Marketing Strategy and Competitive Positioning pdf ebook

partnerships 427–8
Rosser, Brad 242
Ruffini, Remo 140–1
Ryanair 123, 535
case study 251–2
low service strategy 362
staff strikes 452–3
Rymer, Sarah 4
SAGACITY 183–4
Sainsbury’s 42, 439, 499, 506
sales
alignment with marketing 389
competitive role for 394–7
evolution of sales organisation 394–5
shaping forces for sales organisation 395–7
employment 394
pharmaceuticals industry 389
renaissance of 395
repositioning of 389
scrutiny of activities 389–90
sales capabilities 389
see also strategic sales capabilities
sales integration in internal marketing 476–8
sales organisation
evolution of 394–5
increasing influence of 395
shaping forces for 395–7
see also strategic sales organisation
sales promotions 307
salespersons
behaviour performance 402
reinventing the salesforce 403
relationship with suppliers 396
Samsung Electronics 256–7
case study 112
Samurai group 79–81
Sanderson, Rachel 140–1
Savitz, Andrew 510
scarcity for sustainable competitive
advantage 258
scenario planning 50
sceptics, technology customers 290
Schultz, Dan 460, 473
scope of market segmentation 195
screening in new product innovation 344–6
formalised 346
initial 345
systematic 345
sealed bids 304
seasonality, market attractiveness 238
second-order segmentation 194
secondary desk research 100
security of supply in supply chain assets 155
segment growth rate, market attractiveness 237
segment size, market attractiveness 237
segmental flanking 276
segmentation see market segmentation
segmentation research 202–29
decision to segment 204–5
post hoc/cluster-based approaches 203, 208–15
boundaries, setting 209
data analysis 211–13
data collection 210–11
implementation 214–15
tracking 215
validation 213–14
a priori approaches 203, 205–8
multiple variable 207–8
single variable 205–6
self-driving cars 170–1, 323–4
selling capability 159
sensitivity, market attractiveness 238
service
and competitive positioning 361–4
low service strategy 362–3
under- and over-searching traps 363–4
three Ss of 369
see also CRM (customer relationship management); 
superior service
service and product differentiation 267–8
service differentiation 290
service-dominant logic (SDL) 360
service fulfilment 375
service in value-chain analysis 126
service positioning 538
service quality 401
service quality and internal marketing 461–3

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590
INDEX
services
in marketing mix
choice criteria 289–90
key concepts 289
offered in market segmentation 235
unique and valued 245
services spectrum in CRM 359–61
settlers in value innovation 331
SFK 393
Shaeffer 31
Shapiro, P.B. 397, 402, 478
shared research 101
shared value model 489
shareholder value 5, 19
long-term creation of 8
shareholders 15
sharing economy 431, 515
Sheila’s wheels 33
Sherwood, Bob 114–15
short-term orientation versus long-term orientation 
mindset 477
similarities-based multidimensional scaling 221
Simon, H. 533
single-person households 64
single variable segmentation research 205–6
Sinopec 433
Sir Kensington (case study) 226
Skandia 16
Skapinker, Michael 354
skills gaps in strategic collaboration 432–3
Skoda 151
SkyTeam 439
sleepers, product type 36
sleepers resources 162
Smarty (Three) 28–9, 56–7
Smit, Tim 30
social acceptability and market attractiveness 241
social class 180–2
social dimensions of competitive context 508
social enterprise 495–6
social environment 61–5
social initiatives 504
social issues 508–9
social media, differentiation 271
social media marketing 1.0 310
social media marketing 2.0 310–11
social norms as risk in strategic alliances 442–3
social selling 397
society 16, 17
socio-economic characteristics for segmentation 180–2
SolarCity 511
solutions-orientated packages 432
Song Jung-a 256–7
Sony Corporation 297
outsourcing 438
Southwest Airlines 461–2
SPACE analysis 85–7
components 86
spanning and integrating competencies 532
special events 304
specialised markets in AdVantage Matrix 88–9
speed of new product development 348–9
spin-outs approach to innovation 351
sponsorship 308
staff 314
stages of family life cycle 182–3
stakeholders
and CSR 515
customers 16
distributors 16
employees 15–16
natural environment 16–17
non-profit organisations
customers 17
employees 17
owners 17
society and community 17
objectives 18–19
shareholders 15
society and community 16
suppliers 16
see also organisational stakeholders
stalemate quadrant in AdVantage Matrix 87–8
Standard Industrial Classification (SIC) 206
Stanford Research Institute 208
Star Alliance 439
Starbucks
social media 271
tax avoidance policies 491
trademarks dispute with Ethiopia 491
state-owned enterprises (SOEs) 14
statistical techniques for customer analysis 108
stealth positioning 297
Stewart, Thomas 387, 496
storytelling 464
strangers in CRM 356
strategic account investment 414
strategic account management
case for 410–11
balancing 418–19
customer and market pressures 411
vulnerabilities 411–19
balance of power 412
challenging the regulator 417
customer attractiveness and competitive 
intensity 413–14
customer loyalty, reality of 415–16
customer relationship requirements 414–15
dependence, risks of 413
distinguishing large customers from strategic 
accounts 415
implementation 417
investing in strategic weakness 411–12
rate of change, underestimating 416–17
real buyer-seller relationship 412–13
strategic account investment 414
strategic account management (SAM) 409–19
strategic account partnership 409

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591
INDEX
strategic accounts, customers as 407, 408
strategic alliances and networks 423–5
alliances and partnerships 436–40
characteristics of 438–9
changing strategic priorities 443
as a competitive force 440–1
damage by association 443
key issues 425
management of 443–8
core competencies 444
disengaging from 448
networks, management of 444–6
performance assessment 447–8
strategic priorities 444
vigilance 446–7
network forms 434–6