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 strategy Providing 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.

Key Features

* Strips away the confusion and jargon that surround what ought to be one of the most straightforward areas of modern business * Retains a clear focus on the relationships among people as the basis of marketing * Offers analysis of the pivotal role of marketing in the business strategy process


Marketing practitioners and managers; CIM Diploma students.

Table of Contents

Contents Preface to the third edition Preface to the second edition Preface to the first edition Acknowledgements Introduction I.1 What is Marketing? I.2 What is Strategy? I.3 What is Market(ing) Strategy? I.4 The approach of this book Part One – Preparing for the Market Strategy 1. The internal business drivers 1.1. Personal value of the key implementers 1.2. The Mission/Leadership 1.3. Shareholder Value 1.4. Long term Financial Objective 1.5. Other Stakeholders’ requirements 1.6. The Vision 2. The external environment 2.1. Customer & Market orientation 2.2. The Environment audit 2.2.1. Political audit 2.2.2. Economic audit 2.2.3. Sociological audit 2.2.4. Technological audit 2.2.5. International audit 2.2.6. Environmental audit 2.3. Opportunities & Threats 2.3.1. Industry analysis 2.3.2. Competition 2.3.3. Structural opportunities 2.3.4. The Resource/Performance audit 2.4. Strengths & Weaknesses 2.5. Competitor analysis 2.5.1. Competitive Opportunities 3. The business strategy 3.1. The Financial Hurdles 3.2. The Business Objective 3.3. The Business Strategy 3.4. Competitive Strategy 3.5. Sustainable Competitive Advantage Part Two – Developing the Market Strategy 4. From business to market strategy 5. The Market O


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© 2007
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About the author

Paul Fifield

Dr Fifield is married with three children and lives in Winchester. He holds a degree in Business Studies as well as an MBA and a PhD in Marketing Strategy, both from Cranfield University. He was elected a Fellow of the Chartered Institute of Marketing (FCIM) in 1988, an elected member of CIM Council 1999-2001 and the CIM International Board of Trustees 2002-2004.Paul was appointed Visiting Professor at Southampton University School of Management in 2006. He is currently President of the CIM Southern Region and a Fellow of the Royal Society for the encouragement of Arts, Manufacturers and Commerce (FRSA). Over thirty years of listening, watching, learning and applying academic and strategic thought to marketing has created a fertile mind which Paul brings to his customers, his writing and his teaching. He listens watches learns and applies the best of his vast knowledge to help his clients’ organisations align themselves to the market they wish to serve. Only after 20 years is the market segmentation approach that was born out of his PhD thesis coming of age; and forming the foundations of some competitive and exciting new market strategies.