Академический Документы
Профессиональный Документы
Культура Документы
Marketing
Tenth Edition
David W. Cravens
M.j. Neeley School of Business
Texas Christian University
Nigel F. Piercy
Warwick Business School
The University of Warwick
Me
Grauu
Hill
McGraw-Hill
Irwin
Table of Contents
Preface iv
About the Authors xi
PART ONE
STRATEGIC MARKETING
1
t
Chapter One
New Challenges for Market-Driven
Strategy 2
Market-Driven Strategy 4
Characteristics of Market-Driven Strategies 4
Classifying Capabilities 8
Creating Value for Customers 9
Becoming Customer Driven 9
Corporate, Business, and Marketing Strategy 10
Corporate, Business, and Marketing Strategy 12
Components of Corporate Strategy 12
Corporate Strategy Framework 12
Business and Marketing Strategy 14
The Marketing Strategy Process 16
Challenges of a New Era for
Strategic Marketing 20
Escalating Globalization 20
i
Technology Diversity and Uncertainty 21
Internet Dynamics 22
Ethical Behavior and Corporate Social
Responsiveness 23
Summary 27
Appendix 1A
Strategic Marketing Planning 29
PART T W O
MARKETS, SEGMENTS,
AND CUSTOMER VALUE 33
Chapter Two
Markets and Competitive Space
34
Chapter Three
Strategic Market Segmentation 71
Levels and Types of Market Segmentation
Market-Driven Strategy and Segmentation
Market Segmentation, Value Opportunities
and New Market Space 75
Market Targeting and Strategic Positioning
Activities and Decisions in Market
Segmentation 77
Defining the Market to Be Segmented 78
Identifying Market Segments 79
Segmentation Variables 79
Characteristics of People and Organizations
Product Use Situation Segmentation 80
Buyers 'Needs and Preferences 82
Purchase Behavior 83
Forming Market Segments 85
Requirements for Segmentation 85
73
74
75
79
xiii
Chapter Four
Strategic Customer Management:
Systems, Ethics, and Social
Responsibility 104
Pivotal Role of Customer Relationship
Management 105
CRM in Perspective 105
CRM and Database Marketing 106
Customer Lifetime Value 107
Developing a CRM Strategy 108
CRM Levels 108
CRM Strategy Development 109
CRM Implementation 110
Value Creation Process 112
Customer Value 113
Value Received by the Organization 113
CRM and Value Chain Strategy 114
CRM and Strategic Marketing 115
Implementation 115
Performance Metrics 116
Short-Term Versus Long-Term Value 116
Competitive Differentiation 116
Ethics and Social Responsibility in Strategic
Marketing 118
Corporate Reputation 118
Customer Value and Competitive Positioning 127
Summary 130
Chapter Five
Capabilities for Learning About
Customers and Markets 132
Market-Driven Strategy, Market Sensing,
and Learning Processes 134
Market-Sensing Processes 135
Learning Organizations 135
PART THREE
DESIGNING MARKET-DRIVEN
STRATEGIES 161
Chapter Six
Market Targeting and Strategic
Positioning 162
Market Targeting Strategy 163
Targeting Alternatives 163
Factors Influencing Targeting Decisions 165
Targeting in Different Market Environments 165
Emerging Markets 166
Growth Markets 167
Mature Markets 168
Global Markets 170
Positioning Strategy 172
Selecting the Positioning Concept 175
Developing the Positioning Strategy 176
Scope of Positioning Strategy 176
Marketing Program Decisions 177
Determining Positioning Effectiveness 180
Customer and Competitor Research 181
Test Marketing 181
Analytical Positioning Techniques 182
Determining Positioning Effectiveness 182
Position ing and Targeting Strategies 183
Summary 183
Table of Contents xv
Chapter Seven
Strategic Relationships
186
Chapter Eight
Innovation and New-Product
Strategy 218
Innovation as a Customer-Driven Process 219
Types of Innovations 219
Finding Customer Value Opportunities 220
Finding New-Product Opportunities 221
Initiatives of Successful Innovators 223
Innovation Through Collaboration 225
Recognizing the Realities of Product
Cannibalization 226
New-Product Planning 226
Developing a Culture and Strategy for Innovation 227
Developing Effective New-Product-Planning
Processes 229
Responsibility for New-Product Planning 230
Idea Generation 231
Sources ofIdeas 231
Methods of Generating Ideas 234
PART FOUR
MARKET-DRIVEN PROGRAM
DEVELOPMENT 253
Chapter Nine
Strategic Brand Management 254
Strategic Brand Management 255
The Strategic Role of Brands 255
Brand Management Challenges 257
Brand Management Responsibility 258
Strategic Brand Management 260
Strategic Brand Analysis 262
Tracking Brand Performance 262
Product Life-Cycle Analysis 264
Product Performance Analysis 264
Brand Positioning Analysis 265
Brand Equity Measurement and Management 265
Measuring Brand Equity 265
Brand Health Reports 265
Brand Identity Strategy 266
Alternatives for Brand Identification 266
Brand Focus 267
Identity Implementation 268
Managing Brand Strategy 268
Strategies for Improving Product Performance 2 70
Managing the Brand Portfolio 271
Determining Roles of Brands 272
Strategies for Brand Strength 2 72
Strategic Brand Vulnerabilities 274
Brand Leveraging Strategy 275
Line Extension 275
Stretching the Brand Vertically 276
Brand Extension 2 76
Co-Branding 277
Licensing 277
Global Branding 277
Internet Brands 279
Brand Theft 280
Summary
281
285
Channel Strategy
288
290
International Channels
314
Chapter Eleven
Pricing Strategy 317
Strategic Role of Price
318
343
346
Promotion Strategy
,
314
350
Advertising Strategy
359
341
Chapter Twelve
Promotion, Advertising, and Sales
Promotion Strategies 349
310
Summary
Summary
303
338
333
Chapter Ten
Value-Chain Strategy 284
Strategic Role of Value Chain
326
326
366
Summary
371
360
3 70
Table of Contents
Chapter Thirteen
Sales, Digital, and Direct Marketing
Strategies 373
Salesforce Strategy 374
Strategic Sales Perspective 3 74
Salesforce Strategy 376
The Role of Selling in Promotion Strategy 377
Types of Sales Jobs 3 78
Defining the Selling Process 380
Sales Channels 381
Designing the Sales Organization 382
Salesforce Evaluation and Control 387
Digital Strategy 389
Strategy Development 391
Deciding Internet Objectives 393
Digital Strategy 394
Value Opportunities and Risks 395
Measuring Internet Effectiveness 395
Direct Marketing Strategies 396
Reasons for Using Direct Marketing 396
Direct Marketing Methods 397
Advantages of Direct Marketing 400
Direct Marketing Strategy 401
Summary 401
PART FIVE
IMPLEMENTING AND MANAGING
MARKET-DRIVEN STRATEGIES 403
Chapter Fourteen
Designing Market-Driven
Organizations 404
Trends in Organization Strategy 405
The New Organization 406
Managing Organizational Process 410
Organizational Agility and Flexibility 411
Employee Motivation 413
Organizing for Market-Driven Strategy 414
Strategic Marketing and Organization
Structure 414
Aligning the Organization With the
Market 414
Marketing Functions Versus Marketing
Processes 416
Marketing as Cross-Functional Process 416
Marketing Departments 418
Centralization Versus Decentralization 420
Chapter Fifteen
Strategic Marketing Implementation
and Control 437
The Strategic Role of the Chief Marketing
Officer 438
Strategic CMO Capabilities 438 ,
Core CMO Tasks 439
Planning, Implementation, and Accountability 439
The Strategic Marketing Planning Process 439
Marketing Plans Guide Implementation 439
Contents of the Marketing Plan 440
Managing the Planning Process 440
Implementing the Strategic Marketing Plan 443
Implementation Process 443
Building Implementation Effectiveness 443
Internal Marketing 446
A Comprehensive Approach to Improving
Implementation 448
Internal Strategy-Organization Fit 449
Strategic Marketing Evaluation and Control 450
Customer Relationship Management 450
Overview of Control and Evaluation
Activities 451
The Strategic Marketing Audit 451
Marketing Performance Measurement 454
The Importance of Marketing Metrics 455
The Use of Marketing Metrics 455
Types of Marketing Metrics 456
Selecting Relevant Metrics 456
Designing a Marketing Management
Dashboard 458
Interpreting Performance Measurement
Results 459
xvii
xviii
Table of Contents
Summary 466
Appendix 15A
Marketing Metrics
_
468
PART SIX
COMPREHENSIVE CASES
Cases for Part Six
471
Indexes
Name Index 639
Subject Index 647