Market Driven Strategy

George S. Day holds the Geoffrey T. Boisi Professorship in the Department of Marketing and is Director of the Huntsman Center for Global Competition and Innovation at the Wharton School of the University of Pennsylvania. Professor Day has written more than 125 articles for leading marketing and management journals and fourteen books including The Market Driven Organization, the companion volume to this book. A consultant to leading corporations worldwide. Day is the recipient of the Charles Coolidge Parlin Award for his leadership in the field of marketing and the Paul D. Converse Award for outstanding contributions to the development of the science of marketing. He lives in Bryn Mawr, Pennsylvania.

Contents Introduction Preface PART ONE Strategic Choices in Competitive Markets 1. Managing in Turbulent Markets * Choices and Challenges in Turbulent Markets * Successful Market Management * When Strategy Matters 2. Strategies for Competing * Business Definition * Strategic Thrust * Performance Objectives * Attributes of a Sound Strategy * The Payoff from a Sound Strategy PART TWO Processes for Developing Market-Driven Strategies 3. Making Strategic Decisions * Approaches to Strategy Development * Adaptive Planning: Integrating the Approaches * Plans That Can Be Implemented 4. Adaptive Planning * Situation Assessment * Real-Time Issues Management * Negotiating Objectives and Resources * Completing the Planning Process PART THREE Assessing the Competitive Position 5. Understanding Competitive Markets: Their Structure and Attractiveness * Defining the Market * Finding Attractive Segments * Market Attractiveness * Choosing the Market Arena and Target Segment 6. Assessing Advantages * The Concept of Competitive Advantage * Customer-Oriented Assessments * Competitor-Centered Assessments * Integrated Assessments of Competitive Advantage PART FOUR Choosing Arenas and Advantages 7. Deciding How to Compete * Strategies for Competing * Strategies for Enhancing Customer Value * Cost Competitive Strategies * Changing the Competitive Strategy 8. Deciding Where to Compete: Focusing and Sustaining the Advantage * Segmentation Focus Strategies * Choosing the Scope of Market Coverage * Sustaining the Advantage * Defending the Advantage * Lessons for Strategy 9. Gaining Access to Markets * Channel Design Decisions * The Turbulent Channel Environment * Developing a Channel strategy * Navigating the Turbulent Channel Environment 10. Responding to Global Markets * Assessing the Extent of Globalization * Choosing Strategies for Competing Globally * Deciding How to Participate * Implementing Global Strategies * Meeting the Global Challenge PART FIVE Renewing the Strategy 11. Charting New Directions: Conditions for Successful Renewal par * Staying Close to the Market * Setting the Strategic Direction * Sticking to the Knitting * Innovating under Time Pressure * Ensuring Organizational Support * The Conditions for Success 12. Setting the Growth Direction * Growth Objectives * Strategic Purpose * Growth Path * Method of Participation * Toward a Strategic Guidance System PART SIX Issues in Implementing Market-Driven Strategies 13. Choosing Market Strategies * The Process of Valuing Market Strategies * Why Value Analysis Is Not Strategy Analysis * Misleading Signals from Value Analysis * Finding a Role for Value Analysis 14. Building a Market-Driven Organization: The Key to Competing Effectively * Perspectives on Market-Driven Organizations * Becoming Market-Driven * Toward Market-Driven Strategies Notes Index