Strategic marketing / David W. Cravens, Nigel F. Piercy. 6

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Includes bibliographical references and indexes.

Machine generated contents note: pt. ONE STRATEGIC MARKETING ch. One New Challenges for Market-Driven Strategy Market-Driven Strategy Characteristics of Market-Driven Strategies Classifying Capabilities Creating Value for Customers Becoming Customer Driven 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 Internet Dynamics Ethical Behavior and Corporate Social Responsiveness Summary Appendix 1A Strategic Marketing Planning pt. TWO MARKETS, SEGMENTS, AND CUSTOMER VALUE ch. Two Markets and Competitive Space Markets and Strategies Markets and Strategies are Interlinked An Array of Challenges Matching Needs with Product Benefits Contents note continued: Defining and Analyzing Product-Markets Determining Product-Market Boundaries and Structure 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 Appendix 2A Financial Analysis for Marketing Planning and Control ch. Three Strategic Market Segmentation Levels and Types of Market Segmentation Market-Driven Strategy and Segmentation Market Segmentation, Value Opportunities and New Market Space Contents note continued: 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 Selecting the Segmentation Strategy Deciding How to Segment Strategic Analysis of Market Segments ch. Four Strategic Customer Management: Systems, Ethics, and Social Responsibility Pivotal Role of Customer Relationship Management CRM in Perspective CRM and Database Marketing Customer Lifetime Value Developing a CRM Strategy Contents note continued: 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 Ethics and Social Responsibility in Strategic Marketing Corporate Reputation Customer Value and Competitive Positioning ch. Five Capabilities for Learning About Customers and Markets Market-Driven Strategy, Market Sensing, and Learning Processes Market-Sensing Processes Learning Organizations Marketing Information and Knowledge Resources Scanning Processes Specific Marketing Research Studies Internal and External Marketing Information Resources Existing Marketing Information Sources Creating New Marketing Information Marketing and Management Information Systems Contents note continued: 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 pt. THREE DESIGNING MARKET-DRIVEN STRATEGIES ch. Six Market Targeting and Strategic Positioning Market Targeting Strategy Targeting Alternatives Factors Influencing Targeting Decisions Targeting in Different Market 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 Contents note continued: Positioning and Targeting Strategies ch. Seven 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 Global Integrated Enterprise Inter-Nation Collaborations The Strategic Role of Government ch. Eight Innovation and New-Product Strategy Innovation as a Customer-Driven Process Contents note continued: Types of Innovations Finding Customer Value Opportunities Finding New-Product Opportunities Initiatives of Successful Innovators Innovation Through Collaboration 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 Marketing Strategy Decisions Market Testing Commercialization The Marketing Plan Monitoring and Control Variations in the Generic New-Product-Planning Process pt. FOUR MARKET-DRIVEN PROGRAM DEVELOPMENT ch. Nine Strategic Brand Management Contents note continued: 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 ch. Ten Value-Chain Strategy Contents note continued: 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 ch.

Eleven Pricing Strategy Strategic Role of Price Price in the Positioning Strategy Pricing Situations Roles of Pricing Pricing Strategy Pricing Objectives Analyzing the Pricing Situation Contents note continued: Customer Price Sensitivity Cost Analysis Competitor Analysis Selecting the Pricing Strategy How Much Flexibility Exists? Price Positioning and Visibility Illustrative Pricing Strategies Determining Specific Prices and Policies Determining Specific Prices Establishing Pricing Policy and Structure Pricing Management Global Issues in Pricing Pricing Regulation and Restriction in Global Markets The Impact of Emerging Markets Global Competition from Emerging Market Multinationals ch. Twelve 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 Contents note continued: 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 ch. Thirteen Sales, Digital, and Direct Marketing Strategies Salesforce Strategy Strategic Sales Perspective The Role of Selling in Promotion Strategy Types of Sales Jobs Defining the Selling Process Sales Channels Designing the Sales Organization Salesforce Evaluation and Control Digital Strategy Strategy Development Deciding Internet Objectives Value Opportunities and Risks Measuring Internet Effectiveness Contents note continued: Direct Marketing Strategies Reasons for Using Direct Marketing Direct Marketing Methods Advantages of Direct Marketing Direct Marketing Strategy pt. FIVE IMP

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Designed around the marketing strategy process with a clear emphasis on analysis, planning, and implementation, this text and casebook discusses the concepts and processes for gaining a competitive advantage in the marketplace. The new edition of Strategic Marketing 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, examining 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.--publisher website.

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