graham Hooley | Nigel Piercy | Brigitte Nicoulaud | John Rudd
(2017)
Additional Information
Book Details
Abstract
Marketing Strategy and Competitive Positioning 6e 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 advantage.
The book is primarily about creating and sustaining superior performance in the marketplace. It focuses on the two central issues in marketing strategy formulation – the identification of target markets and the creation of a differential advantage. In doing that, it recognises the emergence of new potential target markets born of the recession and increased concern for climate change; and it examines ways in which firms can differentiate their offerings through the recognition of environmental and social concerns.
New to this edition
- Updated to reflect the on-going global economic crisis and its impact on business and marketing.
- New coverage including the impact of emerging market on innovation, the perverse customer as a market force, the new realities in competing through services and market analysis and segmentation.
- Updated chapters on strategic customer management and strategic alliances.
- Increased emphasis on competing through innovation including new business models such as Uber, Netflix and new types of retailing.
- Updates vignettes at the beginning of chapters focusing on companies such as Amadeus, Mastercard and Samsung Pay and including discussion questions.
- New cases throughout the book including Ryanair, Amazon and Lego.
- Up-dated online resources include an Instructor’s Manual and PowerPoint slides for instructors, along with additional case studies for students.
The book is ideal for undergraduate and postgraduate students taking modules in Marketing Strategy, Marketing Management and Strategic Marketing Management.
Graham Hooley is Emeritus Professor of Marketing at Aston University. He is a past President of the European Marketing Academy, Fellow of the Chartered Institute of Marketing, British Academy of Management, EMAC and the Higher Education Academy.
Brigitte Nicoulaud is Senior Teaching Fellow at Aston Business School.
Nigel F. Piercy was previously Professor of Marketing & Strategic Management & Associate Dean at Warwick Business School, Warwick University.
John M Rudd is a Professor of Marketing and Head of the Marketing Group at Warwick Business School.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover\r | Cover | ||
| Brief Contents\r | v | ||
| Contents\r | vii | ||
| Preface\r | xi | ||
| Acknowledgements\r | xiii | ||
| Publisher’s acknowledgements\r | xiv | ||
| PART 1 MARKETING STRATEGY | 3 | ||
| CHAPTER 1 MARKET-LED STRATEGIC MANAGEMENT | 4 | ||
| Introduction | 5 | ||
| 1.1 The marketing concept and market orientation | 6 | ||
| 1.2 The resource-based view of marketing | 12 | ||
| 1.3 Organisational stakeholders | 14 | ||
| 1.4 Marketing fundamentals | 19 | ||
| 1.5 The role of marketing in leading strategic management | 23 | ||
| Summary | 25 | ||
| Case study: Lego builds new dimension with digital vision | 25 | ||
| CHAPTER 2 STRATEGIC MARKETING PLANNING | 28 | ||
| Introduction | 29 | ||
| 2.1 Defining the business purpose or mission | 30 | ||
| 2.2 The marketing strategy process | 33 | ||
| 2.3 Establishing the core strategy | 34 | ||
| 2.4 Creation of the competitive positioning | 43 | ||
| 2.5 Implementation | 46 | ||
| Summary | 50 | ||
| Case study: Amazon eyes online sales boost through ‘Fire’ smartphone | 50 | ||
| PART 2 COMPETITIVE MARKET ANALYSIS | 53 | ||
| CHAPTER 3 THE CHANGING MARKET ENVIRONMENT | 54 | ||
| Introduction | 55 | ||
| 3.1 A framework for macro-environmental analysis | 56 | ||
| 3.2 The economic and political environment | 57 | ||
| 3.3 The social and cultural environment | 59 | ||
| 3.4 The technological environment | 63 | ||
| 3.5 Changes in marketing infrastructure and practices | 64 | ||
| 3.6 New strategies for changing macro-environments | 66 | ||
| 3.7 The Five Forces model of industry competition | 68 | ||
| 3.8 The product life cycle | 72 | ||
| 3.9 Strategic groups | 75 | ||
| 3.10 Industry evolution and forecasting | 78 | ||
| 3.11 Environmental stability | 80 | ||
| 3.12 SPACE analysis | 82 | ||
| 3.13 The Advantage Matrix | 84 | ||
| Summary | 85 | ||
| Case study: Food group shifts strategy to volume growth | 86 | ||
| CHAPTER 4 CUSTOMER ANALYSIS | 88 | ||
| Introduction | 89 | ||
| 4.1 What we need to know about customers | 89 | ||
| 4.2 Marketing research | 92 | ||
| 4.3 The marketing research process | 100 | ||
| 4.4 Organising customer information | 102 | ||
| Summary | 104 | ||
| Case study: Balderton plugs into teenagers’ attention spans | 105 | ||
| CHAPTER 5 COMPETITOR ANALYSIS | 106 | ||
| Introduction | 107 | ||
| 5.1 Competitive benchmarking | 108 | ||
| 5.2 The dimensions of competitor analysis | 110 | ||
| 5.3 Choosing good competitors | 122 | ||
| 5.4 Obtaining and disseminating competitive information | 124 | ||
| Summary | 127 | ||
| Case study: Adidas kicks off US drive to close in on Nike | 128 | ||
| CHAPTER 6 UNDERSTANDING THE ORGANISATIONAL RESOURCE BASE | 130 | ||
| Introduction | 131 | ||
| 6.1 Marketing resources as the foundation for differentiation | 132 | ||
| 6.2 Value-creating disciplines | 133 | ||
| 6.3 The resource-based view of the firm | 135 | ||
| 6.4 Creating and exploiting marketing assets | 139 | ||
| 6.5 Developing marketing capabilities | 147 | ||
| 6.6 Dynamic marketing capabilities | 149 | ||
| 6.7 Resource portfolios | 151 | ||
| 6.8 Developing and exploiting resources | 152 | ||
| Summary | 153 | ||
| Case study: Family tradition in domestic partnership | 154 | ||
| PART 3 IDENTIFYING CURRENT AND FUTURE COMPETITIVE POSITIONS | 157 | ||
| CHAPTER 7 SEGMENTATION AND POSITIONING PRINCIPLES | 158 | ||
| Introduction | 159 | ||
| 7.1 Principles of competitive positioning | 160 | ||
| 7.2 Principles of market segmentation | 163 | ||
| 7.3 The underlying premises of market segmentation | 163 | ||
| 7.4 Bases for segmenting markets | 164 | ||
| 7.5 Segmenting consumer markets | 165 | ||
| 7.6 Segmenting business markets | 176 | ||
| 7.7 Identifying and describing market segments | 180 | ||
| 7.8 The benefits of segmenting markets | 181 | ||
| 7.9 Implementing market segmentation | 182 | ||
| Summary | 185 | ||
| Case study: Nestlé refines its arsenal in the luxury coffee war | 186 | ||
| CHAPTER 8 SEGMENTATION AND POSITIONING RESEARCH | 188 | ||
| Introduction | 189 | ||
| 8.1 A priori segmentation approaches | 190 | ||
| 8.2 Post hoc/cluster-based segmentation approaches | 194 | ||
| 8.3 Qualitative approaches to positioning research | 200 | ||
| 8.4Quantitative approaches to positioning research | 202 | ||
| Summary | 211 | ||
| Case study: A passion that became a brand | 212 | ||
| CHAPTER 9 SELECTING MARKET TARGETS | 214 | ||
| Introduction | 215 | ||
| 9.1 The process of market definition | 216 | ||
| 9.2 Defining how the market is segmented | 218 | ||
| 9.3 Determining market segment attractiveness | 220 | ||
| 9.4 Determining current and potential strengths | 227 | ||
| 9.5 Making market and segment choices | 229 | ||
| 9.6 Alternative targeting strategies | 231 | ||
| Summary | 233 | ||
| Case study: No-frills Ryanair faces test with Business Plus | 234 | ||
| PART 4 COMPETITIVE POSITIONING STRATEGIES | 237 | ||
| CHAPTER 10 CREATING SUSTAINABLE COMPETITIVE ADVANTAGE | 238 | ||
| Introduction | 239 | ||
| 10.1 Using organisational resources to create sustainable competitive advantage | 239 | ||
| 10.2 Generic routes to competitive advantage | 241 | ||
| 10.3 Achieving cost leadership | 242 | ||
| 10.4 Achieving differentiation | 245 | ||
| 10.5 Sustaining competitive advantage | 253 | ||
| 10.6 Offensive and defensive competitive strategies | 255 | ||
| Summary | 266 | ||
| Case study: Volvo’s heart will ‘remain in Sweden’ | 267 | ||
| CHAPTER 11 COMPETING THROUGH THE NEW MARKETING MIX | 268 | ||
| Introduction | 269 | ||
| 11.1 The market offer | 270 | ||
| 11.2 Pricing strategies | 280 | ||
| 11.3 Communications strategies | 285 | ||
| 11.4 Distribution strategies | 290 | ||
| 11.5 The extended marketing mix – people, processes and physical evidence | 292 | ||
| 11.6 New businesses and business models | 293 | ||
| Summary | 295 | ||
| Case study: Sensory ploys and the scent of marketing | 296 | ||
| CHAPTER 12 COMPETING THROUGH INNOVATION | 298 | ||
| Introduction | 299 | ||
| 12.1 Innovation strategy | 300 | ||
| 12.2 New products | 314 | ||
| 12.3 Planning for new products | 317 | ||
| 12.4 The new product development process | 320 | ||
| 12.5 Speeding new product development | 326 | ||
| 12.6 Organising for new product development | 326 | ||
| Summary | 329 | ||
| Case study: Apple moves into fashion business with Watch launch | 330 | ||
| CHAPTER 13 COMPETING THROUGH SUPERIOR SERVICE AND CUSTOMER RELATIONSHIPS | 332 | ||
| Introduction | 334 | ||
| 13.1 The goods and services spectrum | 337 | ||
| 13.2 Service and competitive positioning | 339 | ||
| 13.3 Relationship marketing | 342 | ||
| 13.4 Customer service | 347 | ||
| 13.5 Providing superior service | 347 | ||
| 13.6 Customer relationship management | 351 | ||
| 13.7 E-service quality | 352 | ||
| 13.8 Measuring and monitoring customer satisfaction | 354 | ||
| Summary | 357 | ||
| Case study: Property portals hand control to homeowners | 358 | ||
| PART 5 IMPLEMENTING THE STRATEGY | 363 | ||
| CHAPTER 14 STRATEGIC CUSTOMER MANAGEMENT AND THE STRATEGIC SALES ORGANISATION | 365 | ||
| Introduction | 366 | ||
| 14.1 Priorities for identifying strategic sales capabilities | 369 | ||
| 14.2 The new and emerging competitive role for sales | 372 | ||
| 14.3 The strategic sales organisation | 375 | ||
| 14.4 Strategic customer management tasks | 382 | ||
| 14.5 Managing the customer portfolio | 384 | ||
| 14.6 Dealing with dominant customers | 386 | ||
| Summary | 397 | ||
| Case study: Power of the ‘mummies’ key to Nestlé’s strategy in DR Congo | 398 | ||
| CHAPTER 15 STRATEGIC ALLIANCES AND NETWORKS | 400 | ||
| Introduction | 401 | ||
| 15.1 Pressures to partner | 402 | ||
| 15.2 The era of strategic collaboration | 406 | ||
| 15.3 The drivers of collaboration strategies | 407 | ||
| 15.4 Network forms | 411 | ||
| 15.5 Alliances and partnerships | 413 | ||
| 15.6 Strategic alliances as a competitive force | 417 | ||
| 15.7 The risks in strategic alliances | 419 | ||
| 15.8 Managing strategic alliances | 420 | ||
| Summary | 425 | ||
| Case study: UPS and FedEx turn focus to consumer behaviour | 426 | ||
| CHAPTER 16 STRATEGY IMPLEMENTATION AND INTERNAL MARKETING | 429 | ||
| Introduction | 430 | ||
| 16.1 The strategy implementation challenge in marketing | 433 | ||
| 16.2 The development of internal marketing | 436 | ||
| 16.3 The scope of internal marketing | 437 | ||
| 16.4 Planning for internal marketing | 447 | ||
| 16.5 Cross-functional partnership as internal marketing | 450 | ||
| 16.6 Implementation and internal marketing | 456 | ||
| Summary | 457 | ||
| Case study: EasyJet blazes trail on customer service | 458 | ||
| CHAPTER 17 CORPORATE SOCIAL RESPONSIBILITY AND ETHICS | 460 | ||
| Introduction | 461 | ||
| 17.1 Marketing strategy and corporate social responsibility | 465 | ||
| 17.2 The scope of corporate social responsibility | 467 | ||
| 17.3 Drivers of corporate social responsibility initiatives | 470 | ||
| 17.4 The other side of corporate social responsibility initiatives | 474 | ||
| 17.5 Defensive corporate social responsibility initiatives | 478 | ||
| 17.6 Corporate social responsibility and innovative competitive advantage | 484 | ||
| 17.7 How companies are responding to the CSR mandate | 488 | ||
| 17.8 CSR and customer value | 492 | ||
| Summary | 494 | ||
| Case study: How Skanska aims to become the world’s greenest construction company | 494 | ||
| PART 6 CONCLUSIONS | 499 | ||
| CHAPTER 18 TWENTY-FIRST CENTURY MARKETING | 500 | ||
| Introduction | 501 | ||
| 18.1 The changing competitive arena | 501 | ||
| 18.2 Fundamentals of strategy in a changing world | 506 | ||
| 18.3 Competitive positioning strategies | 510 | ||
| Summary | 518 | ||
| Case study: Twitter builds on its character | 519 | ||
| References | 521 | ||
| Index | 545 |