David A. Aakeris Professor Emeritus at the Haas School of Business, University of California, Berkeley. He has been awarded four career awards including the1996 Paul D. Converse Award for outstanding contributions the development of marketing. He is the creator of the AakerModel™, has published more than 100 articles and 14 books Damien McLoughlin is Professor and Director of the Academic Centre for Marketing Studies at the UCD Michael Smurfit Graduate Business School. His teaching is highly regarded and has been recognized with teaching awards from both the Smurfit and Quinn Schools of Business.His work has been published in leading international journals. Professionally, he has worked with leading international firms such as Alltech, Microsoft and Hewlett-Packard.

Select Guide Rating

• Preface AcknowledgementsChapter 1 Strategic Market Management: An Introduction and OverviewWhat Is a Business Strategy?Strategic Market ManagementMarketing and its Role in StrategyPart I STRATEGIC ANALYSISChapter 2 External and Customer AnalysisExternal AnalysisThe Scope of Customer AnalysisSegmentationCustomer MotivationsUnmet NeedsChapter 3 Competitor AnalysisIdentifying Competitors – Customer-Based ApproachesIdentifying Competitors – Strategic GroupsPotential CompetitorsCompetitor Analysis – Understanding CompetitorsCompetitor Strengths and WeaknessesObtaining Information on CompetitorsChapter 4 Market/Submarket AnalysisDimensions of a Market/Submarket AnalysisEmerging SubmarketsActual and Potential Market or Submarket SizeMarket and Submarket GrowthMarket and Submarket Profitability AnalysisCost StructureDistribution SystemsMarket TrendsKey Success FactorsRisks in High-Growth MarketsChapter 5 Environmental Analysis and Strategic UncertaintyTechnology TrendsConsumer TrendsGovernment/Economic TrendsDealing with Strategic UncertaintyImpact Analysis – Assessing the Impact of Strategic UncertaintiesScenario AnalysisChapter 6 Internal AnalysisFinancial Analysis – Sales and ProfitabilityPerformance Measurement – Beyond ProfitabilityStrengths and WeaknessesThreats and OpportunitiesFrom Analysis to StrategyCases for the End of Part ICase 1 – Understanding and Working with Industry TrendsThe Future of NewspapersCase 2 – Evaluating and Assessing the Implications of a New Business ModelSpotify – Identifying a New Value PropositionCase 3 – Competing Agaist Industry GiantsCompeting Against TescoPart II CREATING, ADAPTING, AND IMPLEMENTING STRATEGYChapter 7 Creating Advantage, Synergy, and Commitment versus Opportunism versus AdaptabilityThe Sustainable Competitive AdvantageThe Role of SynergyStrategic Commitment, Opportunism, and AdaptabilityChapter 8 Alternative Value PropositionsBusiness Strategy ChallengesAlternative Value PropositionsSuperior QualityValueChapter 9 Building and Managing Brand EquityBrand AwarenessBrand LoyaltyBrand AssociationsBrand IdentityChapter 10 Energizing the BusinessInnovating the OfferingEnergize the Brand and MarketingIncreasing the Usage of Existing CustomersChapter 11 Leveraging the BusinessWhich Assets and Competences Can Be Leveraged?Brand ExtensionsExpanding the Scope of the OfferingNew MarketsEvaluating Business Leverage OptionsThe Mirage of SynergyChapter 12 Creating New BusinessesThe New BusinessThe Innovator’s AdvantageManaging Category PerceptionsCreating New Business ArenasFrom Ideas to MarketChapter 13 Global StrategiesMotivations Underlying Global StrategiesStandardization Versus CustomizationExpanding the Global FootprintStrategic AlliancesGlobal Marketing ManagementChapter 14 Setting Priorities for Businesses and Brands – the Exit, Milk, and Consolidate OptionsThe Business PortfolioDivestment or LiquidationThe Milk StrategyPrioritizing and Trimming the Brand PortfolioChapter 15 From Silos to Synergy – Harnessing the OrganizationSilo-Driven Problems – The Case of MarketingAddressing the Silo Marketing Issues – Challenges and SolutionsOrganizational Levers and Their Link to StrategyStructureSystemsPeopleCultureA Recap of Strategic Marketing ManagementCases for the End of Part IICase 1 – Strategic PositioningAlltech FEI World Equestrian Games 2010Case 2 – Leveraging a Brand AssetInnocent DrinksCase 3 – Competing Against the Industry GiantHTC – Something Beautiful Is ComingCase 4 – Creating a New Brand for a New MarketTata Nano – Estimating the True Cost of the Cheapest Car in the WorldCase 5 – Transformative Innovation in the Developing WorldVodaphone M-PESA – Mobile Banking in KenyaLearning Learning – One Laptop Per Child InitiativeMerck – Making Life-Saving Drugs Accessible and AffordableNestlé – Creating Shared Value through BusinessSelco – Solar-Powered LEDs Paid for Using MicrofinancingAppendix Planning Forms

1. 2/5

   Kursbok? Jag lider med dig

   Sökregistret är undermåligt. Inga av de begrepp jag letar efter går att hitta den vägen, eftersom själva huvudbegreppet inte nödvändigtvis sidhänvisas. Vill jag t.ex. veta mer om PODs så får jag bara sidhänvisningar till olika typer av PODs, inte vad PODs är. Jag upplever också att författarna hänvisar till tidigare kapitel utan att något går att finna där. För det mesta känns det som att jag läser textutfyllnad i en bok som för övrigt är rätt tråkigt utformad. Den är varken gjord för att läsas i sin helhet eller att söka upp begrepp i. Men det är kanske bara jag.

   Viktor

   21 februari 2020

David A. Aakeris Professor Emeritus at the Haas School of Business, University of California, Berkeley. He has been awarded four career awards including the1996 Paul D. Converse Award for outstanding contributions the development of marketing. He is the creator of the AakerModel™, has published more than 100 articles and 14 books Damien McLoughlin is Professor and Director of the Academic Centre for Marketing Studies at the UCD Michael Smurfit Graduate Business School. His teaching is highly regarded and has been recognized with teaching awards from both the Smurfit and Quinn Schools of Business.His work has been published in leading international journals. Professionally, he has worked with leading international firms such as Alltech, Microsoft and Hewlett-Packard.

Select Guide Rating

• Preface AcknowledgementsChapter 1 Strategic Market Management: An Introduction and OverviewWhat Is a Business Strategy?Strategic Market ManagementMarketing and its Role in StrategyPart I STRATEGIC ANALYSISChapter 2 External and Customer AnalysisExternal AnalysisThe Scope of Customer AnalysisSegmentationCustomer MotivationsUnmet NeedsChapter 3 Competitor AnalysisIdentifying Competitors – Customer-Based ApproachesIdentifying Competitors – Strategic GroupsPotential CompetitorsCompetitor Analysis – Understanding CompetitorsCompetitor Strengths and WeaknessesObtaining Information on CompetitorsChapter 4 Market/Submarket AnalysisDimensions of a Market/Submarket AnalysisEmerging SubmarketsActual and Potential Market or Submarket SizeMarket and Submarket GrowthMarket and Submarket Profitability AnalysisCost StructureDistribution SystemsMarket TrendsKey Success FactorsRisks in High-Growth MarketsChapter 5 Environmental Analysis and Strategic UncertaintyTechnology TrendsConsumer TrendsGovernment/Economic TrendsDealing with Strategic UncertaintyImpact Analysis – Assessing the Impact of Strategic UncertaintiesScenario AnalysisChapter 6 Internal AnalysisFinancial Analysis – Sales and ProfitabilityPerformance Measurement – Beyond ProfitabilityStrengths and WeaknessesThreats and OpportunitiesFrom Analysis to StrategyCases for the End of Part ICase 1 – Understanding and Working with Industry TrendsThe Future of NewspapersCase 2 – Evaluating and Assessing the Implications of a New Business ModelSpotify – Identifying a New Value PropositionCase 3 – Competing Agaist Industry GiantsCompeting Against TescoPart II CREATING, ADAPTING, AND IMPLEMENTING STRATEGYChapter 7 Creating Advantage, Synergy, and Commitment versus Opportunism versus AdaptabilityThe Sustainable Competitive AdvantageThe Role of SynergyStrategic Commitment, Opportunism, and AdaptabilityChapter 8 Alternative Value PropositionsBusiness Strategy ChallengesAlternative Value PropositionsSuperior QualityValueChapter 9 Building and Managing Brand EquityBrand AwarenessBrand LoyaltyBrand AssociationsBrand IdentityChapter 10 Energizing the BusinessInnovating the OfferingEnergize the Brand and MarketingIncreasing the Usage of Existing CustomersChapter 11 Leveraging the BusinessWhich Assets and Competences Can Be Leveraged?Brand ExtensionsExpanding the Scope of the OfferingNew MarketsEvaluating Business Leverage OptionsThe Mirage of SynergyChapter 12 Creating New BusinessesThe New BusinessThe Innovator’s AdvantageManaging Category PerceptionsCreating New Business ArenasFrom Ideas to MarketChapter 13 Global StrategiesMotivations Underlying Global StrategiesStandardization Versus CustomizationExpanding the Global FootprintStrategic AlliancesGlobal Marketing ManagementChapter 14 Setting Priorities for Businesses and Brands – the Exit, Milk, and Consolidate OptionsThe Business PortfolioDivestment or LiquidationThe Milk StrategyPrioritizing and Trimming the Brand PortfolioChapter 15 From Silos to Synergy – Harnessing the OrganizationSilo-Driven Problems – The Case of MarketingAddressing the Silo Marketing Issues – Challenges and SolutionsOrganizational Levers and Their Link to StrategyStructureSystemsPeopleCultureA Recap of Strategic Marketing ManagementCases for the End of Part IICase 1 – Strategic PositioningAlltech FEI World Equestrian Games 2010Case 2 – Leveraging a Brand AssetInnocent DrinksCase 3 – Competing Against the Industry GiantHTC – Something Beautiful Is ComingCase 4 – Creating a New Brand for a New MarketTata Nano – Estimating the True Cost of the Cheapest Car in the WorldCase 5 – Transformative Innovation in the Developing WorldVodaphone M-PESA – Mobile Banking in KenyaLearning Learning – One Laptop Per Child InitiativeMerck – Making Life-Saving Drugs Accessible and AffordableNestlé – Creating Shared Value through BusinessSelco – Solar-Powered LEDs Paid for Using MicrofinancingAppendix Planning Forms

1. 2/5

   Kursbok? Jag lider med dig

   Sökregistret är undermåligt. Inga av de begrepp jag letar efter går att hitta den vägen, eftersom själva huvudbegreppet inte nödvändigtvis sidhänvisas. Vill jag t.ex. veta mer om PODs så får jag bara sidhänvisningar till olika typer av PODs, inte vad PODs är. Jag upplever också att författarna hänvisar till tidigare kapitel utan att något går att finna där. För det mesta känns det som att jag läser textutfyllnad i en bok som för övrigt är rätt tråkigt utformad. Den är varken gjord för att läsas i sin helhet eller att söka upp begrepp i. Men det är kanske bara jag.

   Viktor

   21 februari 2020