Description
Wiley India Strategic Market Management 11Th Edition 2022 by Jamid Ul Islam, Zillur Rahman, David A. Aaker
This Indian adaptation is revised to benefit students develop a comprehensive understanding of various aspects of strategic market management and strategic decision making. The chapters have been thoroughly revised with the addition of new topics including Marketing Myopia, DESTEP Framework, Customer Engagement, Brand Love, and many others. A new set of cases and examples relevant to the Indian scenario have been added, which provide students the opportunity to relate better to and apply the knowledge gained from the text. There are updated end-of-chapter cases reflecting the best digital and global practices to help learners understand how the strategic decisions and actions of a variety of companies and industries shape their future.
About the Author
David Allen Aaker is an American organizational theorist, consultant and Professor Emeritus at the University of California, Berkeley's Haas School of Business, a specialist in marketing with a focus on brand strategy. He serves as Vice Chairman of Prophet. Aaker received his SB in Management from the MIT Sloan School of Management and then his MA in Statistics and PhD in Business Administration at Stanford University.
Christine Moorman is the T. Austin Finch Professor, Sr. of Business Administration at Fuqua School of Business, Duke University. She is known for her work on marketing strategy, marketing organization and marketing research. She is a Fellow of the American Marketing Association. She is the Editor-in-Chief of the Journal of Marketing.
Jamid Ul Islam has earned his Ph.D. from Department of Management Studies, Indian Institute of Technology Roorkee, India, and is currently working as an Assistant Professor (Marketing) at College of Business Administration (AACSB accredited), Prince Sultan University, Riyadh, Kingdom of Saudi Arabia.
Zillur Rahman is Professor in the Department of Management Studies, Indian Institute of Technology Roorkee, India. Dr. Rahman has more than 20 years of experience in academia teaching broad range of courses including Marketing Management, Consumer Behavior, Services Marketing, and many more.
TABLE OF CONTENTS
Chapter 1 Strategic Market Management—An Introduction and Overview
What Is a Strategy?
What is Marketing Strategy?
Marketing Myopia
Downstream Marketing as a Strategic Imperative
Strategic Market Management
The Dynamic Outlook of Marketing
Marketing and Its Role in Strategy
PART ONE STRATEGIC ANALYSIS
Chapter 2 External and Internal Analysis
Macro Environmental Analysis
Customer Analysis
Competitor Analysis
Market Analysis
Industry Analysis
When Should an External Analysis be Conducted?
Internal Analysis
Chapter 3 Macro Environmental Analysis and Customer Analysis
Customer Analysis
DESTEP Framework
Demographic Environment
Economic Environment
Socio-Cultural Environment
Technological Environment
Environmental Issues and Firm Responses
Green Marketing
Political-Legal Environment
Customer Segmentation
Consumer Buying Behavior Process
Customer Motivations
Unmet Needs
Chapter 4 Competitor Analysis
Identifying Competitors—Customer-Based Approaches
Identifying Competitors—Strategic Groups
Potential Competitors
Competitive Advantage
Value Chain
Competitive Behavior
Who are Our Competitors?
Red Ocean and Blue Ocean Strategies
Competitor Analysis and Development of Strategy
Competitor Strengths and Weaknesses
The Competitive Strength Grid
Competitive Intelligence
Chapter 5 Market and Industry Analysis
Dimensions of a Market/Submarket Analysis
Emerging Submarkets
Actual and Potential Market or Submarket Size
Market and Submarket Growth
Market and Submarket Profitability Analysis
Cost Structure
Distribution Systems
Market Trends
Key Success Factors
Risks in High-Growth Markets
Industry Life Cycles
Chapter 6 Internal Analysis
The Resource-Based View
The Asset-Based Approach
Innovation Audit
Aspects of Internal Analysis
Balanced Scorecard
Brand Report Card
From Analysis to Strategy
PART TWO FORMULATING AND ADAPTING STRATEGY
Chapter 7 Creating Valuable Customers and Customer Value Leadership
The Purchase Funnel
Customer Lifetime Models and Strategy Effectiveness
Customers as Valuable Assets
Alternative Value Propositions
Customer Value Leadership
Managing for Customer Value Leadership
Chapter 8 Building and Managing Customer Relationships
The Customer Decision Journey
Managing Customer Engagement and Customer Experience
Toward Long-Term Customer Relationships
Customer Relationship Management in the Digital World
Chapter 9 Building and Managing Brand Equity
Broadening the Concept of a Brand
Brand Awareness
Brand Loyalty
Brand Love
Brand Associations
Brand Identity
Brand Anthropomorphism
Chapter 10 Toward a Strong Brand Relationship
Understanding and Prioritizing Brand Touchpoints
Focusing on the Customer’s Sweet Spot
How to Create or Find a Customer Sweet Spot
Get Beyond Functional Benefits
Chapter 11 Creating and Energizing the Business
Innovating the Offering
Managing Innovation
Energizing the Brand and Marketing
Increasing the Usage of Existing Customers
Creating a New Business
Create “Must Haves,” Rendering Competitors Irrelevant
The Innovator’s Advantage
Managing Category Perceptions
Creating New Business Arenas
From Ideas to Market
Chapter 12 Leveraging the Business
Which Assets and Competencies Can Be Leveraged?
Expanding the Scope of the Offering
New Markets
Evaluating Business Leveraging Options
The Mirage of Synergy
Chapter 13 Global Strategies
Motivations Underlying Global Strategies
Standardization vs. Customization
Expanding the Global Footprint
Strategic Alliances
Strategic Alliances and Networks
Management Issues with Strategic Alliances
Global Marketing Management
Strategic Wear Out
Chapter 14 Setting Priorities for Businesses and Brands
The Business Portfolio
Divestment or Liquidation
The Milk Strategy
Prioritizing and Trimming the Brand Portfolio
PART THREE STRATEGIC IMPLEMENTATION
Chapter 15 Harnessing the Organization
Stressing the Importance of Strategy Implementation
Customer-Centric Organizational Cultures
Customer-Centric Competencies
Customer-Centric Organizational Structure
Metrics and Incentives for Customer Centricity
Leading for Customer Centricity
Customer-Centric Talent
Accessing Ease of Strategic Implementation
People, Power, and Politics
Chapter 16 How Marketing Activities Create Value for Companies
The Impact of Customer and Brand Equity on Firm Revenues
The Effect of Marketing Assets on Firm Value
How Markets Value Marketing Assets
Managing Marketing to Contribute to Firm Value
Role of Communication in Getting Strategies Implemented
Putting Strategies into Practice
Control Management and Approaches to Control
Case Studies
The Energy Bar Industry
Assessing the Impact of Changes in the Environment
JioMart: Changing the Retail Market in India
CRED: Facilitating Exclusive Peer-to-Peer Transactions
Byju’s: The Learning App
Appendix : Planning Forms
Notes
Index