Dr Damien McLoughlin is a senior lecturer in marketing and Director of the Marketing Development Programme at the UCD Michael Smurfit School of Business.

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• Preface. Acknowledgments.PART ONE: INTRODUCTION AND OVERVIEW.Chapter 1: Business Strategy: The Concept and Trends in Its Management.What is a Business Strategy?Strategic Options.Strategic Market Management: Characteristics and Trends.Why Strategic Market Management?Chapter 2: Strategic Market Management: An Overview.External Analysis.Internal Analysis.Creating a Vision for the Business.Strategy Identifi cation and Selection.Selecting Among Strategic Alternatives.The Process.PART TWO: STRATEGIC ANALYSIS.Chapter 3: External and Customer Analysis.External Analysis.The Scope of Customer Analysis.Segmentation.Customer Motivations.Unmet Needs.Chapter 4: 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 5: Market Analysis.Dimensions of a Market Analysis.Actual and Potential Market Size.Market and Submarket Growth.Market and Submarket Profi tability Analysis.Cost Structure.Distribution Systems.Market Trends.Key Success Factors.Risks in High-Growth Markets.Chapter 6: Environmental Analysis and Strategic Uncertainty.Dimensions of Environmental Analysis.Dealing with Strategic Uncertainty.Impact Analysis – Assessing the Impact of Strategic Uncertainties.Scenario Analysis.Chapter 7: Internal Analysis.Financial Performance – Sales and Profi tability.Performance Measurement – Beyond Profi tability.Determinants of Strategic Options.From Analysis to Strategy.Business Portfolio Analysis.The BCG Growth-share Matrix.Case Challenges for Part Two.The Soft Drinks Market.Tesco.PART THREE: ALTERNATIVE BUSINESS STRATEGIES.Chapter 8: Creating Advantage – Synergy and Vision Versus Opportunism.The Sustainable Competitive Advantage.The Role of Synergy.Strategic Vision Versus Strategic Opportunism.A Dynamic Vision.Chapter 9: Strategic Options: Quality and Brand Equity.Business Strategy Challenges.Strategic Options.The Quality Option.The Brand Equity Option.Chapter 10: Strategic Options: Value, Focus, Innovation and Customer Relationships.The Value Option.Focus.Innovation.The Customer Relationship Option.Chapter 11: Global Strategies.Motivations Underlying Global Strategies.Indicators that Strategies should be Global.What Country to Enter?Standardisation Versus Customisation.Global Brand Management.Strategic Alliances.Chapter 12: Strategic Positioning.The Role of the Strategic Position.Strategic Position Options.Developing and Selecting a Strategic Position.Case Challenges for Part Three.Neau.Innocent.PART FOUR: GROWTH STRATEGIES.Chapter 13: Growth Strategies: Penetration, Product-Market Expansion,Vertical Integration, and the Big Idea.Growth in Existing Product Markets.Product Development for the Existing Market.Market Development Using Existing Products.Vertical Integration Strategies.The Big Idea.Chapter 14: Diversifi cation.Related Diversifi cation.The Mirage of Synergy.Unrelated Diversifi cation.Entry Strategies.Chapter 15: Strategies in Declining and Hostile Markets.Creating Growth in Declining Industries.Be the Profi table Survivor.Milk or Harvest.Divestment or Liquidation.Selecting the Right Strategy for the Declining Environment.Hostile Markets.Case Challenges for Part Four.Dove.Green & Black's.PART FIVE: IMPLEMENTATION ISSUES.Chapter 16: Organisational Issues.A Conceptual Framework.Structure.Systems.People.Culture.Obtaining Strategic Congruence.Organising for Innovation.A Recap of Strategic Market Management.Case Challenges for Part V.Vodafone.Index.

Dr Damien McLoughlin is a senior lecturer in marketing and Director of the Marketing Development Programme at the UCD Michael Smurfit School of Business.

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• Preface. Acknowledgments.PART ONE: INTRODUCTION AND OVERVIEW.Chapter 1: Business Strategy: The Concept and Trends in Its Management.What is a Business Strategy?Strategic Options.Strategic Market Management: Characteristics and Trends.Why Strategic Market Management?Chapter 2: Strategic Market Management: An Overview.External Analysis.Internal Analysis.Creating a Vision for the Business.Strategy Identifi cation and Selection.Selecting Among Strategic Alternatives.The Process.PART TWO: STRATEGIC ANALYSIS.Chapter 3: External and Customer Analysis.External Analysis.The Scope of Customer Analysis.Segmentation.Customer Motivations.Unmet Needs.Chapter 4: 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 5: Market Analysis.Dimensions of a Market Analysis.Actual and Potential Market Size.Market and Submarket Growth.Market and Submarket Profi tability Analysis.Cost Structure.Distribution Systems.Market Trends.Key Success Factors.Risks in High-Growth Markets.Chapter 6: Environmental Analysis and Strategic Uncertainty.Dimensions of Environmental Analysis.Dealing with Strategic Uncertainty.Impact Analysis – Assessing the Impact of Strategic Uncertainties.Scenario Analysis.Chapter 7: Internal Analysis.Financial Performance – Sales and Profi tability.Performance Measurement – Beyond Profi tability.Determinants of Strategic Options.From Analysis to Strategy.Business Portfolio Analysis.The BCG Growth-share Matrix.Case Challenges for Part Two.The Soft Drinks Market.Tesco.PART THREE: ALTERNATIVE BUSINESS STRATEGIES.Chapter 8: Creating Advantage – Synergy and Vision Versus Opportunism.The Sustainable Competitive Advantage.The Role of Synergy.Strategic Vision Versus Strategic Opportunism.A Dynamic Vision.Chapter 9: Strategic Options: Quality and Brand Equity.Business Strategy Challenges.Strategic Options.The Quality Option.The Brand Equity Option.Chapter 10: Strategic Options: Value, Focus, Innovation and Customer Relationships.The Value Option.Focus.Innovation.The Customer Relationship Option.Chapter 11: Global Strategies.Motivations Underlying Global Strategies.Indicators that Strategies should be Global.What Country to Enter?Standardisation Versus Customisation.Global Brand Management.Strategic Alliances.Chapter 12: Strategic Positioning.The Role of the Strategic Position.Strategic Position Options.Developing and Selecting a Strategic Position.Case Challenges for Part Three.Neau.Innocent.PART FOUR: GROWTH STRATEGIES.Chapter 13: Growth Strategies: Penetration, Product-Market Expansion,Vertical Integration, and the Big Idea.Growth in Existing Product Markets.Product Development for the Existing Market.Market Development Using Existing Products.Vertical Integration Strategies.The Big Idea.Chapter 14: Diversifi cation.Related Diversifi cation.The Mirage of Synergy.Unrelated Diversifi cation.Entry Strategies.Chapter 15: Strategies in Declining and Hostile Markets.Creating Growth in Declining Industries.Be the Profi table Survivor.Milk or Harvest.Divestment or Liquidation.Selecting the Right Strategy for the Declining Environment.Hostile Markets.Case Challenges for Part Four.Dove.Green & Black's.PART FIVE: IMPLEMENTATION ISSUES.Chapter 16: Organisational Issues.A Conceptual Framework.Structure.Systems.People.Culture.Obtaining Strategic Congruence.Organising for Innovation.A Recap of Strategic Market Management.Case Challenges for Part V.Vodafone.Index.