The Manager's Guide to Competitive Marketing Strategies

The Manager's Guide to Competitive Marketing Strategies

The Manager's Guide to Competitive Marketing Strategies

The Manager's Guide to Competitive Marketing Strategies


The third edition of this best-selling book includes new sections on corporate culture, business intelligence, CRM and leadership, as well as many brand new case studies reflecting current issues including: assessing corporate culture and turning it into competitive advantage, manoeuvring around competitors when trapped in a weak position, energizing a product line and reviving a business after a period of no-growth.

Key features
• Over 60 real life case studies reflecting topical issues of concern in today's climate
• A new 4-step technique to segment markets with greater precision
• Techniques for installing a competitive intelligence system and applying market research techniques effectively
• Comprehensive chapter by chapter examination of market strategies, product/service strategies, pricing strategies and distribution strategies
• Step by step guidelines on how to write a Strategic Marketing Plan with a detailed example

Case studies include:
Positioning a product to gain ground against market leaders
Reviving a business for a new burst of growth after a period of no-growth
Energising a product line plagued by missed opportunities
Manoeuvering around competitors when trapped in a weak position
Assessing corporate culture and turning it into competitive advantage

New sections on:
Business intelligence CRM Leadership Corporate culture


A new style of manager is in the making.

The paper shuffler, the procrastinator, the narrow-focused manager is giving
way to the strategist, the implementer and the innovator.

The following executives from Business Week's 2005 list of the world's best managers embody the qualities of that new breed. They are also the ones who are redefining the meaning of a market-driven organization and the role of marketing for the 21st century.

They represent a variety of backgrounds, industries, experiences and levels of skill. What they have in common is concrete achievement; the ability to move their respective companies forward during periods of economic difficulties, intense global competition and a variety of tough pressures pounding at them from in and out of their organizations. In all, they are the resolute ones that stayed on course through the maelstrom of market and technology changes.

Key accomplishments

Jeffrey Immelt, General Electric, repositioned GE's portfolio with major acquisitions in health care, entertainment and commercial finance. He created a more diverse, global and customer-driven culture.

Steven Reinemund, PepsiCo, attained consistent double-digit earnings
growth through product innovation and smart marketing.

Hector Ruiz, Advanced Micro Devices, launched an initiative to sell low- cost PCs in developing countries in a bid to bridge the widening digital divide.

Robert Nardelli, Home Depot, turned a $46 billion company focused on big- box stores into a $70 billion chain with urban, suburban and international outlets.

1 Source: 'The Best Managers', cover story in Business Week, January 10, 2005 issue.

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