In order to expand your business in existing and into new and diverse markets, it is vital that strategies and plans can be developed with realistic prospects of success. Understanding Markets and Strategy explains the context, meaning and value of markets. It shows you how to analyze them, develop appropriate strategies and respond appropriately to changing competitive dynamics, ensuring that resources are used to create the greatest chances of success. Debunking myths around how markets are defined, it explores how to exploit the assets you currently possess and how to develop new assets for…mehr
In order to expand your business in existing and into new and diverse markets, it is vital that strategies and plans can be developed with realistic prospects of success. Understanding Markets and Strategy explains the context, meaning and value of markets. It shows you how to analyze them, develop appropriate strategies and respond appropriately to changing competitive dynamics, ensuring that resources are used to create the greatest chances of success. Debunking myths around how markets are defined, it explores how to exploit the assets you currently possess and how to develop new assets for the target market. It also explores the implications for the strategies, resources, competencies and capabilities of expansion into international territories on your organization. The author explains, with practical tools and techniques, how marketing needs to be a product of, and consistent with, strategic competitive and corporate analysis. Ideal for Directors and senior managers as well as strategic planners and marketing managers, it provides you with everything you need to understand markets and to create a strategic context for the development of credible and robust commercial strategies and plans to exploit them.
Malcolm Morley is a serving chief executive and leader who has worked at board level in both the private and public sectors. As a management consultant he gained international experience developing senior managers into leaders, developing strategies in a diverse range of markets and supporting strategic and organizational change. As an academic specializing in strategic management he lectures on MBA courses, speaks at conferences and provides masterclasses for senior managers. He has maintained his academic interest and input and is currently a Visiting Professor in Strategic Management at University of Bedfordshire.
Inhaltsangabe
Acknowledgements Introduction 01 So, what is a market? Introduction Defining a market Market definition Knowledge in markets What markets look like Practitioner's tips Practitioner's questions 02 What makes markets attractive? Introduction Attractive versus attraction Clarifying what constitutes attractiveness Practitioner's tips Practitioner's questions 03 Where do markets exist? Introduction Markets and places Virtual marketplaces Managing multiple marketplaces Practitioner's tips Practitioner's questions 04 Have to buy or discretionary buy? Introduction Understanding have to buy and discretionary buy Motivation to buy Competition not substitutes Practitioner's tips Practitioner's questions 05 Products and services Introduction The nature of products and services Premium pricing Products and services cocktail Value creation Practitioner's tips Practitioner's questions 06 Product and service benefits and price Introduction Ranking your products and services Market research Products, services and price Practitioner's tips Practitioner's questions 07 Market segmentation Introduction Segmenting markets Marketing and market segments Have to have, like to have and the economy Practitioner's tips Practitioner's questions 08 How to analyse markets Introduction Starting with the market Variables in markets Shared understanding Practitioner's tips Practitioner's questions 09 How to develop market scenarios - demand Introduction Scenarios Context is all Keep it real Putting the elements together Practitioner's tips Practitioner's questions 10 How to develop market scenarios - competition Introduction Market scenarios and what affects competition Practitioner's tips Practitioner's questions 11 Market scenarios - future strategic market issues Introduction The future scenario market matrix Don't bet the company Triggers of change Practitioner's tips Practitioner's questions 12 Putting the company and its competitors in the context of the market Introduction Looking from the outside in Whose strength or weakness is it? Convincing others of your SWOT Knowing your competitors Practitioner's tips Practitioner's questions 13 What is success? Introduction Getting the terms right Success is more than market share Success and stakeholders Understanding 'acceptable' Getting beyond market share Practitioner's tips Practitioner's questions 14 What is strategy and why is the strategy process important? Introduction Defining 'strategy' Understanding the strategy process Flexing in the strategy process Practitioner's tips Practitioner's questions 15 Competing in markets Introduction What are the options available? Moving in the buyer market competition matrix Positioning in the buyer market competition matrix Options for markets or market segments Don't forget cumulative risk Practitioner's tips Practitioner's questions 16 Making strategic choices and corporate strategy Introduction The relationships between competitive and corporate strategies Organizational culture Organizational competency Organizational capabilities Organizational capacity Linkages and clarity Resources Practitioner's tips Practitioner's questions Epilogue References Index
Acknowledgements Introduction 01 So, what is a market? Introduction Defining a market Market definition Knowledge in markets What markets look like Practitioner's tips Practitioner's questions 02 What makes markets attractive? Introduction Attractive versus attraction Clarifying what constitutes attractiveness Practitioner's tips Practitioner's questions 03 Where do markets exist? Introduction Markets and places Virtual marketplaces Managing multiple marketplaces Practitioner's tips Practitioner's questions 04 Have to buy or discretionary buy? Introduction Understanding have to buy and discretionary buy Motivation to buy Competition not substitutes Practitioner's tips Practitioner's questions 05 Products and services Introduction The nature of products and services Premium pricing Products and services cocktail Value creation Practitioner's tips Practitioner's questions 06 Product and service benefits and price Introduction Ranking your products and services Market research Products, services and price Practitioner's tips Practitioner's questions 07 Market segmentation Introduction Segmenting markets Marketing and market segments Have to have, like to have and the economy Practitioner's tips Practitioner's questions 08 How to analyse markets Introduction Starting with the market Variables in markets Shared understanding Practitioner's tips Practitioner's questions 09 How to develop market scenarios - demand Introduction Scenarios Context is all Keep it real Putting the elements together Practitioner's tips Practitioner's questions 10 How to develop market scenarios - competition Introduction Market scenarios and what affects competition Practitioner's tips Practitioner's questions 11 Market scenarios - future strategic market issues Introduction The future scenario market matrix Don't bet the company Triggers of change Practitioner's tips Practitioner's questions 12 Putting the company and its competitors in the context of the market Introduction Looking from the outside in Whose strength or weakness is it? Convincing others of your SWOT Knowing your competitors Practitioner's tips Practitioner's questions 13 What is success? Introduction Getting the terms right Success is more than market share Success and stakeholders Understanding 'acceptable' Getting beyond market share Practitioner's tips Practitioner's questions 14 What is strategy and why is the strategy process important? Introduction Defining 'strategy' Understanding the strategy process Flexing in the strategy process Practitioner's tips Practitioner's questions 15 Competing in markets Introduction What are the options available? Moving in the buyer market competition matrix Positioning in the buyer market competition matrix Options for markets or market segments Don't forget cumulative risk Practitioner's tips Practitioner's questions 16 Making strategic choices and corporate strategy Introduction The relationships between competitive and corporate strategies Organizational culture Organizational competency Organizational capabilities Organizational capacity Linkages and clarity Resources Practitioner's tips Practitioner's questions Epilogue References Index
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