strategic market manangement - 7th edition战略性市场管理-第七版

PPT 1-1,Strategic Market Management,ByDavid A. AakerVice-Chairman, ProphetProfessor Emeritus, University of California at Berkeley,PPT 1-2,Copyright 2010John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.,Chapter One,Strategic Market Management-Introduction and Overview,PPT 1-3,“Plans are nothing,planning is everything.”- Dwight D. Eisenhower,PPT 1-4,“Even if you are on the right track, youll get run over if you just sit there.”- Will Rodgers,PPT 1-5,“If you dont know where you are going, you might end up somewhere else.”- Casey Stengel,PPT 1-6,Management Tasks,Strategic AnalysisInnovationMultiple BusinessStrategies and IssuesCreating SCAsDeveloping Growth Platforms,PPT 1-7,What is a Business Strategy?,The Product-Market Investment Strategy where to competeThe Customer Value PropositionAssets and CompetenciesFunctional Strategies and Programs,PPT 1-8,A Business Strategy,Where to CompeteThe product-market investment decision,How to CompeteValueAssets &Function area proposition competencies strategies and programs,Figure 1.1,A Business Strategy Figure 1.1 Page 5,PPT 1-9,The Product-Market Investment Strategy,Invest to grow (or enter a product market)Invest only to maintain the existing positionMilk the business by minimizing investmentRecover as many of the assets as possible by liquidating or divesting the business,PPT 1-10,Product-Market Growth Directions,MarketPenetration,Product Expansion,Diversification,MarketExpansion,Figure 2.4,PPT 1-11,The Customer Value Proposition,Perceived benefit to customer:FunctionalEmotionalSocialSelf-Expressive,PPT 1-12,Customer Value Proposition Examples:,A good valueExcellence on an important product or service attributeThe best overall qualityProduct line breadthInnovative offeringsA shared passion for an activity or a productGlobal connections and prestige,PPT 1-13,Assets and Competencies,Strategic Competency:What a business unit does exceptionally wellHas strategic importance to the businessBased on knowledge or a process Strategic Asset:A resource,PPT 1-14,Functional Strategies and Programs,Manufacturing strategyDistribution strategyBrand-building strategyCommunication strategyInformation technology strategySourcing Strategy,Global strategyLogistical strategyQuality programCustomer relationship programSocial technology strategy,PPT 1-15,Criteria to Select Business Strategies,Is the ROI attractive?Is there a SCA?Will the strategy have success in the future?Is the strategy feasible?Does the strategy fit with the other strategies of the firm?,PPT 1-16,Overview of Strategic Market Management,External AnalysisCustomer AnalysisCompetitor AnalysisMarket/submarket AnalysisEnvironmental Analysis,Internal AnalysisPerformance AnalysisDeterminants of strategic options,Strategic Analysis Outputs,Figure 2.1,Creating, Adapting, and Implementing Strategy,PPT 1-17,Why Strategic Market Management?,Precipitate the consideration of strategic choices.Help a business cope with change.Force a long-range view.Make visible the resource allocation decision.Aid strategic analysis and decision making.Provide a strategic management and control system.Provide both horizontal and vertical communication and coordination systems.,PPT 1-18,Marketing and Strategy,PPT 1-19,Key Learnings,Strategy needs to succeed in a dynamic market. A business strategy includes the determination of the product-market scope and its dynamics (as reflected in the intensity of the business investment), the customer value proposition, assets and competencies, and functional strategies and programs.External analysis includes analyses of customers, competitors, markets, and the environment. Internal analysis includes a performance appraisal and an examination of organizational strengths, weaknesses, problems, constraints, and strategic options.The role of these analyses is to identify existing or emerging opportunities, threats, trends, strategic uncertainties, and strategic options.The marketing team needs to be a partner in strategy and by involved in overcoming silo barriers.,PPT 1-20,Ancillary Slides,PPT 1-21,“It isnt that they cant see the solution, its that they cant see the problem.”- G. K. Chesterton,PPT 1-22,“Experience, to most men, is like the stern lights of a ship, which illuminate only the track it has passed.”- Samuel Coleridge,PPT 1-23,“Strategy is a framework which guides those choices that determine the nature and direction of an organization.”-Benjamin B. Tregoe &John W. Zimmerman“Top Management Strategy”,PPT 1-24,“In terms of the three key players (competitors, customers, company) strategy is defined as the way in which a corporation end