Marketing strategy and competitive positioning

Marketing Strategy and Competitive Positioning 5e deals with the process of developing and implementing a marketing strategy. The book focuses on competitive positioning at the heart of marketing strategy and includes in-depth discussion of the processes used in marketing to achieve competitive advantage.

The book is primarily about creating and sustaining superior performance in the marketplace. It focuses on the two central issues in marketing strategy formulation #150; the identification of target markets and the creation of a differential advantage. In doing that, it recognises the emergence of new potential target markets born of the recession and increased concern for climate change; and it examines ways in which firms can differentiate their offerings through the recognition of environmental and social concerns.

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Author Notes

Graham Hooley is Emeritus Professor of Marketing at Aston University where he was until recently Deputy Vice-Chancellor. He is a past President of the European Marketing Academy, Fellow of the Chartered Institute of Marketing, British Academy of Management, EMAC and the Higher Education Academy.
Nigel F. Piercy is Professor of Marketing Strategic Management Associate Dean at Warwick University.
Brigitte Nicoulaud is Director of the MBA programme at Aston Business School.

Preface	p. xi
Acknowledgements	p. xiii
Publisher's acknowledgements	p. xiv
Part 1 Marketing Strategy
Chapter 1 Market-Led Strategic Management	p. 4
Puma gives the boot to cardboard shoeboxes	p. 4
Introduction	p. 5
1.1 The marketing concept and market orientation	p. 6
1.2 The resource-based view of marketing	p. 12
1.3 Organisational stakeholders	p. 14
1.4 Marketing fundamentals	p. 19
1.5 The role of marketing in leading strategic management	p. 23
Summary	p. 25
Case study: Consumer trust sees John Lewis set retail pace	p. 25
Chapter 2 Strategic Marketing Planning	p. 27
Asos founder turns to online homeware	p. 27
Introduction	p. 26
2.1 Defining the business purpose or mission	p. 29
2.2 The marketing strategy process	p. 32
2.3 Establishing the core strategy	p. 33
2.4 Creation of the competitive positioning	p. 42
2.5 Implementation	p. 46
Summary	p. 49
Case study: iPhone	p. 49
Part 2 Competitive Market Analysis
Chapter 3 The Changing Market Environment	p. 54
Recession-hit Aga trials green energy	p. 54
Introduction	p. 55
3.1 A framework for macro-environmental analysis	p. 56
3.2 The economic and political environment	p. 57
3.3 The social and cultural environment	p. 59
3.4 The technological environment	p. 62
3.5 Changes in marketing infrastructure and practices	p. 64
3.6 New strategies for changing macro-environments	p. 65
3.7 The Five Forces model of industry competition	p. 68
3.8 The product life cycle	p. 71
3.9 Strategic groups	p. 74
3.10 Industry evolution and forecasting	p. 77
3.11 Environmental stability	p. 79
3.12 SPACE analysis	p. 81
3.13 The Advantage Matrix	p. 83
Summary	p. 84
Case study: Food group shifts strategy to volume growth	p. 85
Chapter 4 Customer Analysis	p. 87
Audi to relaunch A2 city model with 'apps' for bespoke features	p. 87
Introduction	p. 88
4.1 What we need to know about customers	p. 88
4.2 Marketing research	p. 91
4.3 The marketing research process	p. 99
4.4 Organising customer information	p. 101
Summary	p. 103
Case study: Balderton plugs into teenagers' attention spans	p. 103
Chapter 5 Competitor Analysis	p. 105
Gatwick seeks greater competition with BAA	p. 105
Introduction	p. 106
5.1 Competitive benchmarking	p. 107
5.2 The dimensions of competitor analysis	p. 108
5.3 Choosing good competitors	p. 121
5.4 Obtaining and disseminating competitive information	p. 123
Summary	p. 126
Case study: Football battle between Nike and Adidas intensifies off pitch	p. 127
Chapter 6 Understanding the Organisational Resource Base	p. 129
Waterstone's links up with Paperchase	p. 129
Introduction	p. 130
6.1 Marketing resources as the foundation for differentiation	p. 131
6.2 Value-creating disciplines	p. 132
6.3 The resource-based view of the firm	p. 134
6.4 Creating and exploiting marketing assets	p. 138
6.5 Developing marketing capabilities	p. 147
6.6 Dynamic marketing capabilities	p. 149
6.7 Resource portfolios	p. 151
6.8 Developing and exploiting resources	p. 152
Summary	p. 153
Case study: Family tradition in domestic partnership	p. 154
Chapter 7 Forecasting Future Demand and Market Requirements	p. 156
Airbus talks of rise in demand	p. 156
Introduction	p. 157
7.1 Forecasting what?	p. 157
7.2 Forecasts based on current demand	p. 157
7.3 Forecasts based on past demand	p. 159
7.4 Forecasting through experimentation	p. 169
7.5 Forecasting through intentions and expert opinion	p. 172
Summary	p. 175
Case study: Procter & Gamble raises market growth forecast	p. 178
Part 3 Identifying Current and Future Competitive Positions
Chapter 8 Segmentation and Positioning Principles	p. 182
Jaeger targets younger shoppers	p. 182
Introduction	p. 183
8.1 Principles of competitive positioning	p. 184
8.2 Principles of market segmentation	p. 187
8.3 The underlying premises of market segmentation	p. 187
8.4 Bases for segmenting markets	p. 188
8.5 Segmenting consumer markets	p. 189
8.6 Segmenting business markets	p. 200
8.7 Identifying and describing market segments	p. 204
8.8 The benefits of segmenting markets	p. 205
8.9 Implementing market segmentation	p. 206
Summary	p. 209
Case study: Nestlé refines its arsenal in the luxury coffee war	p. 209
Chapter 9 Segmentation and Positioning Research	p. 211
E-reader market cuts prices again	p. 211
Introduction	p. 212
9.1 A priori segmentation approaches	p. 213
9.2 Post hoc/cluster-based segmentation approaches	p. 217
9.3 Qualitative approaches to positioning research	p. 224
9.4 Quantitative approaches to positioning research	p. 220
Summary	p. 234
Case study: A passion that became a brand	p. 235
Chapter 10 Selecting Market Targets	p. 238
The public image: Kodak	p. 238
Introduction	p. 239
10.1 The process of market definition	p. 240
10.2 Defining how the market is segmented	p. 242
10.3 Determining market segment attractiveness	p. 244
10.4 Determining current and potential strengths	p. 261
10.5 Making market and segment choices	p. 253
10.6 Alternative targeting strategies	p. 255
Summary	p. 257
Case study: B&O	p. 258
Part 4 Competitive Positioning Strategies
Chapter 11 Creating Sustainable Competitive Advantage	p. 262
Droid takes on iPhone 4	p. 262
Introduction	p. 263
11.1 Using organisational resources to create sustainable competitive advantage	p. 283
11.2 Generic routes to competitive advantage	p. 265
11.3 Achieving cost leadership	p. 265
11.4 Achieving differentiation	p. 269
11.5 Sustaining competitive advantage	p. 277
11.6 Offensive and defensive competitive strategies	p. 278
Summary	p. 280
Case study: Volvo's heart will 'remain In Sweden'	p. 290
Chapter 12 Competing Through the New Marketing Mix	p. 292
Microsoft Office set to go free online	p. 292
Introduction	p. 293
12.1 The market offer	p. 294
12.2 Pricing strategies	p. 304
12.3 Communications strategies	p. 308
12.4 Distribution strategies	p. 314
12.5 The extended marketing mix - people, processes and physical evidence	p. 315
12.6 New businesses and business models	p. 317
Summary	p. 319
Case study: Tyrrells	p. 320
Chapter 13 Competing Through Innovation	p. 323
Dyson to double numbers in UK engineering team	p. 323
Introduction	p. 324
13.1 Innovation strategy	p. 325
13.2 New products	p. 335
13.3 Planning for new products	p. 338
13.4 The new product development process	p. 340
13.5 Speeding new product development	p. 346
13.6 Organising new product development	p. 347
Summary	p. 350
Case study: Gillette	p. 350
Chapter 14 Competing Through Superior Service and Customer Relationships	p. 352
The customer is more right than you know	p. 352
Introduction	p. 354
14.1 The goods and services spectrum	p. 355
14.2 Service and competitive positioning	p. 357
14.3 Relationship marketing	p. 360
14.4 The three S's of customer service	p. 364
14.5 Providing superior service	p. 365
14.6 Customer relationship management	p. 368
14.7 E-service quality	p. 369
14.8 Measuring and monitoring customer satisfaction	p. 371
Summary	p. 375
Case study: Pret a Manger	p. 375
Part 5 Implementing the Strategy
Chapter 15 Strategic Customer Management	p. 383
Letting go can cut both ways	p. 384
Introduction	p. 385
15.1 Priorities for identifying strategic sales capabilities	p. 386
15.2 The new and emerging competitive role for sales	p. 389
15.3 The strategic sales organisation	p. 392
15.4 Strategic customer management tasks	p. 338
15.5 Managing the customer portfolio	p. 400
15.6 Dealing with dominant customers	p. 402
Summary	p. 412
Case study: Xerox	p. 413
Chapter 16 Strategic Alliances and Networks	p. 416
Sony Ericsson on mission to gain US share	p. 416
Introduction	p. 417
16.1 The era of strategic collaboration	p. 421
16.2 The drivers of collaboration strategies	p. 422
16.3 Types of network	p. 426
16.4 Alliances and partnerships	p. 428
16.5 Strategic alliances as a competitive force	p. 431
16.6 The risks in strategic alliances	p. 432
16.7 Competing through strategic alliances	p. 434
Summary	p. 439
Case study: Yahoo and ebay	p. 440
Chapter 17 Strategy Implementation and Internal Marketing	p. 442
GM backs away from drive to end use of 'Chevy'	p. 442
Introduction	p. 443
17.1 The strategy implementation challenge in marketing	p. 445
17.2 The development of internal marketing	p. 447
17.3 The scope of internal marketing	p. 449
17.4 Planning for internal marketing	p. 458
17.5 Cross-functional partnership as internal marketing	p. 460
17.6 Implementation and internal market scenarios	p. 466
Summary	p. 468
Case study: British Airways	p. 469
Chapter 18 Corporate Social Responsibility	p. 470
Eco-friendly fabrics	p. 470
Introduction	p. 471
18.1 Marketing strategy and corporate social responsibility	p. 472
18.2 The scope of corporate social responsibility and corporate citizenship	p. 475
18.3 Drivers of corporate social responsibility initiatives	p. 478
18.4 The other side of corporate social responsibility initiatives	p. 481
18.5 Defensive corporate social responsibility initiatives	p. 485
18.6 Corporate social responsibility and innovative competitive advantage	p. 490
18.7 How companies are responding to the CSR mandate	p. 494
18.8 CSR and customer value	p. 498
Summary	p. 499
Case study: Ballantyne, Smythson and others	p. 500
Part 6 Conclusions
Chapter 19 Twenty-First Century Marketing	p. 504
Hawang sets its e-reader sights high	p. 504
Introduction	p. 505
19.1 The changing competitive arena	p. 505
19.2 Fundamentals of strategy in a changing world	p. 511
19.3 Competitive positioning strategies	p. 516
Summary	p. 527
Case study: Twitter builds on its character	p. 527
References	p. 529
Index	p. 551

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