Marketing Strategy and Competitive Positioning pdf ebook
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hooley graham et al marketing strategy and competitive posit
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 461–3 590 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 409 591 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 Download 6.59 Mb. 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