Marketing Strategy and Competitive Positioning pdf ebook

partnerships, pressures for 425–9
business environment, changing 425–6
organisational forms, new 426
transformation of business structure 426
risks in 442–3
strategic collaboration 429–30
drivers of 430–4
learning capabilities 434
market complexity 431–2
risk 431–2
skills and resource gaps 433
supply-change management 433
strategic bundling 368
strategic collaboration 429–34
strategic CSR 509
strategic customer management (SCM) 388–90,
404–6, 408
alignment of sales processes 404–5
customer perspective 406
customer portfolio, managing 406–8
direct channel 406
major accounts 407, 408
middle market 407
strategic accounts 407, 408
domain 405
dominant customers 406, 408–19
sales capabilities 389
sales/marketing strategy interface problems 405–6
strategic account management 409–10
case for 410–11
balancing 418–19
vulnerabilities in relationships 411–17
strategic decision making 398–9
strategic fit 29, 30
strategic focus of competitors 123–4
strategic groups in market environment 78–81
strategic human resource management (SHRM) 475
strategic intent in mission formulation 32
strategic internal marketing (SIM) 456, 460, 466–71
communication 468
distribution 468
price 467–8
product 467
strategic internal relationships 428
strategic management, market-led 4–27
strategic marketing planning 28–52
competitive positioning 44–7
differential advantage 45–7
market targets 44–5
control 49–51
core strategy, establishing 34–44
markets served 38–40
organisational resources 34–8
SWOT analysis 40–1
defining the business purpose or mission 30–3
mission formulation and statement 31–3
implementation 47–50
marketing mix 47–8
organisation 48–9
marketing strategy process 33–4
competitive positioning 33
control 33
establishment of core strategy 33
implementation 33
strategic philanthropy 514
strategic planning 30
strategic priorities in management of strategic alliances 444
strategic sales capabilities
commoditisation 393
corporate expenditure 393–4
customer relationships 391–2
customer sophistication and complexity 392–3
strategic sales capability 391–4
strategic sales organisation 397–404
end-use market knowledge 399
framework
infrastructure 398
integration 397
intelligence 397
internal marketing support 397
involvement 397
infrastructure 402–4
integration across functional boundaries 400–1
intelligence to add value 399–400
internal marketing of customers 401–2
relationships with customers 398–9
resource allocation in customer portfolios 399
shaping factors
influence 403
inspiration 403
integrity 403
international 404
strategic decision making 398–9
strategic segmentation 195–6
strategic tasks for sustainable competitive advantage 285
strategic windows 39
strategy implementation 453–7
and internal marketing 480–1
marketing challenge 457–60
capabilities 459–60
executives, evaluation and assessment of 459
execution traps and obstacles 458–9

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592
INDEX
strategy implementation (continued )
failures of 459
myths 457
pitfalls 458
scenarios
implementation-driven strategy 480, 481
integrated strategy 480, 481
management-driven 480, 481
weak 480
strategy, in marketing 7
strengths and weaknesses see SWOT analysis
structural ties in CRM 368
subculture as basis for segmentation 179
substitution threats
in Five Forces model 74
in market attractiveness 240
Sull, Donald 338
Sun Tzu 115, 116, 137, 230, 280
superior customer value 530–1
superior products and services 154
superior service 370–3
evaluation 372–3
assurance 372
empathy 372
reliability 372
responsiveness 373
tangibles 372
expectations 370–2
communication 372
managing and exceeding 371–2
promises 371–2
reliability 372
suppliers 16
bargaining power
in Five Forces model 74–5
market attractiveness 239
and CSR 507
relationship with salespersons 396
strategic importance 412–13
understanding of customers, businesses and end-use 
markets 399–400
supply chain assets
delivery lead-time and security of supply 155
distribution control 154–5
distribution networks 154
distribution uniqueness 155
pockets of strength 155
supply network 155
supply chain management (SCM) 433
in internal markets 479
lean 479
supply networks 155
surveillance 135
surveys 103–4
on customer satisfaction 377
sustainability 501, 505, 510
and innovation 334
sustainability sweet spots 510
sustainable competitive advantage (SCA) 142, 144–5, 146, 
256–86
cost leadership 260–3
capacity utilisation 261
economies of scale 260
experience and learning effects 260–1
integration, degree of 262
interrelationships 262
linkages 261–2
location and institutional factors 263
policy choices 262
summary of cost drivers 263
timing 262
differentiation 263–72
brand 271–2
distribution 269–70
price 270
product 263–9
promotional 270–1
enhanced customer linkages 273
established brand and company credibility 273–4
generic routes 259–60
market targets, clear, tight definition of 273
offensive and defensive competitive strategies
274–85
build strategies 274–7
divestment/deletion 284–5
harvesting strategies 283–4
holding and defensive strategies 278–82
market niche strategies 282–3
matching managerial skills to strategic tasks 285
organisational resources
customer value, creating 257–8
inimitability 258–9
uniqueness or scarcity 258
unique and valued products 272–3
sustainable marketing 15
sustaining technologies 328, 329
Swatch 439
SWOT analysis 40–1
Synack 387–8
syndicated research 100–1
synergy in customer satisfaction 463
systematic screening 345
tacitness 147
tactics, in marketing 7
tailor-made research 101–6
qualitative research 101, 102–3
quantitative research 101, 103–6
tangible elements of goods and services 359–60
tangibles of professional competence 372
Tapscott, Don 335
Target Corporation 504
target markets of competitors 123
tariffs 230–1
taskforce approach to innovation 350
tax avoidance 488

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593
INDEX
technical fit 148
technological environment 65–8
technological factors in market attractiveness 238–9
technological market position 245
technological position in target markets 245
technological skills in internal marketing support 
assets 156–7
technology readiness 290–1
technology utilisation, market attractiveness 239
Teece et al. 148
telephone interviews 103
television business 329
tendering capability 159
Tepilo 383
Tesco 309, 499
Clubcard 99
online shopping 316
Ribena sales 506
suppliers 412
Tesla 90, 91, 92, 332, 511
test marketing campaigns 104–5
Third Age Research 208
third-party logistics providers (3PLs) 438
Thomas Cook 179
Thompson, Daley 249
Thomson, Emma 310
Three 28–9
three Ss of service 369
service strategy 369
staff 369
systems 369
timing in cost leadership 262
TNK-BP 440
tobacco industry 498–9
today’s breadwinners, product type 35, 36
tomorrow’s breadwinners, product type 35, 36