http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
"Completely revised and updated, David Aaker's authoritative book approaches strategy development from an external perspective driven by a structured analysis of customers, competitors, market trends, and the broader environment. It shows how to build on strategic analysis to create business strategies that will be relevant and compelling to customers, sustainable to competitive attack, and draw on assets and competencies of the organization. Additional topics such as strategic investment, strategic positioning, growth options, global strategies, and organization building provide guidance to strategists."--Jacket
Part I: INTRODUCTION AND OVERVIEW. Chapter 1: Business Strategy: The Concept and Trends in Its Management. Chapter 2: Strategic Market Management: An Overview. Part II: STRATEGIC ANALYSIS. Chapter 3: External and Customer Analysis. Chapter 4: Competitor Analysis. Chapter 5: Market/Submarket Analysis. Chapter 6: Environmental Analysis and Strategic Uncertainty. Chapter 7: Internal Analysis. Case Challenges for Part II: The Energy Bar Industry, Competing against Wal-Mart. Part III: ALTERNATIVE BUSEINSS STRATEGIES. Chapter 8: Creating Advantage: Synergy and Vision vs. Opportunism. Chapter 9: Strategic Options. Chapter 10: Strategic Options: Value, Focus & Innovation. Chapter 11: Global Strategies. Chapter 12: Strategic Positioning. Case Challenges for Part III: Xerox: The Early Years, Hobart. Part IV: GROWTH STRATEGIES. Chapter 13: Growth Strategies: Penetration, Product-Market Expansion; Vertical Integration and the Big Idea. Chapter 14: Diversification. Chapter 15: Strategies in Declining and Hostile Markets. Case Challenges for Part IV: Dove, Intel. Part V: Implementation. Chapter 16: Organizational Issues. Case Challenge for Part V: Samsung Electronics. Appendix: Planning Forms.
Includes bibliographical references and index.