By Graeme Drummond, John Ensor, Ruth Ashford
The thoroughly revised and up-to-date third variation of the highly winning Strategic advertising and marketing: making plans and regulate keeps to pre a concise but complete synthesis of the major strategic advertising suggestions. The textual content cuts in the course of the complexity and jargon surrounding the topic and is tightly written to deal with the examining time ures on students.A transparent, complete and effortless textual content it pres an unrivalled digest of the instruments, ideas and data required to appreciate strategic advertising. protecting modern concerns via exploring present advancements in advertising and marketing idea and perform. It offers-. assurance of key advancements in shopper dating administration, company ethics, market-led orientation and resource/asset-based methods to inner research and making plans. A hugely examination centred strategy which has been type verified and sophisticated. a brand new bankruptcy providing a problem-based studying (PBL) method of the topic. completely revised and up to date case reviews and vignettes of actual international bestpractice in the course of the textNow validated as one of many best texts within the box Strategic advertising third variation will stay a vital studying software for CIM scholars and advertising undergraduates and postgraduates. it's going to even be perfect for advertising and marketing execs who are looking to increase their strategic wisdom and people on correct government courses.* totally revised, up to date and stronger new version, advised for the CIM specialist degree in advertising and marketing and excellent for undergraduate/postgraduate research* Concise but entire and obtainable technique made preferred via the highly profitable past variants* New good points comprise chapters on patron courting administration, enterprise ethics and problem-based studying (PBL)
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Additional info for Strategic Marketing, Third Edition: Planning and Control
2 Failure to react: Competitors can be lulled into a false sense of security in an industry that, over a long period of time, has seen very little change. In this situation companies can be extremely slow to react to a competitive move. The classic example is British motorcycle companies failing to react to the entry of Japanese manufacturers into the lower end of the market. 3 Specific reactions: Some competitors may react, but only to competitive moves in certain areas. For instance they may always react to any price reductions, or sales promotions, as they believe these will have an important impact on their business.
Low-capacity utilisation can increase fixed costs, per unit of manufacture. On the other hand, it 31 32 Strategic Marketing: Planning and Control ● offers a competitor production capacity for new products. The flexibility of production staff is also an important issue to identify. In the service sector, capacity and staff flexibility are just as important. Factors such as the ability to pull in additional staff on a temporary basis gives a service company an important capability. ● Financial capabilities: The ability to finance developments is a critical area.
The car industry would be made up of a number of strategic groups. Strategic groups Strategic groups are made up of organisations within the same industry that are pursuing equivalent strategies targeting groups of customers that have similar profiles. Aston Martin’s strategic group is likely to contain Ferrari, Lotus, Lamborghini, etc. All these companies are following similar strategies and facing similar strategic questions. They are also aiming at very similar market segments. In the airline industry there are at least three strategic groups.