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Tables of Contents for Strategic Market Management
Chapter/Section Title
Page #
Page Count
PART 1 INTRODUCTION AND OVERVIEW
3
36
Chapter 1 Business Strategy: The Concept and Trends in Its Management
3
15
What Is a Business Strategy?
4
2
Strategic Thrusts--The Search for SCAs
6
2
A Strategic Business Unit
8
1
Strategic Market Management: A Historical Perspective
8
4
Strategic Market Management: Characteristics and Trends
12
3
Why Strategic Market Management?
15
3
Chapter 2 Strategic Market Management: An Overview
18
21
External Analysis
19
6
Internal Analysis
25
2
Creating a Vision for the Business
27
2
Strategy Identification and Selection
29
3
Selecting Among Strategic Alternatives
32
2
The Process
34
5
PART 2 STRATEGIC ANALYSIS
39
102
Chapter 3 External Analysis Overview and Customer Analysis
39
19
External Analysis
39
5
The Scope of Customer Analysis
44
1
Segmentation
44
5
Customer Motivations
49
4
Unmet Needs
53
5
Chapter 4 Competitor Analysis
58
20
Identifying Competitors--Customer-Based Approaches
59
2
Identifying Competitors--Strategic Groups
61
3
Potential Competitors
64
1
Competitor Analysis-Understanding Competitors
64
5
Competitor Strengths and Weaknesses
69
5
Obtaining Information on Competitors
74
4
Chapter 5 Market Analysis
78
20
Dimensions of a Market Analysis
79
1
Actual and Potential Market Size
80
1
Market Growth
81
3
Market Profitability Analysis
84
3
Cost Structure
87
1
Distribution Systems
88
1
Market Trends
89
1
Key Success Factors--Bases of Competition
90
2
Risks in High-Growth Markets
92
6
Chapter 6 Environmental Analysis and Dealing with Strategic Uncertainty
98
16
Dimensions of Environmental Analysis
99
6
Forecasting Environmental Trends and Events
105
2
Dealing with Strategic Uncertainty
107
1
Impact Analysis--Assessing the Impact of Strategic Uncertainties
107
2
Scenario Analysis
109
5
Chapter 7 Internal Analysis
114
27
Shareholder Value Analysis
115
2
Financial Performance--Sales and Profitability
117
4
Performance Measurement--Beyond Profitability
121
4
Determinants of Strategic Options
125
3
From Analysis to Strategy
128
2
Business Portfolio Analysis
130
5
Appendix: The Analysis of Financial Resources
135
6
PART 3 ALTERNATIVE BUSINESS STRATEGIES
141
136
Chapter 8 Obtaining a Sustainable Competitive Advantage
141
22
The Sustainable Competitive Advantage
141
6
The Role of Synergy
147
2
Strategic Vision versus Strategic Opportunism
149
7
A Dynamic Vision
156
7
Chapter 9 Differentiation Strategies
163
18
Successful Differentiation Strategies
164
2
The Quality Option
166
6
Building Strong Brands
172
9
Chapter 10 Obtaining an SCA-Low Cost, Focus, and the Preemptive Move
181
22
Low-Cost Strategies
181
9
Focus Strategies
190
4
The Preemptive Move
194
9
Chapter 11 Growth Strategies: Penetration, Product-Market Expansion, and Vertical Integration
203
19
Growth in Existing Product Markets
204
5
Product Development for the Existing Market
209
4
Market Development Using Existing Products
213
1
Vertical Integration Strategies
214
8
Chapter 12 Diversification
222
17
Related Diversification
223
6
Unrelated Diversification
229
5
Entry Strategies
234
5
Chapter 13 Strategies in Declining and Hostile Markets
239
16
Creating Growth in Declining Industries
240
2
Be the Profitable Survivor
242
1
Milk or Harvest
243
2
Divestment or Liquidation
245
1
Selecting the Right Strategy for the Declining Environment
246
3
Hostile Markets
249
6
Chapter 14 Global Strategies
255
22
Motivations Underlying Global Strategies
256
4
Standardization versus Customization
260
7
Strategic Alliances
267
10
PART 4 IMPLEMENTATION AND THE PLANNING PROCESS
277
30
Chapter 15 Implementing the Strategy
277
17
A Conceptual Framework
278
1
Structure
278
3
Systems
281
1
People
282
1
Culture
283
3
Obtaining Strategic Congruence
286
4
Organizing for Innovation
290
4
Chapter 16 Formal Planning Systems
294
13
The Formal Planning System
294
4
Pitfalls of a Formal Planning System
298
3
Modifying a Planning System-A Case Study
301
3
Getting Started
304
3
Appendix Planning Forms
307
14
Index
321