{"product_id":"winning-market-leadership-strategic-marketing-planning-for-technologyintensive-businesses-9780471644309","title":"Winning Market Leadership  Strategic Marketing","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eStrategic marketing planning in technology-intensive businesses (e.g. , computers, telecommunications, software, biotechnology, semiconductors, and pharmaceuticals) is more complex and unmanageable than in most other businesses, traditionally taking up huge amounts of management time and producing plans that are quickly obsolete.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003ePreface xv\u003c\/p\u003e \u003cp\u003eAcknowledgments xvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Introduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Environment in Which Technology-Intensive Businesses Operate 3\u003c\/p\u003e \u003cp\u003eComplex and Dynamic Market Chains 3\u003c\/p\u003e \u003cp\u003eNetwork Effects 5\u003c\/p\u003e \u003cp\u003eSpeed of Change is High 6\u003c\/p\u003e \u003cp\u003eBlurred Market Boundaries 7\u003c\/p\u003e \u003cp\u003eMarkets and Competition Are Global 8\u003c\/p\u003e \u003cp\u003eStrategic Market Planning in a Technology-Intensive Business 10\u003c\/p\u003e \u003cp\u003eWho Should Be Involved in the Process? 10\u003c\/p\u003e \u003cp\u003ePlanning Builds Mental Models 10\u003c\/p\u003e \u003cp\u003ePlanning Process Must Be Iterative and Continuous 11\u003c\/p\u003e \u003cp\u003ePlanning Process Must Be Integrative 12\u003c\/p\u003e \u003cp\u003eWinning Market Leadership: An Integrated Approach 12\u003c\/p\u003e \u003cp\u003eChoose the Arena 13\u003c\/p\u003e \u003cp\u003eIdentify Potentially Attractive Opportunities 14\u003c\/p\u003e \u003cp\u003eUnderstand the Market 16\u003c\/p\u003e \u003cp\u003eAssess Resources and Competencies 16\u003c\/p\u003e \u003cp\u003eUnderstand the Competitive Challenge 17\u003c\/p\u003e \u003cp\u003eMake Tough Strategic Choices 19\u003c\/p\u003e \u003cp\u003ePlan Key Relationships 21\u003c\/p\u003e \u003cp\u003eComplete the Winning Strategy 22\u003c\/p\u003e \u003cp\u003eUnderstand the Profit Dynamic 23\u003c\/p\u003e \u003cp\u003eImplement the Chosen Strategy 23\u003c\/p\u003e \u003cp\u003eWhat Is Different About This Book? 24\u003c\/p\u003e \u003cp\u003eIntegrated Planning Process 24\u003c\/p\u003e \u003cp\u003eProcess Applies to New or Existing Business Opportunities 24\u003c\/p\u003e \u003cp\u003eProcess Is Designed for Managers 25\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Choose the Arena 27\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 27\u003c\/p\u003e \u003cp\u003eCrucial First Step in the Planning Process 29\u003c\/p\u003e \u003cp\u003eStrategic Business Unit (SBU) 29\u003c\/p\u003e \u003cp\u003eExisting Market Opportunities 30\u003c\/p\u003e \u003cp\u003eNew Market Opportunities 31\u003c\/p\u003e \u003cp\u003eDefine the Arena 34\u003c\/p\u003e \u003cp\u003eCustomers Served 34\u003c\/p\u003e \u003cp\u003eApplications\/Functionality Provided 36\u003c\/p\u003e \u003cp\u003eTechnologies\/Competencies Used 36\u003c\/p\u003e \u003cp\u003eValue-Adding Role 37\u003c\/p\u003e \u003cp\u003eStrategic Drivers and Strategic Paths 37\u003c\/p\u003e \u003cp\u003eDriving Force 37\u003c\/p\u003e \u003cp\u003eStrategic Path 38\u003c\/p\u003e \u003cp\u003eNext Step: Identify the Potentially Attractive Opportunities in the Business Arena 40\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Identify Attractive Opportunities 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 43\u003c\/p\u003e \u003cp\u003eIdentifying Potential Market Opportunities 43\u003c\/p\u003e \u003cp\u003eBenefits of Thinking About Market Segments Early in the Process 46\u003c\/p\u003e \u003cp\u003eSegmenting a Market 46\u003c\/p\u003e \u003cp\u003ePossible Segmentation Bases 47\u003c\/p\u003e \u003cp\u003eSegmentation Process 51\u003c\/p\u003e \u003cp\u003eTargeting Issues 52\u003c\/p\u003e \u003cp\u003eMarket Segment Attractiveness 54\u003c\/p\u003e \u003cp\u003eDetermining the Attractiveness of a Market Segment 55\u003c\/p\u003e \u003cp\u003eUnderstanding Choices Among Market Chain Opportunities 65\u003c\/p\u003e \u003cp\u003eMarket-Driving Opportunities 66\u003c\/p\u003e \u003cp\u003eExploiting Environmental Change 67\u003c\/p\u003e \u003cp\u003eSources of Discontinuities or Breakpoints 68\u003c\/p\u003e \u003cp\u003eNext Step: Developing a Deeper Understanding of the Market Opportunities 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Understand the Market 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 71\u003c\/p\u003e \u003cp\u003eAdoption of New Products 72\u003c\/p\u003e \u003cp\u003eTypes of Innovations 73\u003c\/p\u003e \u003cp\u003eTechnology Adoption Life Cycle 74\u003c\/p\u003e \u003cp\u003eAdopter Categories 75\u003c\/p\u003e \u003cp\u003eDriving the Adoption Process 77\u003c\/p\u003e \u003cp\u003eAchieving Market Leadership 82\u003c\/p\u003e \u003cp\u003eWhole Product or Complete Solution 83\u003c\/p\u003e \u003cp\u003eUnderstanding Buyer Choice\/Rejection Behavior 84\u003c\/p\u003e \u003cp\u003eDecision-Making Unit 85\u003c\/p\u003e \u003cp\u003eChoice Criteria 86\u003c\/p\u003e \u003cp\u003eThe Choice\/Rejection Process 88\u003c\/p\u003e \u003cp\u003eMarket Chains 93\u003c\/p\u003e \u003cp\u003eChoices Among Market Chains 93\u003c\/p\u003e \u003cp\u003eMarket Chain Dynamics 96\u003c\/p\u003e \u003cp\u003eMarket Chains as a Series of Choice\/Rejection Processes 98\u003c\/p\u003e \u003cp\u003eNext Step: Assessing Your Resources and Competencies 99\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Assess Resources and Competencies 103\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 103\u003c\/p\u003e \u003cp\u003eThe Process of Assessing Resource\/Competency Fit 104\u003c\/p\u003e \u003cp\u003eCore Competencies 105\u003c\/p\u003e \u003cp\u003eWhat Is a Core Competency? 105\u003c\/p\u003e \u003cp\u003eWhat Is a Constraining Incompetency? 108\u003c\/p\u003e \u003cp\u003eIdentifying Core Competencies 109\u003c\/p\u003e \u003cp\u003eIdentifying Your Organization’s Core Competencies 110\u003c\/p\u003e \u003cp\u003eManaging Core Competencies 111\u003c\/p\u003e \u003cp\u003eShould You “Make” or “Buy” Strategic Activities Associated with Core Competencies? 112\u003c\/p\u003e \u003cp\u003eCustomer Value and Profit Creation Model 113\u003c\/p\u003e \u003cp\u003eMapping Competencies and Customer Requirements 114\u003c\/p\u003e \u003cp\u003eAssessing a Market Opportunity: Fit With Core Competencies 115\u003c\/p\u003e \u003cp\u003eNext Step: Understanding the Competitive Challenge 120\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Understand the Competitive Challenge 123\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 123\u003c\/p\u003e \u003cp\u003eProcess of Competitive Analysis 125\u003c\/p\u003e \u003cp\u003eIssues in the Competitive Analysis Process 126\u003c\/p\u003e \u003cp\u003eIdentification of Competitors 126\u003c\/p\u003e \u003cp\u003eHow Do They Compete? 128\u003c\/p\u003e \u003cp\u003eHow Are They Doing Now? How Will They Do in the Future? 134\u003c\/p\u003e \u003cp\u003eAnalysis of Strategy Driving Forces 137\u003c\/p\u003e \u003cp\u003ePulling the Competitive Information Together 141\u003c\/p\u003e \u003cp\u003eActions-Consequences-Evidence (ACE) Framework 141\u003c\/p\u003e \u003cp\u003eNext Step: Making the Tough Choices 142\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Make Tough Strategic Choices 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 145\u003c\/p\u003e \u003cp\u003eStrategic Issues 147\u003c\/p\u003e \u003cp\u003eWhat Is a Strategic Issue? 147\u003c\/p\u003e \u003cp\u003eHow Many Strategic Issues? 148\u003c\/p\u003e \u003cp\u003eTypes of Strategic Issues 148\u003c\/p\u003e \u003cp\u003eDeveloping a Winning Strategy for an Opportunity 149\u003c\/p\u003e \u003cp\u003eCost Leadership 149\u003c\/p\u003e \u003cp\u003eDifferentiation 151\u003c\/p\u003e \u003cp\u003eStrategic Breakpoint 153\u003c\/p\u003e \u003cp\u003eRisks of Adopting a Differentiation Strategy 155\u003c\/p\u003e \u003cp\u003eSustaining the Competitive Advantage 157\u003c\/p\u003e \u003cp\u003eConvergence of Cost Leadership and Differentiation 158\u003c\/p\u003e \u003cp\u003eSelecting the Portfolio of Opportunities 159\u003c\/p\u003e \u003cp\u003eBalance Market Attractiveness and Ability to Win 159\u003c\/p\u003e \u003cp\u003eDisplaying the Portfolio of Opportunities 160\u003c\/p\u003e \u003cp\u003eMaking Clear Strategic Choices 163\u003c\/p\u003e \u003cp\u003eNext Step: Managing Critical Relationships 165\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Manage Critical Relationships 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 167\u003c\/p\u003e \u003cp\u003eWhy Are Relationships Critical? 168\u003c\/p\u003e \u003cp\u003eThe Market Web 170\u003c\/p\u003e \u003cp\u003eA Generic Market Web and an Example 171\u003c\/p\u003e \u003cp\u003eA Managerial Perspective on Market Webs 174\u003c\/p\u003e \u003cp\u003eMarket Webs as Value-Creating Systems 174\u003c\/p\u003e \u003cp\u003eEvolution of the Market Web 175\u003c\/p\u003e \u003cp\u003eManaging Critical Relationships 176\u003c\/p\u003e \u003cp\u003eMarket Chain Strands 177\u003c\/p\u003e \u003cp\u003eCustomer and Supplier Relationships 177\u003c\/p\u003e \u003cp\u003eOff-Market Chain Strands 178\u003c\/p\u003e \u003cp\u003eFormal and Informal 178\u003c\/p\u003e \u003cp\u003eCollaborative Product Development Alliances 179\u003c\/p\u003e \u003cp\u003eCo-Marketing Alliances 179\u003c\/p\u003e \u003cp\u003eHorizontal Selling Alliances 180\u003c\/p\u003e \u003cp\u003eKnowledge and Influence Strands 181\u003c\/p\u003e \u003cp\u003eKnowledge Strands: Learning From Others in the Web 181\u003c\/p\u003e \u003cp\u003eInfluence Strands: Affecting Choice\/Rejection Processes 182\u003c\/p\u003e \u003cp\u003eValue-Added Partnerships: A Key Relationship Form 183\u003c\/p\u003e \u003cp\u003ePartnering Success Factors 184\u003c\/p\u003e \u003cp\u003eManaging “Sticky” Strands in the Web 187\u003c\/p\u003e \u003cp\u003eRelationships and the Market Opportunity 189\u003c\/p\u003e \u003cp\u003eThe Opportunity 189\u003c\/p\u003e \u003cp\u003eThe Winning Strategy 190\u003c\/p\u003e \u003cp\u003eNext Step: Completing the Winning Strategy 190\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Complete the Winning Strategy 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 193\u003c\/p\u003e \u003cp\u003eA Framework 193\u003c\/p\u003e \u003cp\u003eDefine a Clear Competitive Position in the Opportunity 195\u003c\/p\u003e \u003cp\u003eComplete the Total Product\/Service Solution 196\u003c\/p\u003e \u003cp\u003ePlan to Gain Market Chain Commitment 198\u003c\/p\u003e \u003cp\u003eBasic Issues 199\u003c\/p\u003e \u003cp\u003eWork Through Pricing Challenges 200\u003c\/p\u003e \u003cp\u003eThe Impact of Context 201\u003c\/p\u003e \u003cp\u003ePricing Objectives 202\u003c\/p\u003e \u003cp\u003eOther Challenges 206\u003c\/p\u003e \u003cp\u003ePlan to Influence Customers and End Users 209\u003c\/p\u003e \u003cp\u003eCustomer Interface Strategies 209\u003c\/p\u003e \u003cp\u003eAdvertising and Promotion 212\u003c\/p\u003e \u003cp\u003eApply Strategic Thinking to Emerging Challenges 213\u003c\/p\u003e \u003cp\u003eEvaluate the Current Strategy 214\u003c\/p\u003e \u003cp\u003eAre You Going After an Attractive Market Opportunity? 215\u003c\/p\u003e \u003cp\u003eCan You Win with Your Proposed Strategy? 216\u003c\/p\u003e \u003cp\u003eIf You Win, Will It be Worth It? 218\u003c\/p\u003e \u003cp\u003eOther Considerations 219\u003c\/p\u003e \u003cp\u003eDetail and Use the Plan 220\u003c\/p\u003e \u003cp\u003eNext Step: Understanding the Profit Dynamic 221\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Understand the Profit Dynamic 223\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 223\u003c\/p\u003e \u003cp\u003eThe Profit Dynamic 224\u003c\/p\u003e \u003cp\u003eThe Drivers of Positive Cash Flow: Total Margin Generated 225\u003c\/p\u003e \u003cp\u003eNegative Cash Flow Drivers: Fixed Costs and Investments 226\u003c\/p\u003e \u003cp\u003eCash Flow Profiles 227\u003c\/p\u003e \u003cp\u003eThe Profit Dynamic 228\u003c\/p\u003e \u003cp\u003eAn Alternative Form of the Profit Dynamic 230\u003c\/p\u003e \u003cp\u003eLocating Key Sensitivities in the Profit Dynamic 231\u003c\/p\u003e \u003cp\u003eNew Product Opportunities and the Profit Dynamic 234\u003c\/p\u003e \u003cp\u003eThe Critical Importance of Adoption Rate 235\u003c\/p\u003e \u003cp\u003eApplying the Profit Dynamic to Individual Customers 238\u003c\/p\u003e \u003cp\u003eProduct-Service Integration and the Profit Dynamic 239\u003c\/p\u003e \u003cp\u003eIntegrated Product-Service Opportunities 239\u003c\/p\u003e \u003cp\u003eManagement of the Integrated Product-Service Profit Dynamic 241\u003c\/p\u003e \u003cp\u003eManaging the Profit Dynamic in Market Chains: Creating Strategic Leverage 242\u003c\/p\u003e \u003cp\u003eIdentifying Points of Strategic Leverage 242\u003c\/p\u003e \u003cp\u003eStrategic Leverage and Adoption Rates 244\u003c\/p\u003e \u003cp\u003eNext Step: Implementing the Strategy 244\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Implement the Winning Strategy 247\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 247\u003c\/p\u003e \u003cp\u003eA Process for Managing Implementation 252\u003c\/p\u003e \u003cp\u003eThe Case for Change 254\u003c\/p\u003e \u003cp\u003eThe Need for Strategic Change 254\u003c\/p\u003e \u003cp\u003eTypes of Change 256\u003c\/p\u003e \u003cp\u003eSpecification of the Implementation Plan 259\u003c\/p\u003e \u003cp\u003eThe Questions 260\u003c\/p\u003e \u003cp\u003eThe Challenge 263\u003c\/p\u003e \u003cp\u003eCommunicating Implementation 264\u003c\/p\u003e \u003cp\u003eMonitoring Implementation 267\u003c\/p\u003e \u003cp\u003eConclusion 268\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: The System that Makes the Process Happen 271\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 271\u003c\/p\u003e \u003cp\u003ePlanning Systems 272\u003c\/p\u003e \u003cp\u003eNeed for Planning Systems 274\u003c\/p\u003e \u003cp\u003eDesign of a Planning System 276\u003c\/p\u003e \u003cp\u003eFactors Influencing the Design of a Planning System 276\u003c\/p\u003e \u003cp\u003eMajor Planning System Design Decisions 278\u003c\/p\u003e \u003cp\u003eNo One Right Planning System 282\u003c\/p\u003e \u003cp\u003eBalanced Interaction 284\u003c\/p\u003e \u003cp\u003ePlanning System in a Large, Sophisticated Company 285\u003c\/p\u003e \u003cp\u003eOverview of the Planning System 286\u003c\/p\u003e \u003cp\u003eCycle One: Develop Options for SBU 286\u003c\/p\u003e \u003cp\u003eCycle Two: Detailed Planning for Selected Option 288\u003c\/p\u003e \u003cp\u003eCycle Three: Develop Budgets and Detailed One-Year Operating Plan 289\u003c\/p\u003e \u003cp\u003eImplementation and Monitoring 289\u003c\/p\u003e \u003cp\u003eAn Effective Strategic Market Planning Process 290\u003c\/p\u003e \u003cp\u003eIs Both Integrated and Iterative 290\u003c\/p\u003e \u003cp\u003eIs Question Driven 291\u003c\/p\u003e \u003cp\u003eCombines Hard Data with Soft Intuitive Judgment 291\u003c\/p\u003e \u003cp\u003eFocuses on Implementation 291\u003c\/p\u003e \u003cp\u003eRecognizes That the Process Is as Important as the Plan 292\u003c\/p\u003e \u003cp\u003eEncourages Managers to Say No 292\u003c\/p\u003e \u003cp\u003eChallenges Industry and Company Norms 294\u003c\/p\u003e \u003cp\u003eKey Success Factors in an Effective Planning System 294\u003c\/p\u003e \u003cp\u003eEffective Teams 295\u003c\/p\u003e \u003cp\u003eSupportive Corporate Culture 297\u003c\/p\u003e \u003cp\u003eIntegration with Other Key Processes 298\u003c\/p\u003e \u003cp\u003eKey Support Systems in Place 299\u003c\/p\u003e \u003cp\u003eConclusion 300\u003c\/p\u003e \u003cp\u003eIndex 303\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402647839063,"sku":"9780471644309","price":22.39,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780471644309.jpg?v=1730481105","url":"https:\/\/bookcurl.com\/products\/winning-market-leadership-strategic-marketing-planning-for-technologyintensive-businesses-9780471644309","provider":"Book Curl","version":"1.0","type":"link"}