Strategic Marketing: An Introduction

Strategic Marketing: An Introduction

Strategic Marketing: An Introduction

Strategic Marketing: An Introduction


Fully updated and revised to include the latest case studies and examples from a broad range of industry sectors, this second edition of Strategic Marketing: An Introductionis a concise, thorough and enlightening textbook that demonstrates how organizations can cope with a myriad of demands by better understanding themselves, their products or services, and the world around them.

From assessing internal relationships to planning and implementing marketing strategies, and featuring analysis of relationship marketing and strategic alliances, Proctor uses insights from a range of key models and theoretical frameworks to illustrate how an organization can successfully take advantage of 'strategic windows' to improve its position. Core issues covered include:

  • marketing strategy
  • analyzing the business environment
  • the customer in the market place
  • targeting and positioning
  • marketing mix strategy.

This textbook is the complete guide to assessing and imposing a realistic and successful marketing strategy to fit an organization, its resources and objectives, and the environment in which it operates. Accessibly written and supported by a user-friendly companion website, this new edition of Strategic Marketing: An Introductionis an essential resource for all students of marketing and business and management.

A companion website provides additional material for lecturers and students alike:


The second edition of this book features additional material to what was in the first volume. Many new tools and techniques are visited and illustrations of how these can be used in conjunction with a spreadsheet are highlighted. The accompanying website and instructor manual provide computer file download files which can be used to employ the illustrated models and techniques. The spreadsheet models incorporate graphical material so that the models can be viewed in spatial terms and not just numerical outputs.

Additional case studies and accompanying questions have been incorporated into the text which provide material for reflection and study. I am particularly grateful to two of my colleagues, Ioanna C. Papasolomou in Cyprus and Rosmimah Mohd Roslin in Malaysia, for their additional case study material and continued interest in the book. The case studies they have provided add an international flavour to the book. I have also included material in the text which relates aspects of international marketing and which will provide some underpinning for the cases written by my two colleagues.

I was originally spurred on to write a book about strategic marketing in the belief that it was somehow a different subject to that one normally reads about in most textbooks on marketing management. I was fascinated by such metaphors as the strategic window, the boiled frog company and future shock. I thought that it represented a new dimension to marketing. I have not been too disappointed by my endeavours. The book contains a lot of material that one does not usually find in a volume on marketing management but at the same time some of the old familiar terms still appear.

There are many definitions of strategy, but in business it refers to how a firm approaches both setting and achieving organizational objectives. In this book we look specifically at marketing strategy and in particular the strategy concerning the formulation and implementation of the marketing mix. The successful implementation of the marketing mix leads to satisfaction of customer wants and needs and increases the likelihood of achieving an organization’s objectives in the market place. In recent years, relationship marketing has come to the fore as strategic alliances and networks involving firms working together towards shared goals has become more fashionable. The strategic management of such relationships is at the core of relationship marketing. The argument put forward in this book is that when changes in the market and the marketing environment are incremental in nature, firms can successfully adapt themselves to the new situation by modifying current marketing and other functional programmes.

Such changes can be introduced through technological innovations, changes in customer tastes, changes in legal regulations, economic and financial constraints or any changes in environmental conditions. The nature of competition may also change and in particular the elements which make up the five forces of Porter’s competition model. New entrants to the industry may appear; substitute . . .

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