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Graham Hooley Nigel F.

Piercy Brigitte Nicoulaud


Financial Times
Prentice Hall
is an imprint of

Harlow, England London New York Boston San Francisco Toronto Sydney Singapore Hong Kong
Tokyo Seoul Taipei New Delhi Cape Town Madrid Mexico City Amsterdam Munich Paris Milan

CONTENTS

Preface
Acknowledgements
Publisher's acknowledgements

PART 2
COMPETITIVE MARKET
ANALYSIS
CHAPTER 3
THE CHANGING MARKET ENVIRONMENT

PART1
MARKETING STRATEGY
CHAPTER 1
MARKET-LED STRATEGIC MANAGEMENT
Puma gives the boot to cardboard shoeboxes .
4
Introduction
5
1.1 The marketing concept and market orientation 6
1.2 The resource-based view of marketing
12
14
1.3 Organisational stakeholders
1.4 Marketing fundamentals
19
1.5 The role of marketing in leading strategic
management
23
Summary
25
Case study: Consumer trust sees John Lewis
set retail pace
25

CHAPTER 2
STRATEGIC MARKETING PLANNING

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Asos founder turns to online homeware


Introduction
2.1 Defining the business purpose or mission
2.2 The marketing strategy process
2.3 Establishing the core strategy
2.4 Creation of the competitive positioning
2.5 Implementation
Summary
Case study: iPhone

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Recession-hit Aga trials green energy


Introduction
3.1 A framework for macro-environmental
analysis
.
3.2 The economic and political environment
3.3 The social and cultural environment
3.4 The technological environment
3.5 Changes in marketing infrastructure and
practices
3.6 New strategies for changing macroenvironments
3.7 The Five Forces model of industry
competition
3.8 The product life cycle
3.9 Strategic groups
3.10 Industry evolution and forecasting
3.11 Environmental stability
3.12 SPACE analysis
3.13 The Advantage Matrix
Summary
Case study: Food group shifts strategy to
volume growth

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CHAPTER 4

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C U S T O M E R ANALYSIS

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Audi to relaunch A2 city model with 'apps' for


bespoke features
Introduction

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viii

CONTENTS

4.1 What we need to know about customers


4.2 Marketing research
4.3 The marketing research process
4.4 Organising customer information
Summary
Case study: Balderton plugs into teenagers'
attention spans

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COMPETITOR ANALYSIS

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Gatwick seeks greater competition with BAA


Introduction
5.1 Competitive benchmarking
5.2 The dimensions of competitor analysis
5.3 Choosing good competitors
5.4 Obtaining and disseminating competitive
information
Summary
Case study: Football battle between Nike and
Adidas intensifies off pitch

105

Waterstone's links up with Paperchase


Introduction
6.1 Marketing resources as the foundation
for differentiation
6.2 Value-creating disciplines
6.3 The resource-based view of the firm
6.4 Creating and exploiting marketing assets
6.5 Developing marketing capabilities
6.6 Dynamic marketing capabilities
6.7 Resource portfolios
6.8 Developing and exploiting resources
Summary
Case study: Family tradition in domestic
partnership

CHAPTER 7
FORECASTING FUTURE DEMAND AND
MARKET REQUIREMENTS
Airbus talks of rise in demand
Introduction
7.1 Forecasting what?
7.2 Forecasts based on current demand
7.3 Forecasts based on past demand
7.4 Forecasting through experimentation
7.5 Forecasting through intentions and
expert opinion
Summary
Case study: Procter & Gamble raises market
growth forecast

IDENTIFYING CURRENT AND


FUTURE COMPETITIVE
POSITIONS

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CHAPTER 5

CHAPTER 6
UNDERSTANDING THE ORGANISATIONAL
RESOURCE BASE
.-,

PART 3

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CHAPTER 8
SEGMENTATION AND POSITIONING
PRINCIPLES
Jaeger targets younger shoppers
Introduction
8.1 Principles of competitive positioning
8.2 Principles of market segmentation
8.3 The underlying premises of market
segmentation
8.4 Bases for segmenting markets
8.5 Segmenting consumer markets
8.6 Segmenting business markets
8.7 Identifying and describing market
segments
8.8 The benefits of segmenting markets
8.9 Implementing market segmentation
Summary
Case study: Nestle refines its arsenal in the
luxury coffee war

CHAPTER 9
SEGMENTATION AND POSITIONING
RESEARCH

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E-reader market cuts prices again


Introduction
9.1 A priori segmentation approaches
9.2 Post hoc/cluster-based segmentation
approaches
9.3 Qualitative approaches to positioning
research
9.4 Quantitative approaches to positioning
research
Summary
Case study: A passion that became a brand

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CHAPTER 10
SELECTING MARKET TARGETS

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The public image: Kodak


Introduction
10.1 The process of market definition

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10.2 Defining how the market is segmented


10.3 Determining market segment attractiveness

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10.4 Determining current and potential strengths


10.5 Making market and segment choices
10.6 Alternative targeting strategies

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CONTENTS

Summary
Case study: B&O

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CHAPTER 14
COMPETING THROUGH SUPERIOR
SERVICE AND CUSTOMER
RELATIONSHIPS

PART 4
COMPETITIVE POSITIONING
STRATEGIES
CHAPTER 11
CREATING SUSTAINABLE COMPETITIVE
ADVANTAGE
Droid takes on iPhone 4
Introduction
11.1 Using organisational resources to create
sustainable competitive advantage
11.2 Generic routes to competitive advantage
11.3 Achieving cost leadership
11.4 Achieving differentiation
11.5 Sustaining competitive advantage
11.6 Offensive and defensive competitive
strategies
Summary
Case study: Volvo's heart will 'remain in Sweden'

Summary
Case study: Gillette

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The customer is more right than you know


Introduction
14.1 The goods and services spectrum
14.2 Service and competitive positioning
14.3 Relationship marketing
14.4 The three S's of customer service
14.5 Providing superior service
14.6 Customer relationship management
14.7 E-service quality
14.8 Measuring and monitoring customer
satisfaction
Summary
Case study: Pret a Manger

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PART 5
IMPLEMENTING THE
STRATEGY

CHAPTER 12
COMPETING THROUGH THE NEW
MARKETING MIX
Microsoft Office set to go free online
Introduction
12.1 The market offer
12.2 Pricing strategies
12.3 Communications strategies
12.4 Distribution strategies
12.5 The extended marketing mix - people,
processes and physical evidence
12.6 New businesses and business models
Summary
Case study: Tyrrells

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CHAPTER 15
STRATEGIC CUSTOMER MANAGEMENT
Letting go can cut both ways
Introduction
15.1 Priorities for identifying strategic sales
capabilities
15.2 The new and emerging competitive role
for sales
15.3 The strategic sales organisation
15.4 Strategic customer management tasks
15.5 Managing the customer portfolio
15.6 Dealing with dominant customers
Summary
Case study: Xerox

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CHAPTER 13
COMPETING THROUGH INNOVATION

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Dyson to double numbers in UK


engineering team
Introduction
13.1 Innovation strategy
13.2 New products
13.3 Planning for new products
13.4 The new product development process
13.5 Speeding new product development
13.6 Organising new product development

CHAPTER 1 6
STRATEGIC ALLIANCES AND NETWORKS

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Sony Ericsson on mission to gain


US share
Introduction
16.1 The era of strategic collaboration
16.2 The drivers of collaboration strategies 16.3 Types of network
16.4 Alliances and partnerships
16.5 Strategic alliances as a competitive force

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CONTENTS

16.6 The risks in strategic alliances


16.7 Competing through strategic alliances
Summary
Case study: Yahoo and ebay

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CHAPTER 17
STRATEGY I M P L E M E N T A T I O N A N D
INTERNAL M A R K E T I N G
GM backs away from drive to end
use of 'Chevy'
Introduction
17.1 The strategy implementation challenge in
marketing
17.2
17.3
17.4
17.5

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17.6 Implementation and internal market scenarios


Summary
Case study: British Airways

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Eco-friendly fabrics
Introduction
18.1 Marketing strategy and corporate social
responsibility
18.2 The scope of corporate social
responsibility and corporate citizenship
18.3 Drivers of corporate social responsibility
initiatives

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The development of internal marketing


The scope of internal marketing
Planning for internal marketing
Cross-functional partnership as internal
marketing

CHAPTER 1 8
CORPORATE SOCIAL RESPONSIBILITY

18.4 The other side of corporate social


responsibility initiatives
18.5 Defensive corporate social responsibility
initiatives
18.6 Corporate social responsibility and
innovative competitive advantage
18.7 How companies are responding t o the
CSR mandate
18.8 CSR and customer value
Summary
Case study: Ballantyne, Smythson and others

PART 6
CONCLUSIONS

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CHAPTER 19
TWENTY-FIRST CENTURY MARKETING

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Hawang sets its e-reader sights high


Introduction
19.1 The changing competitive arena
19.2 Fundamentals of strategy in a changing
world
19.3 Competitive positioning strategies
Summary
Case study: Twitter builds on its character

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References
Index

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