Thoroughly updated with new examples and the latest research findings, this new edition also boasts updates case studies in each chapter, taken from recent editions of the Financial Times, that illustrate the practical implications of the issues raised.

Preface AcknowledgementsPART I MARKETING STRATEGY CHAPTER 1 Market-led strategic management 1.1 The marketing concept and market orientation 1.2 The resource based view of marketing 1.3 Organizational Stakeholders 1.4 Marketing Fundamentals 1.5 The role of marketing in leading strategic management 1.6 Summary Case Study: Psion CHAPTER 2 Strategic marketing planning 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 position 2.5 Implementation 2.6 Summary Case Study: iPhone PART II COMPTETIVE MARKET ANALYSIS CHAPTER 3 The Changing Market Environment 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 Macro-environments 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 3.14 Summary Case Study: Virgin Megastore Portfolio analysis 3.1 Portfolio planning 3.2 The Boston Consulting Group Growth-Share Matrix 3.3 Multi-factor approaches to portfolio modelling 3.4 The process of portfolio planning 3.5 Financial portfolio theory 3.6 Competence portfolio 3.7 Conclusions CHAPTER 4 Customer analysis 4.1 What we need to know about customers 4.2 Marketing research 4.3 The marketing research process 4.4 Organising customer information 4.5 Summary Case Study: Procter & Gamble CHAPTER 5 Competitor analysis 5.1 Competitive benchmarking 5.2 The dimensions of competitor analysis 5.3 Choosing good competitors 5.4 Obtaining and disseminating competitive information 5.5 Summary Case Study: Emap CHAPTER 6 Understanding the Organisational Resource Base 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 6.9 Summary Case Study: Miele CHAPTER 7 Forecasting future demand and market requirements 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 7.6 Summary Case Study: Boeing PART III IDENTIFYING CURRENT AND FUTURE COMPETITIVE POSITIONS CHAPTER 8 Segmentation and positioning principles 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 8.10 Summary Case Study: Internet Exchange CHAPTER 9 Segmentation and positioning research 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 9.5 Summary Case Study: Asianet, Zee TV, Namaste and more CHAPTER 10 Selecting market targets 10.1 The process of market definition 10.2 Defining how the market is segmented 10.3 Determining market segment attractiveness 10.4 Determining current and potential strengths 10.5 Making market and segment choices 10.6 Alternative targeting strategies 10.7 Summary Case Study: B&O PART IV COMPETITIVE POSITIONING STRATEGIES CHAPTER 11 Creating Sustainable Competitive Advantage 11.1 Using organisational resources to create sustainable competitive advantage 11.2 Generic routes to competitiv advantage 11.3 Achieving cost leadership 11.4 Achieving differentiation 11.5 Sustaining competitive advantage 11.6 Offensive and defensive competitive strategies 11.7 Summary Case Study: Nokia CHAPTER 12 Competing through the New Marketing Mix 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 12.7 Conclusions Case Study: Tyrrell's CHAPTER 13 Competing through innovation and new product development 13.1 New product success and failure 13.2 Planned innovation 13.3 The new product development process 13.4 Speeding new product development 13.5 Organising for new product development 13.6 Summary Case Study: Gillette CHAPTER 14 14.1 The goods and services spectrum 14.2 Relationship marketing 14.3 The three 'S's of customer service 14.4 Providing superior service 14.5 Measuring and monitoring customer satisfaction 14.6 Summary Case Study: Pret a Manger PART V: IMPLEMENTING THE STRATEGY CHAPTER 15 Strategic customer management 15.1 Priorities for identifying strategic sales capabilities 15.2 The new and emerging competitive role for sales 15.3 The strategic sales organization 15.4 Strategic customer management tasks 15.5 Managing the customer portfolio 15.6 Dealing with dominant customers 15.7 Summary Case Study: Xerox CHAPTER 16 Strategic alliances and networks 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 16.6 The risks in strategic alliances 16.7 Competing through strategic alliances 16.8 Conclusions Case Study: Yahoo and eBay CHAPTER 17 Strategy implementation and internal marketing 17.1 The strategy implementation challenge in marketing 17.2 The development of internal marketing 17.3 The scope of internal marketing 17.4 Planning for internal marketing 17.5 Cross-functional partnership as internal marketing 17.6 Conclusions Case Study: British Airways CHAPTER 18 Corporate Social Responsibility 18.1 Marketing Strategy and Corporate Social Responsibility 18.2 The Scope of Corporate Social Responsibility and Corporate Citizenship 18.3 The drivers of Corporate Social Responsibility initiatives 18.4 Defensive corporate social responsibility initiatives 18.5 Corporate Social Responsibility and competitive advantage 18.6 Summary Case Study: Ballantyne, Smythson and others CHAPTER 19 Twenty-first Century Marketing 19.1 The changing competitive arena 19.2 Fundamentals of strategy in a changing world 19.3 Competitive positioning strategies 19.4 Conclusions Case Study: It's scary out there