Strategic Marketing Management

Strategic Marketing Management

Language: English

Pages: 882

ISBN: 0750659386

Format: PDF / Kindle (mobi) / ePub

This third edition of Strategic Marketing Management confirms it as the classic textbook on the subject. Its step- by- step approach provides comprehensive coverage of the five key strategic stages:

* Where are we now? - Strategic and marketing analysis
* Where do we want to be? - Strategic direction and strategy formulation
* How might we get there? - Strategic choice
* Which way is best? - Strategic evaluation
* How can we ensure arrival? - Strategic implementation and control

This new revised and updated third edition has completely new chapters on 'The Nature and Role of Competitive Advantage' and 'The Strategic Management of the Expanded Marketing Mix', and extensive new material covering:

* The changing role of marketing
* Approaches to analysing marketing capability
* E-marketing
* Branding
* Customer relationship management
* Relationship management myopia
* The decline of loyalty

The book retains the key features that make it essential reading for all those studying the management of marketing - a strong emphasis on implementation, up to date mini cases, and questions and summaries in each chapter to reinforce key points. Widely known as the most authoritative, successful and influential text in the sector, the new edition remains an irreplaceable resource for undergraduate and graduate students of business and marketing, and students of the CIM Diploma.

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stakeholders? 3 Do the objectives include customer satisfaction and the creation of value? 4 Is the marketing function integrated with the other functions of the company as part of the key value-creating process? 5 Are the key marketing positions market segment (or key account) managers? 6 Are products viewed as part of an integrated product and service offering which delivers the desired benefit positioning for the target segment? 7 Is the marketing strategy global in its scope? 8 Is full use

that expansion creates – complex organization structures and large numbers of staff personnel. Excellent companies seemed to have few people working at corporate level – most were out ‘in the field’ getting things done. Despite the hugeness of many of these winning organizations, staff knew their job and their place in the structure – even though jobs and structures might be in a constant state of flux. 8 Simultaneous loose–tight properties. While the excellent firms encouraged autonomy and

system? 9 Do managers within the enterprise make full use of marketing research inputs in their decision-making? 10 Are marketing costs and revenues systematically analysed in relation to marketing activities to ensure that the latter are being carried out effectively? 11 Is there a strong link between the marketing function and the development of new products/services? 12 Does the enterprise employ staff in the marketing area who are marketing professionals (rather than, say, sales oriented in

profit is a much better measure of the divisional manager ’s performance because it includes all the costs – whether fixed or variable – that are within his or her control. When non-controllable fixed costs are taken into account we have the direct profit of the division. This is more a measure of the division’s performance than it is of the divisional manager ’s performance, so one needs to consider what it is that one is seeking to assess before one chooses a measure. Figure 17.10 Analysis of

establishing of plans. In the latter category are likely to be found forecasting errors reflecting faulty assumptions, and the estimates of total market size may constitute poor benchmarks for gauging subsequent managerial performance. Figure 18.9 Marketing variances – 2 It is difficult to determine categorically whether market share variances are primarily the responsibility of forecasters or of those who execute the plans based on forecasts. On the face of it, the primary responsibility is

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