Developing Business Strategies,9780471064114

Developing Business Strategies

by
Edition: 6th
ISBN13: 9780471064114
ISBN10: 0471064114
Format: Hardcover
Pub. Date: 2001-08-27
Publisher(s): Wiley
  • Free Shipping Icon

    Free Shipping on all Orders Over $35!*

    *excludes Marketplace items.

List Price: $65.00

Buy New

Usually Ships in 2-3 Business Days
$63.05
Add to Cart

Rent Book

Select for Price
Add to Cart
There was a problem. Please try again later.

Used Book

We're Sorry
Sold Out

eBook

We're Sorry
Not Available

Buy from our Marketplace starting at $4.17

This item is being sold by an Individual Seller and will not ship from the Online Bookstore's warehouse. The Seller must confirm the order within two business days. If the Seller refuses to sell or fails to confirm within this time frame, then the order is cancelled.

Please be sure to read the Description offered by the Seller.

Summary

For managers who need to develop and implement effective, responsive business strategies that keep the organization competitive through changing business conditions, Developing Business Strategies, Sixth Edition is the way to go.

Author Biography

DAVID A. AAKER is the Vice Chairman of Prophet Brand Strategy and Professor Emeritus at the Haas School of Business at the University of California at Berkeley. He is an active speaker and consultant on business and brand strategy throughout the world. His books, including Marketing Research, Fourth Edition (Wiley), Building Strong Brands, and Brand Leadership, have been translated into over a dozen languages.

Table of Contents

PART 1 INTRODUCTION AND OVERVIEW
Business Strategy: The Concept and Trends in Its Management
3(15)
What Is a Business Strategy?
4(2)
Strategic Thrusts---The Route to SCAs
6(2)
A Strategic Business Unit
8(1)
Strategic Market Management: A Historical Perspective
8(4)
Strategic Market Management: Characteristics and Trends
12(3)
Why Strategic Market Management?
15(3)
Strategic Market Management: An Overview
18(19)
External Analysis
19(5)
Internal Analysis
24(2)
Creating a Vision for the Business
26(2)
Strategy Identification and Selection
28(4)
Selecting among Strategic Alternatives
32(1)
The Process
33(4)
PART 2 STRATEGIC ANALYSIS
External and Customer Analysis
37(19)
External Analysis
37(5)
The Scope of Customer Analysis
42(1)
Segmentation
42(5)
Customer Motivations
47(5)
Unmet Needs
52(4)
Competitor Analysis
56(20)
Identifying Competitors---Customer-Based Approaches
57(2)
Identifying Competitors---Strategic Groups
59(2)
Potential Competitors
61(1)
Competitor Analysis---Understanding Competitors
62(4)
Competitor Strengths and Weaknesses
66(6)
Obtaining Information on Competitors
72(4)
Market Analysis
76(20)
Dimensions of a Market Analysis
77(1)
Actual and Potential Market Size
78(1)
Market Growth
79(3)
Market Profitability Analysis
82(3)
Cost Structure
85(1)
Distribution Systems
86(1)
Market Trends
87(1)
Key Success Factors---Bases of Competition
88(1)
Risks in High-Growth Markets
89(7)
Environmental Analysis and Strategic Uncertainty
96(15)
Dimensions of Environmental Analysis
97(6)
Dealing with Strategic Uncertainty
103(1)
Impact Analysis---Assessing the Impact of Strategic Uncertainties
104(2)
Scenario Analysis
106(5)
Internal Analysis
111(22)
Financial Performance---Sales and Profitability
112(3)
Performance Measurement---Beyond Profitability
115(4)
Determinants of Strategic Options
119(3)
From Analysis to Strategy
122(1)
Business Portfolio Analysis
122(5)
Appendix: Projecting Cash Flow---Sources and Uses of Funds
127(6)
PART 3 ALTERNATIVE BUSINESS STRATEGIES
Obtaining a Sustainable Competitive Advantage
133(21)
The Sustainable Competitive Advantage
134(5)
The Role of Synergy
139(3)
Strategic Vision versus Strategic Opportunism
142(7)
A Dynamic Vision
149(5)
Differentiation Strategies
154(18)
Successful Differentiation Strategies
155(2)
The Quality Option
157(7)
Building Strong Brands
164(8)
Cost, Focus, and the Preemptive Move
172(20)
Low-Cost Strategies
172(8)
Focus Strategies
180(3)
The Preemptive Move
183(9)
Strategic Positioning
192(20)
The Role of the Strategic Position
193(7)
Strategic Position Options
200(9)
Developing and Selecting a Strategic Position
209(3)
Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Idea
212(19)
Growth in Existing Product Markets
213(4)
Product Development for the Existing Market
217(4)
Market Development Using Existing Products
221(2)
Vertical Integration Strategies
223(2)
Entry Into a Profitable Business Area
225(1)
Risks of Managing a Different Business
226(1)
The Big Idea
227(4)
Diversification
231(19)
Related Diversification
232(5)
The Mirage of Synergy
237(2)
Unrelated Diversification
239(6)
Entry Strategies
245(5)
Strategies in Declining and Hostile Markets
250(16)
Creating Growth in Declining Industries
251(2)
Be the Profitable Survivor
253(1)
Milk or Harvest
254(2)
Divestment or Liquidation
256(2)
Selecting the Right Strategy for the Declining Environment
258(2)
Hostile Markets
260(6)
Global Strategies
266(21)
Motivations Underlying Global Strategies
267(4)
Standardization versus Customization
271(2)
Strategic Alliances
273(2)
Global Leadership Not Global Brands
275(2)
Strategic Alliances
277(10)
PART 4 IMPLEMENTATION
Implementation
287(22)
A Conceptual Framework
288(1)
Structure
288(3)
Systems
291(1)
People
292(2)
Culture
294(4)
Obtaining Strategic Congruence
298(4)
Organizing for Innovation
302(3)
A Recap of Strategic Market Management
305(4)
Appendix: Planning Forms 309(14)
Index 323

An electronic version of this book is available through VitalSource.

This book is viewable on PC, Mac, iPhone, iPad, iPod Touch, and most smartphones.

By purchasing, you will be able to view this book online, as well as download it, for the chosen number of days.

A downloadable version of this book is available through the eCampus Reader or compatible Adobe readers.

Applications are available on iOS, Android, PC, Mac, and Windows Mobile platforms.

Please view the compatibility matrix prior to purchase.