Marketing Strategy and Competitive Positioning 5th edition by Graham Hooley, Brigitte Nicoulaud, Nigel Piercy ISBN 9780273740933

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ISBN 13: 9780273740933

Author: Graham Hooley, Brigitte Nicoulaud, Nigel Piercy

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 – 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.

Table of contents: 

PART 1 MARKETING STRATEGY
CHAPTER 1 MARKET-LED STRATEGIC MANAGEMENT
Puma gives the boot to cardboard shoeboxes
Introduction
1.1 The marketing concept and market orientation
1.2 The resource-based view of marketing
1.3 Organisational stakeholders
1.4 Marketing fundamentals
1.5 The role of marketing in leading strategic management
Summary
Case study: Consumer trust sees John Lewis set retail pace
CHAPTER 2 STRATEGIC MARKETING PLANNING
Asos founder turns to online homeware
Introduction
2.1 Defining the business purpose or mission
2.2 The marketing strategy process
2.3 Establishing the core strategy
2.4 Creation of the competitive positioning
2.5 Implementation
Summary
Case study: iPhone
PART 2 COMPETITIVE MARKET ANALYSIS
CHAPTER 3 THE CHANGING MARKET ENVIRONMENT
Recession-hit Aga trials green energy
Introduction
3.1 A framework for macro-environmental analysis
3.2 The economic and political environment
3.3 The social and cultural environment
3.4 The technological environment
3.5 Changes in marketing infrastructure and practices
3.6 New strategies for changing macro-environments
3.7 The Five Forces model of industry competition
3.8 The product life cycle
3.9 Strategic groups
3.10 Industry evolution and forecasting
3.11 Environmental stability
3.12 SPACE analysis
3.13 The Advantage Matrix
Summary
Case study: Food group shifts strategy to volume growth
CHAPTER 4 CUSTOMER ANALYSIS
Audi to relaunch A2 city model with ‘apps’ for bespoke features
Introduction
4.1 What we need to know about customers
4.2 Marketing research
4.3 The marketing research process
4.4 Organising customer information
Summary
Case study: Balderton plugs into teenagers’ attention spans
CHAPTER 5 COMPETITOR ANALYSIS
Gatwick seeks greater competition with BAA
Introduction
5.1 Competitive benchmarking
5.2 The dimensions of competitor analysis
5.3 Choosing good competitors
5.4 Obtaining and disseminating competitive information
Summary
Case study: Football battle between Nike and Adidas intensifies off pitch
CHAPTER 6 UNDERSTANDING THE ORGANISATIONAL RESOURCE BASE
Waterstone’s links up with Paperchase
Introduction
6.1 Marketing resources as the foundation for differentiation
6.2 Value-creating disciplines
6.3 The resource-based view of the firm
6.4 Creating and exploiting marketing assets
6.5 Developing marketing capabilities
6.6 Dynamic marketing capabilities
6.7 Resource portfolios
6.8 Developing and exploiting resources
Summary
Case study: Family tradition in domestic partnership
CHAPTER 7 FORECASTING FUTURE DEMAND AND MARKET REQUIREMENTS
Airbus talks of rise in demand
Introduction
7.1 Forecasting what?
7.2 Forecasts based on current demand
7.3 Forecasts based on past demand
7.4 Forecasting through experimentation
7.5 Forecasting through intentions and expert opinion
Summary
Case study: Procter & Gamble raises market growth forecast
PART 3 IDENTIFYING CURRENT AND FUTURE COMPETITIVE POSITIONS
CHAPTER 8 SEGMENTATION AND POSITIONING PRINCIPLES
Jaeger targets younger shoppers
Introduction
8.1 Principles of competitive positioning
8.2 Principles of market segmentation
8.3 The underlying premises of market segmentation
8.4 Bases for segmenting markets
8.5 Segmenting consumer markets
8.6 Segmenting business markets
8.7 Identifying and describing market segments
8.8 The benefits of segmenting markets
8.9 Implementing market segmentation
Summary
Case study: Nestlé refines its arsenal in the luxury coffee war
CHAPTER 9 SEGMENTATION AND POSITIONING RESEARCH
E-reader market cuts prices again
Introduction
9.1 A priori segmentation approaches
9.2 Post hoc/cluster-based segmentation approaches
9.3 Qualitative approaches to positioning research
9.4 Quantitative approaches to positioning research
Summary
Case study: A passion that became a brand
CHAPTER 10 SELECTING MARKET TARGETS
The public image: Kodak
Introduction
10.1 The process of market definition
10.2 Defining how the market is segmented
10.3 Determining market segment attractiveness
10.4 Determining current and potential strengths
10.5 Making market and segment choices
10.6 Alternative targeting strategies
Summary
Case study: B&O
PART 4 COMPETITIVE POSITIONING STRATEGIES
CHAPTER 11 CREATING SUSTAINABLE COMPETITIVE ADVANTAGE
Droid takes on iPhone 4
Introduction
11.1 Using organisational resources to create sustainable competitive advantage
11.2 Generic routes to competitive advantage
11.3 Achieving cost leadership
11.4 Achieving differentiation
11.5 Sustaining competitive advantage
11.6 Offensive and defensive competitive strategies
Summary
Case study: Volvo’s heart will ‘remain in Sweden’
CHAPTER 12 COMPETING THROUGH THE NEW MARKETING MIX
Microsoft Office set to go free online
Introduction
12.1 The market offer
12.2 Pricing strategies
12.3 Communications strategies
12.4 Distribution strategies
12.5 The extended marketing mix – people, processes and physical evidence
12.6 New businesses and business models
Summary
Case study: Tyrrells
CHAPTER 13 COMPETING THROUGH INNOVATION
Dyson to double numbers in UK engineering team
Introduction
13.1 Innovation strategy
13.2 New products
13.3 Planning for new products
13.4 The new product development process
13.5 Speeding new product development
13.6 Organising new product development
Summary
Case study: Gillette
CHAPTER 14 COMPETING THROUGH SUPERIOR SERVICE AND CUSTOMER RELATIONSHIPS
The customer is more right than you know
Introduction
14.1 The goods and services spectrum
14.2 Service and competitive positioning
14.3 Relationship marketing
14.4 The three S’s of customer service
14.5 Providing superior service
14.6 Customer relationship management
14.7 E-service quality
14.8 Measuring and monitoring customer satisfaction
Summary
Case study: Pret a Manger
PART 5 IMPLEMENTING THE STRATEGY
CHAPTER 15 STRATEGIC CUSTOMER MANAGEMENT
Letting go can cut both ways
Introduction
15.1 Priorities for identifying strategic sales capabilities
15.2 The new and emerging competitive role for sales
15.3 The strategic sales organisation
15.4 Strategic customer management tasks
15.5 Managing the customer portfolio
15.6 Dealing with dominant customers
Summary
Case study: Xerox
CHAPTER 16 STRATEGIC ALLIANCES AND NETWORKS
Sony Ericsson on mission to gain US share
Introduction
16.1 The era of strategic collaboration
16.2 The drivers of collaboration strategies
16.3 Types of network
16.4 Alliances and partnerships
16.5 Strategic alliances as a competitive force
16.6 The risks in strategic alliances
16.7 Competing through strategic alliances
Summary
Case study: Yahoo and ebay
CHAPTER 17 STRATEGY IMPLEMENTATION AND INTERNAL MARKETING
GM backs away from drive to end use of ‘Chevy’
Introduction
17.1 The strategy implementation challenge in marketing
17.2 The development of internal marketing
17.3 The scope of internal marketing
17.4 Planning for internal marketing
17.5 Cross-functional partnership as internal marketing
17.6 Implementation and internal market scenarios
Summary
Case study: British Airways
CHAPTER 18 CORPORATE SOCIAL RESPONSIBILITY
Eco-friendly fabrics
Introduction
18.1 Marketing strategy and corporate social responsibility
18.2 The scope of corporate social responsibility and corporate citizenship
18.3 Drivers of corporate social responsibility initiatives
18.4 The other side of corporate social responsibility initiatives
18.5 Defensive corporate social responsibility initiatives
18.6 Corporate social responsibility and innovative competitive advantage
18.7 How companies are responding to the CSR mandate
18.8 CSR and customer value
Summary
Case study: Ballantyne, Smythson and others
PART 6 CONCLUSIONS
CHAPTER 19 TWENTY-FIRST CENTURY MARKETING
Hawang sets its e-reader sights high
Introduction
19.1 The changing competitive arena
19.2 Fundamentals of strategy in a changing world
19.3 Competitive positioning strategies
Summary
Case study: Twitter builds on its character

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Graham Hooley,Brigitte Nicoulaud,Nigel Piercy,Marketing Strategy,Competitive Positioning