- Paul Fifield, CIM Senior Examiner, Analysis and Decision module (1994-98), independent marketing consultant and Visiting Professor in Marketing Strategy, Southampton University School of Management
The third edition of this established book brings the reader up to date with the latest repurcussions of new technology upon marketing planning and implementation, and launches a new strategy model (SCORPIO) at the core of the book.As in previous editions, 'Marketing Strategy' strips away the confusion and jargon that surround what ought to be one of the most straightforward areas of modern business. Retaining a clear focus on the relationships between people as the basis of marketing, the book offers analysis of the pivotal role of marketing in the business strategy process. It shows how to:* develop a business strategy* devise a marketing strategy* implement a marketing strategyProviding a good balance between sound theory and practical know-how in an increasingly competitive environment, the book is indispensable for marketing practitioners, general managers and students alike.
Marketing practitioners and managers; CIM Diploma students.
Published: July 2007
Imprint: Butterworth Heinemann
- Contents Preface to the third editionPreface to the second editionPreface to the first editionAcknowledgementsIntroductionI.1 What is Marketing?I.2 What is Strategy?I.3 What is Market(ing) Strategy?I.4 The approach of this bookPart One â Preparing for the Market Strategy 1. The internal business drivers1.1. Personal value of the key implementers1.2. The Mission/Leadership1.3. Shareholder Value1.4. Long term Financial Objective1.5. Other Stakeholdersâ requirements1.6. The Vision2. The external environment2.1. Customer & Market orientation2.2. The Environment audit2.2.1. Political audit2.2.2. Economic audit2.2.3. Sociological audit2.2.4. Technological audit2.2.5. International audit2.2.6. Environmental audit2.3. Opportunities & Threats2.3.1. Industry analysis2.3.2. Competition2.3.3. Structural opportunities2.3.4. The Resource/Performance audit2.4. Strengths & Weaknesses2.5. Competitor analysis2.5.1. Competitive Opportunities3. The business strategy3.1. The Financial Hurdles3.2. The Business Objective3.3. The Business Strategy3.4. Competitive Strategy3.5. Sustainable Competitive AdvantagePart Two â Developing the Market Strategy4. From business to market strategy 5. The Market Objectives6. Developing the Market Strategy (SCORPIOÂ©)6.1. Industry or Market? (I)6.2. The Customer (C)6.3. Segmentation & Targeting (S)6.4. Positioning & Branding (P) 6.5. Customer Retention (R) 6.6. Organisation â Processes & Culture (O) (with Hamish Mackay) 6.7. Offerings (O) Part Three â From Market Strategy to Tactics7. Making it happen7.1. Market Plans7.2. Market Control Systems7.3. Strategy Evaluation7.4. Identifying Barriers to Implementation7.5. Identifying Drivers for Change7.6. Using the System7.7. EpilogueAppendices1. The Strategy Checklist 2. Index