000			01693nam a2200217Ia 4500
003			OSt
005			20180604120604.0
008			140223b2009 xxu||||| |||| 00| 0 eng d
020			_a9781856175043
040			_c
082			_a658.802 _bPIE
100			_aPiercy, Nigel F. _923626
245			_aMarket-Led Strategic Change: Transforming the Process of Going to Market
250			_a4th ed
260			_aLondon _bElsevier Academic Press _c2009
300			_a551p
500			_aPART I: THE IMPACT OF CUSTOMER VALUE IMPERATIVES Chapter 1. New Marketing Chapter 2. The Customer is always right-handed Chapter 3. New marketing meets old marketing Chapter 4. Value-based marketing strategy Case 1 Tata, But Definitely Not Goodbye Case 2 Strangling the Fat Lady at EMI Case 3 The Clouds Raining on the Computer Business PART II: DEVELOPING A VALUE-BASED MARKETING STRATEGY Chapter 5. Strategic thinking Chapter 6. Market sensing and learning strategy Chapter 7. Strategic market choices and targets Chapter 8. Customer value strategy and positioning Chapter 9. Strategic Relationships and networks Case 4 Big Blue Gets Transparent Case 5 Oh, the Tangled Web They Weave at BAA Case 6 The Wild, Wild Rover PART III. PROCESSES FOR MANAGING STRATEGIC TRANSFORMATION Chapter 10. Strategic Gaps Chapter 11. Organization and processes for change Chapter 12. Implementation process Case 7 Tesco - Fresh & Queasy in the USA Case 8 When the Peddle Hits the Mittall Case 9 One-Laptop-Per-Child Stirs Up the Grown-Ups
600			_aStrategic Marketing _97227
942			_2ddc _cLB _k658.802 _mPIE
999			_c70838 _d70838