Developing business strategies /
David A. Aaker.
2nd ed. --
New York : Wiley, c1988.
xv, 364 p. : ill. --
More Details
New York : Wiley, c1988.
catalogue key
Includes bibliographies and index.
A Look Inside
About the Author
Author Affiliation
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
Main Description
''An exceptional tool for the challenges facing today's corporate planner. It should be read by every manager involved in planning and strategy.'' --Robert R. Lindberg Vice-President, Corporate Development Transamerica Corporation Shows managers how to anticipate market trends, threats, and opportunities, and how to develop strategies that can help their companies respond and grow. Thoroughly revised from the acclaimed 1984 edition, with over 50% new material, the 2nd edition emphasizes a market-responsive approach to creating strategies that any business manager can use to generate effective strategic options in today's constantly changing marketplace. New chapters cover external analysis, customer analysis, competitor analysis, and developing strategy in mature or stagnant markets, and there is expanded coverage of sustainable competitive advantages (SCA).
Main Description
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.
Table of Contents
Introduction And Overview
Business Strategy: The Concept and Trends in Its Managementp. 3
What Is a Business Strategy?p. 4
Strategic Thrusts--The Route to SCAsp. 6
A Strategic Business Unitp. 8
Strategic Market Management: A Historical Perspectivep. 8
Strategic Market Management: Characteristics and Trendsp. 12
Why Strategic Market Management?p. 15
Strategic Market Management: An Overviewp. 18
External Analysisp. 19
Internal Analysisp. 24
Creating a Vision for the Businessp. 26
Strategy Identification and Selectionp. 28
Selecting among Strategic Alternativesp. 32
The Processp. 33
Strategic Analysis
External and Customer Analysisp. 37
External Analysisp. 37
The Scope of Customer Analysisp. 42
Segmentationp. 42
Customer Motivationsp. 47
Unmet Needsp. 52
Competitor Analysisp. 56
Identifying Competitors--Customer-Based Approachesp. 57
Identifying Competitors--Strategic Groupsp. 59
Potential Competitorsp. 61
Competitor Analysis--Understanding Competitorsp. 62
Competitor Strengths and Weaknessesp. 66
Obtaining Information on Competitorsp. 72
Market Analysisp. 76
Dimensions of a Market Analysisp. 77
Actual and Potential Market Sizep. 78
Market Growthp. 79
Market Profitability Analysisp. 82
Cost Structurep. 85
Distribution Systemsp. 86
Market Trendsp. 87
Key Success Factors--Bases of Competitionp. 88
Risks in High-Growth Marketsp. 89
Environmental Analysis and Strategic Uncertaintyp. 96
Dimensions of Environmental Analysisp. 97
Dealing with Strategic Uncertaintyp. 103
Impact Analysis--Assessing the Impact of Strategic Uncertaintiesp. 104
Scenario Analysisp. 106
Internal Analysisp. 111
Financial Performance--Sales and Profitabilityp. 112
Performance Measurement--Beyond Profitabilityp. 115
Determinants of Strategic Optionsp. 119
From Analysis to Strategyp. 122
Business Portfolio Analysisp. 122
Appendix: Projecting Cash Flow--Sources and Uses of Fundsp. 127
Alternative Business Strategies
Obtaining a Sustainable Competitive Advantagep. 133
The Sustainable Competitive Advantagep. 134
The Role of Synergyp. 139
Strategic Vision versus Strategic Opportunismp. 142
A Dynamic Visionp. 149
Differentiation Strategiesp. 154
Successful Differentiation Strategiesp. 155
The Quality Optionp. 157
Building Strong Brandsp. 164
Cost, Focus, and the Preemptive Movep. 172
Low-Cost Strategiesp. 172
Focus Strategiesp. 180
The Preemptive Movep. 183
Strategic Positioningp. 192
The Role of the Strategic Positionp. 193
Strategic Position Optionsp. 200
Developing and Selecting a Strategic Positionp. 209
Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Ideap. 212
Growth in Existing Product Marketsp. 213
Product Development for the Existing Marketp. 217
Market Development Using Existing Productsp. 221
Vertical Integration Strategiesp. 223
Entry Into a Profitable Business Areap. 225
Risks of Managing a Different Businessp. 226
The Big Ideap. 227
Diversificationp. 231
Related Diversificationp. 232
The Mirage of Synergyp. 237
Unrelated Diversificationp. 239
Entry Strategiesp. 245
Strategies in Declining and Hostile Marketsp. 250
Creating Growth in Declining Industriesp. 251
Be the Profitable Survivorp. 253
Milk or Harvestp. 254
Divestment or Liquidationp. 256
Selecting the Right Strategy for the Declining Environmentp. 258
Hostile Marketsp. 260
Global Strategiesp. 266
Motivations Underlying Global Strategiesp. 267
Standardization versus Customizationp. 271
Strategic Alliancesp. 273
Global Leadership Not Global Brandsp. 275
Strategic Alliancesp. 277
Implementationp. 287
A Conceptual Frameworkp. 288
Structurep. 288
Systemsp. 291
Peoplep. 292
Culturep. 294
Obtaining Strategic Congruencep. 298
Organizing for Innovationp. 302
A Recap of Strategic Market Managementp. 305
Planning Formsp. 309
Indexp. 323
Table of Contents provided by Syndetics. All Rights Reserved.

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