Enhanced descriptions from Syndetics:

Thoroughly updated with new examples and the latest research findings, this new edition also boasts case studies in each chapter, taken from recent editions of the Financial Times, that illustrate the practical implications of the issues raised.

Table of contents provided by Syndetics

• Preface
• Acknowledgements
• Part I Marketing Strategy
• Chapter 1 Market-led strategic management
• 1.1 The marketing concept and market orientation
• 1.2 The resource based view of marketing
• 1.3 Organizational Stakeholders
• 1.4 Marketing Fundamentals
• 1.5 The role of marketing in leading strategic management
• 1.6 Summary
• Case Study: Psion
• Chapter 2 Strategic marketing planning
• 2.1 Defining the Business Purpose or Mission
• 2.2 The Marketing Strategy Process
• 2.3 Establishing the Core Strategy
• 2.4 Creation of the competitive position
• 2.5 Implementation
• 2.6 Summary
• Case Study: iPhone
• Part II Comptetive Market Analysis
• Chapter 3 The Changing Market Environment
• 3.1 A framework for macro-environmental analysis
• 3.2 The Economic and Political Environment
• 3.3 The Social and Cultural Environment
• 3.4 The Technological Environment
• 3.5 Changes in Marketing Infrastructure and Practices
• 3.6 New Strategies for Changing Macro-environments
• 3.7 The Five Forces Model of industry competition
• 3.8 The Product Life Cycle
• 3.9 Strategic groups
• 3.10 Industry evolution and forecasting
• 3.11 Environmental stability
• 3.12 SPACE analysis
• 3.13 The Advantage Matrix
• 3.14 Summary
• Case Study: Virgin MegastorePortfolio analysis
• 3.1 Portfolio planning
• 3.2 The Boston Consulting Group Growth-Share Matrix
• 3.3 Multi-factor approaches to portfolio modelling
• 3.4 The process of portfolio planning
• 3.5 Financial portfolio theory
• 3.6 Competence portfolio
• 3.7 Conclusions
• Chapter 4 Customer analysis
• 4.1 What we need to know about customers
• 4.2 Marketing research
• 4.3 The marketing research process
• 4.4 Organisingcustomer information
• 4.5 Summary
• Case Study: Procter & Gamble
• Chapter 5 Competitor analysis
• 5.1 Competitive benchmarking
• 5.2 The dimensions of competitor analysis
• 5.3 Choosing good competitors
• 5.4 Obtaining and disseminating competitive information
• 5.5 Summary
• Case Study: Emap
• Chapter 6 Understanding the Organisational Resource Base
• 6.1 Marketing Resources as the Foundation for Differentiation
• 6.2 Value Creating Disciplines
• 6.3 The resource-based view of the firm
• 6.4 Creating and exploiting marketing assets
• 6.5 Developing Marketing Capabilities
• 6.6 Dynamic Marketing Capabilities
• 6.7 Resource portfolios
• 6.8 Developing and exploiting resources
• 6.9 Summary
• Case Study: Miele
• Chapter 7 Forecasting future demand and market requirements
• 7.1 Forecasting what?
• 7.2 Forecasts based on current demand
• 7.3 Forecasts based on past demand
• 7.4 Forecasting through experimentation
• 7.5 Forecasting through intentions and expert opinion
• 7.6 Summary
• Case Study: Boeing
• Part III Identifying Current And Future Competitive Positions
• CHAPTER8 Segmentation and positioning principles
• 8.1 Principles of competitive positioning
• 8.2 Principles of market segmentation
• 8.3 The underlying premises of market segmentation
• 8.4 Bases for segmenting markets
• 8.5 Segmenting consumer markets
• 8.6 Segmentingbusiness markets
• 8.7 Identifying and describing market segments
• 8.8 The benefits of segmenting markets
• 8.9 Implementing market segmentation
• 8.10 Summary
• Case Study: Internet Exchange
• Chapter 9 Segmentation and positioning research
• 9.1 A priori segmentation approaches
• 9.2 Post-hoc/cluster-based segmentation approaches
• 9.3 Qualitative approaches to positioning research
• 9.4 Quantitative approaches to positioning research
• 9.5 Summary
• Case Study: Asianet, Zee TV, Namaste and more
• Chapter 10 Selecting market targets
• 10.1 The process of market definition
• 10.2 Defining how the market is segmente