Strategic Marketing (MCGRAW HILL/IRWIN SERIES IN MARKETING)

Strategic Marketing 9/e by Cravens and Piercy is a text and casebook that discusses the concepts and processes for gaining the competitive advantage in the marketplace. The book is designed around the marketing strategy process with a clear emphasis on analysis, planning, and implementation. This new edition uses a decision-making process to examine the key concepts and issues involved in analyzing and selecting strategies. Marketing strategy is considered from a total business perspective as instructors want to examine marketing strategy beyond the traditional emphasis on marketing functions. The length and design of the book offer flexibility in the use of the text material and cases. New features and updated cases have made this text the most relevant text in the market today. Cover Page Title Page Copyright Page Dedication Preface About the Authors Contents in Brief Contents Part 1 Strategic Marketing Chapter 1 Imperatives for Market-Driven Strategy Market-Driven Strategy Characteristics of Market-Driven Strategies Determining Distinctive Capabilities Classifying Capabilities Creating Value for Customers Becoming Market Driven Corporate, Business, and Marketing Strategy Corporate, Business, and Marketing Strategy Components of Corporate Strategy Corporate Strategy Framework Business and Marketing Strategy The Marketing Strategy Process Challenges of a New Era for Strategic Marketing Escalating Globalization Technology Diversity and Uncertainty The Web 2.0 Ethical Behavior and Corporate Social Responsiveness Summary Appendix 1A Strategic Marketing Planning Cases for Part One Case 1-1 Audi Case 1-2 The New York Times Case 1-3 Coca-Cola Co. (A) Part 2 Markets, segments, and Customer Value Chapter 2 Markets and Competitive Space Markets and Strategies Markets and Strategies Are Interlinked Thinking Outside the Competitive Box An Array of Challenges Matching Needs with Product Benefits Defining and Analyzing Product-Markets Forming Product-Markets Illustrative Product-Market Structure Describing and Analyzing End-Users Identifying and Describing Buyers How Buyers Make Choices Environmental Influences Building Customer Profiles Analyzing Competition Defining the Competitive Arena Key Competitor Analysis Anticipating Competitors' Actions Market Size Estimation Market Potential Sales Forecast Market Share Evaluating Market Opportunity Developing a Strategic Vision About the Future Phases of Competition Anticipating the Future Summary Appendix 2A Financial Analysis for Marketing Planning and Control Chapter 3 Strategic Marketing Segmentation Levels and Types of Market Segmentation Market-Driven Strategy and Segmentation Market Segmentation, Value Opportunities, and New-Market Space Market Targeting and Strategic Positioning Activities and Decisions in Market Segmentation Defining the Market to Be Segmented Identifying Market Segments Segmentation Variables Characteristics of People and Organizations Product Use Situation Segmentation Buyers’ Needs and Preferences Purchase Behavior Forming Market Segments Requirements for Segmentation Approaches to Segment Identification Customer Group Identification Forming Groups Based on Response Differences Finer Segmentation Strategies Logic of Finer Segments Finer Segmentation Strategies Selecting the Segmentation Strategy Deciding How to Segment Strategic Analysis of Market Segments Summary Chapter 4 Strategic Customer Relationship Management Pivotal Role of Customer Relationship Management CRM in Perspective CRM and Database Marketing Customer Lifetime Value Developing a CRM Strategy CRM Levels CRM Strategy Development CRM Implementation Value Creation Process Customer Value Value Received by the Organization CRM and Value Chain Strategy CRM and Strategic Marketing Implementation Performance Metrics Short-Term Versus Long-Term Value Competitive Differentiation Summary Chapter 5 Capabilities for Learning About Customers and Markets Market-Driven Strategy, Market Sensing, and Learning Processes Market Sensing Processes Learning Organization Marketing Information and Knowledge Resources Scanning Processes Specific Market Research Studies Internal and External Marketing Information Resources Existing Marketing Information Sources Creating New Marketing Information Marketing and Management Information Systems Marketing Intelligence and Knowledge Management Marketing Intelligence Knowledge Management Role of the Chief Knowledge Officer Leveraging Customer Knowledge Ethical Issues in Collecting and Using Information Invasion of Customer Privacy Information and Ethics Summary Cases for Part Two Case 2-1 Pfizer, Inc. Case 2-2 Ikea Case 2-3 China and India: Opportunities and Challenges Case 2-4 Johnson & Johnson Part 3 Designing Market-Driven Strategies Chapter 6 Market Targeting and Strategic Positioning Market Targeting Strategy Targeting Alternatives Factors Influencing Targeting Decisions Targeting in Different Marketing Environments Emerging Markets Growth Markets Mature Markets Global Markets Positioning Strategy Selecting the Positioning Concept Developing the Positioning Strategy Scope of Positioning Strategy Marketing Program Decisions Determining Positioning Effectiveness Customer and Competitor Research Test Marketing Analytical Positioning Techniques Determining Positioning Effectiveness Positioning and Targeting Strategies Summary Chapter 7 Strategic Relationships The Rationale for Interorganizational Relationships Opportunities to Enhance Value Environmental Complexity Competitive Strategy Skills and Resource Gaps Evaluating the Potential for Collaboration Forms of Organizational Relationships Supplier Relationships Intermediate Customer Relationships End-User Customer Relationships Strategic Customers Strategic Alliances Joint Ventures Internal Partnering Managing Interorganizational Relationships Objective of the Relationship Relationship Management Partnering Capabilities Control and Evaluation Exiting from Alliance Global Relationships Among Organizations The Strategic Role of Government Summary Chapter 8 Innovation and New Product Strategy Innovation as a Customer-Driven Process Types of Innovations Finding Customer Value Opportunities Finding New Product Opportunities Initiatives of Successful Innovators Recognizing the Realities of Product Cannibalization New-Product Planning Developing a Culture and Strategy for Innovation Developing Effective New-Product Planning Processes Responsibility for New-Product Planning Idea Generation Sources of Ideas Methods of Generating Ideas Screening, Evaluating, and Business Analysis Screening Concept Evaluation Business Analysis Product and Process Development Product Development Process Marketing Strategy and Market Testing Market Strategy Decisions Market Testing Commercialization The Marketing Plan Monitoring and Control Variations in the Generic New Product Planning Process Summary Cases for Part Three Case 3-1 Walt Disney Co. Case 3-2 Intel Corp. Case 3-3 McDonald’s Corp. Case 3-4 Tesco Plc. Part 4 Market-Driven Program Development Chapter 9 Strategic Brand Management Strategic Brand Management The Strategic Role of Brands Brand Management Challenges Brand Management Responsibility Strategic Brand Management Strategic Brand Analysis Tracking Brand Performance Product Life Cycle Analysis Product Performance Analysis Brand Positioning Analysis Brand Equity Measurement and Management Measuring Brand Equity Brand Health Reports Brand Identity Strategy Alternatives for Brand Identification Brand Focus Identity Implementation Managing Brand Strategy Strategies for Improving Product Performance Managing the Brand Portfolio Determining Roles of Brands Strategies for Brand Strength Strategic Brand Vulnerabilities Brand Leveraging Strategy Line Extension Stretching the Brand Vertically Brand Extension Co-Branding Licensing Global Branding Internet Brands Brand Theft Summary Chapter 10 Value Chain Strategy Strategic Role of Value Chain Distribution Functions Channels for Services Direct Distribution by Manufacturers Channel Strategy Types of Channels Distribution Intensity Channel Configuration Channel Maps Selecting the Channel Strategy Changing Channel Strategy Managing the Channel Channel Leadership Management Structure and Systems Physical Distribution Management Channel Relationships Channel Globalization Multichanneling Conflict Resolution Channel Performance Legal and Ethical Considerations International Channels Examining International Distribution Patterns Factors Affecting Global Channel Selection Global Issues Regarding Multichannel Strategies Summary Chapter 11 Pricing Strategy Strategic Role of Price Price in the Positioning Strategy Pricing Situations Roles of Pricing Pricing Strategy Pricing Objectives Analyzing the Pricing Situation Customer Price Sensitivity Cost Analysis Competitor Analysis Pricing Objectives Selecting the Pricing Strategy How Much Flexibility Exists? Price Positioning and Visibility Illustrative Pricing Strategies Legal and Ethical Considerations Determining Specific Prices and Policies Determining Specific Prices Establishing Pricing Policy and Structure Pricing Management Summary Chapter 12 Promotion, Advertising, and Sales Promotion Strategies Promotion Strategy The Composition of Promotion Strategy Designing Promotion Strategy Communication Objectives Deciding the Role of the Promotion Components Determining the Promotion Budget Promotion Component Strategies Integrating and Implementing the Promotion Strategy Effectiveness of Promotion Strategy Advertising Strategy Setting Advertising Objectives and Budgeting Creative Strategy Media/Scheduling Decisions Role of the Advertising Agency Implementing the Advertising Strategy and Measuring Its Effectiveness Sales Promotion Strategy Nature and Scope of Sales Promotion Sales Promotion Activities Advantages and Limitations of Sales Promotion Sales Promotion Strategy Summary Chapter 13 Sales Force, Internet, and Direct Marketing Strategies Sales Force Strategy The Role of Selling in Promotion Strategy Types of Sales Jobs Defining the Selling Process Sales Channels Designing the Sales Organization Sales Force Evaluation and Control Internet Strategy Strategy Development Deciding Internet Objectives E-Commerce Strategy Value Opportunities and Risks Measuring Internet Effectiveness The Future of the Internet Direct Marketing Strategies Reasons for Using Direct Marketing Direct Marketing Methods Advantages of Direct Marketing Direct Marketing Strategy Summary Cases for Part Four Case 4-1 Microsoft Corp. Case 4-2 Nike Inc. Case 4-3 Dell Inc. Case 4-4 Hewlett-Packard Co. Part 5 Implementing and managing Market-Driven Strategies Chapter 14 Designing Market-Driven Organizations Trends in Organization Design The New Organization Managing Organizational Process Organizational Agility and Flexibility Employee Motivation Organizing for Market-Driven Strategy Strategic Marketing and Organization Structure Aligning the Organization with the Market Marketing Functions Versus Marketing Processes Marketing as a Cross-Functional Process Marketing Departments Centralization Versus Decentralization Integration or Diffusion Contingencies for Organizing Evaluating Organization Designs Structuring Marketing Resources Structuring Issues Functional Organizational Design Product-Focused Design Market-Focused Design Matrix Design New Marketing Roles Organizing for Global Marketing and Global Customers Organizing for Global Marketing Strategies Organizing for Global Customers Summary Chapter 15 Marketing Strategy Implementation and Control The Strategy Marketing Planning Process The Marketing Plan Guides Implementation Contents of the Marketing Plan Managing the Planning Process Implementing the Strategic Marketing Plan Implementation Process Building Implementation Effectiveness Internal Marketing A Comprehensive Approach to Improving Implementation Internal Strategy-Organization Fit Strategic Marketing Evaluation and Control Customer Relationship Management Overview of Control and Evaluation Activities The Strategic Marketing Audit Marketing Performance Measurement The Importance of Marketing Metrics The Use of Marketing Metrics Types of Marketing Metrics Selecting Relevant Metrics Designing a Management Dashboard Interpreting Performance Measurement Results Global Issues for Planning, Implementation, and Control Global Marketing Planning Implementation Globally Performance Measurement and Control Globally Summary Appendix 15A Marketing Metrics Cases for Part Five Case 5-1 Verizon Communications Inc. Case 5-2 Home Depot Inc. Case 5-3 Yahoo! Inc. Case 5-4 Nissan Motor Co. Part 6 Comprehensive Cases Cases for Part Six Case 6-1 Microsoft Corp. (B) Case 6-2 Samsung Electronics Co. Case 6-3 General Electric Appliances Case 6-4 Slendertone Case 6-5 Toyota Case 6-6 Coca-Cola Co. (B) Case 6-7 Keurig Inc. Case 6-8 Dura-plast, Inc. Case 6-9 Wal-Mart Case 6-10 Blair Water Purifiers India Case 6-11 Murphy Brewery Ireland, Limited Case 6-12 Dairyland Seed Company Case 6-13 International Business Machines Case 6-14 L’Oréal Nederland B.V. Case 6-15 ESPN Case 6-16 Cowgirl Chocolates Case 6-17 Procter & Gamble Co. Case 6-18 Amazon.com Inc. Case 6-19 Nanophase Technologies Corporation Case 6-20 Cola Wars in China Case 6-21 Smith & Nephew—Innovex Case 6-22 Sun Microsystems Case 6-23 Telus Mobility—What to Do with Mike Case 6-24 Tri-Cities Community Bank Case 6-25 Cima Mountaineering, Inc. Indexes Name Index Subject Index