Marketing Strategy and Competitive Positioning 7th Edition by Graham Hooley, Brigitte Nicoulaud, John Rudd, Nigel Piercy, Nick Lee ISBN 129227655X 9781292276557

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ISBN 10: 129227655X
ISBN 13:  9781292276557
Author: Graham Hooley, Brigitte Nicoulaud, John Rudd, Nigel Piercy, Nick Lee

For undergraduate and postgraduate students taking modules in Marketing Strategy, Marketing Management and Strategic Marketing Management.   Understand and formulate rigorous marketing strategies and differential advantage in today’s marketplace   Marketing Strategy and Competitive Positioning, 7th Edition, by Hooley, Nicoulaud, Rudd and Lee provides a deep understanding of the process of developing and implementing a rigorous marketing strategy. This book focuses on competitive positioning and includes in-depth discussions of the processes used within marketing to achieve competitive advantage in a business environment – by creating and sustaining superior performance in the marketplace. The key approach used in this book is to focus on two central issues in marketing strategy formulation – the identification of target markets, and the creation of a differential advantage. In doing so, it recognises the emergence of potential new target markets born of the recession, increased concern for climate change and disruption from ongoing technological advances. It helps you examine ways in which firms can differentiate offerings through recognition of environmental and social concerns and innovation.   Pearson, the world’s learning company.

Marketing Strategy and Competitive Positioning 7th Table of contents:

Part 1 Marketing Strategy

Chapter 1 Market-Led Strategic Management

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: LEGO builds new dimension with digital vision

Chapter 2 Strategic Marketing Planning

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: Amazon eyes online sales boost through ‘Fire’ smartphone

Part 2 Competitive Market Analysis

Chapter 3 The Changing Market Environment

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: Dyson: A British inventor pivots to Asia

Chapter 4 Customer Analysis

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: Amazon and Google lead way on virtual assistant dealmaking at CES

Chapter 5 Competitor Analysis

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: Adidas kicks off US drive to close in on Nike

Chapter 6 Understanding The Organisational Resource Base

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: Why Ford is stalling in China while Toyota succeeds

Part 3 Identifying Current and Future Competitive Positions

Chapter 7 Segmentation and Positioning Principles

Introduction

7.1 Principles of competitive positioning

7.2 Principles of market segmentation

7.3 The underlying premises of market segmentation

7.4 Bases for segmenting markets

7.5 Segmenting consumer markets

7.6 Segmenting business markets

7.7 Identifying and describing market segments

7.8 The benefits of segmenting markets

7.9 Implementing market segmentation

Summary

Case study: Turning right: First-class air travel is in decline

Chapter 8 Segmentation and Positioning Research

Introduction

8.1 A priori segmentation approaches

8.2 Post hoc/cluster-based segmentation approaches

8.3 Qualitative approaches to positioning research

8.4 Quantitative approaches to positioning research

Summary

Case study: How millennials became the world’s most powerful consumers

Chapter 9 Selecting Market Targets

Introduction

9.1 The process of market definition

9.2 Defining how the market is segmented

9.3 Determining market segment attractiveness

9.4 Determining current and potential strengths

9.5 Making market and segment choices

9.6 Alternative targeting strategies

Summary

Case study: No-frills Ryanair faces test with Business Plus

Part 4 Competitive Positioning Strategies

Chapter 10 Creating Sustainable Competitive Advantage

Introduction

10.1 Using organisational resources to create sustainable competitive advantage

10.2 Generic routes to competitive advantage

10.3 Achieving cost leadership

10.4 Achieving differentiation

10.5 Sustaining competitive advantage

10.6 Offensive and defensive competitive strategies

Summary

Case study: Volvo’s heart will ‘remain in Sweden’

Chapter 11 Competing Through The Evolving Marketing Mix

Introduction

11.1 The market offer

11.2 Pricing strategies

11.3 Communications strategies

11.4 Distribution strategies

11.5 The extended marketing mix – people, processes and physical evidence

11.6 New businesses and business models

11.7 The connected marketing mix

Summary

Case study: How ABB FIA Formula E championship built a fan base from scratch

Chapter 12 Competing Through Innovation

Introduction

12.1 Innovation strategy

12.2 New products

12.3 Planning for new products

12.4 The new product development process

12.5 Speeding new product development

12.6 Organising for new product development

Summary

Case study: Apple moves into fashion business with Watch launch

Chapter 13 Competing Through Superior Service and Customer Relationships

Introduction

13.1 The goods and services spectrum

13.2 Service and competitive positioning

13.3 Relationship marketing

13.4 Customer service

13.5 Providing superior service

13.6 Customer relationship management

13.7 E-service quality

13.8 Measuring and monitoring customer satisfaction

Summary

Case study: Property portals hand control to homeowners

Part 5 Implementing The Strategy

Chapter 14 Strategic Customer Management and The Strategic Sales Organisation

Introduction

14.1 Priorities for identifying strategic sales capabilities

14.2 The new and emerging competitive role for sales

14.3 The strategic sales organisation

14.4 Strategic customer management tasks

14.5 Managing the customer portfolio

14.6 Dealing with dominant customers

Summary

Case study: Power of the ‘mummies’ key to Nestlé’s strategy in DR Congo

Chapter 15 Strategic Alliances and Networks

Introduction

15.1 Pressures to partner

15.2 The era of strategic collaboration

15.3 The drivers of collaboration strategies

15.4 Network forms

15.5 Alliances and partnerships

15.6 Strategic alliances as a competitive force

15.7 The risks in strategic alliances

15.8 Managing strategic alliances

Summary

Case study: UPS and FedEx turn focus to consumer behaviour

Chapter 16 Strategy Implementation and Internal Marketing

Introduction

16.1 The strategy implementation challenge in marketing

16.2 The development of internal marketing

16.3 The scope of internal marketing

16.4 Planning for internal marketing

16.5 Cross-functional partnership as internal marketing

16.6 Implementation and internal marketing

Summary

Case study: Inter Ikea’s Torbjorn Loof: making the vision clear

Chapter 17 Corporate Social Responsibility and Ethics

Introduction

17.1 Marketing strategy and corporate social responsibility

17.2 The scope of corporate social responsibility

17.3 Drivers of corporate social responsibility initiatives

17.4 The other side of corporate social responsibility initiatives

17.5 Defensive corporate social responsibility initiatives

17.6 Corporate social responsibility and innovative competitive advantage

17.7 How companies are responding to the CSR mandate

17.8 CSR and customer value

Summary

Case study: Iceland Foods takes heat for bold environmental message

PART 6 Conclusions

Chapter 18 Marketing in The Twenty-First Century

Introduction

18.1 The changing competitive arena

18.2 Fundamentals of strategy in a changing world

18.3 Competitive positioning strategies

Summary

Case study: Twitter builds on its character

References

Index

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Tags: Graham Hooley, Brigitte Nicoulaud, John Rudd, Nigel Piercy, Nick Lee, Marketing Strategy, Competitive Positioning