000			02868nam a2200193 4500
003			OSt
005			20171222134446.0
008			171222b xxu||||| |||| 00| 0 eng d
020			_a9780415834278
040			_c
082			_a658.8 _bPIE
100			_aPiercy, Nigel F. _923626
245			_aMarket Led Strategic Change: Transforming the Process of Going to Market
260			_bRoutledge _c2017 _aOxon
300			_a583p
500			_aPart I: Everything has changed, but everything is the same 1. A map for market-led strategic change: using the model without getting lost! 2. The changing world: the new and harsh realities we all face 3. The customer is always right, except when they are wrong: customer satisfaction, customer sophistication and market change 4. The evolution of marketing for a changing world: new ideas win! End of part cases Case 1 The price of oil: black gold or can someone find somewhere to store the filthy stuff? Case 2 Marijuana is the world going to pot or what? Case 3 Business and the global obesity epidemic: who made us fat? Case 4 Privacy: the new product for the 21st century Part II: Developing value-based strategy 5. Value-based strategy: strategic thinking and thinking strategically about value 6. Market sensing and learning strategy: competitive strength through knowing more 7. Strategic market choices and innovation: where to compete, where not to and what's new 7. Customer value strategy and positioning: what have you got to offer, and how does it make you different to the rest? 8. Strategic relationships and networks: building the infrastructure to deliver the strategy 9. Strategic customer relationships: the very special case in thinking about relationship strategy Case 5 Uber: a revolution in personal transport or a death trap? Case 6 Volkswagen and emissions: Hoaxwagen sent to the naughty step Case 7 Music: we built this city on rock `n' roll, but where's the money now? Case 8 Reinventing the healthcare business: an apple a day keeps the doctor away, but only if you throw it very hard indeed Part III: Processes for managing strategic transformation 10. Strategic gaps: the difference between what we want and what we have got 11. Organization and processes for change: building the infrastructure to make it happen 12. Implementation process and internal marketing: making it happen 13. An agenda for market-led strategic change: the last chapter that no one reads Case 9 Alibaba: Amazon plus eBay plus some Case 10 Facebook: OK, Mark, very clever, but where's the money? Case 11 The continuing dilemma for Marks &Spencer: and no jokes about "Has Marks lost its sparks"! Case 12 Counter-implementation strategy: the anatomy of hate and the tactics of the gutter.
600			_aMarketing - Management _923627
942			_2ddc _cLB _k658.5 _mPIE
999			_c110714 _d110714