| Description |
viii, 325 pages : illustrations ; 25 cm |
| Contents |
Machine derived contents note: Contents -- Foreword and welcome 1 -- Acknowledgements 3 -- Part I Long-Range Marketing: Analysis And -- Forecasting 5 -- Chapter 1 Introductory overview 6 -- Aims and objectives 6 -- 1.1 What future lies ahead? 9 -- 1.2 Relationship to marketing 26 -- 1.3 Megamarketing 31 -- 1.4 History of long-range planning 41 -- Chapter 2 Forecasting 49 -- 2.1 Terminology 49 -- 2.2 Types of uncertainty 51 -- 2.3 Planning for survival 51 -- 2.4 Forecasting, budgeting and organisational dynamics 53 -- 2.5 Scope of research 55 -- 2.6 Environmental analysis: scanning 55 -- 2.7 Process of environmental analysis 59 -- 2.8 Detecting weak signals 64 -- Chapter 3 Marketing research 67 -- 3.1 Overview of marketing research 67 -- 3.2 Desk research: internal data 68 -- 3.3 Desk research: external data 69 -- 3.4 Marketing research: key principles 70 -- 3.5 Monitoring 81 -- Chapter 4 Short- and medium-term forecasting 82 -- Chapter 5 Long-range forecasting 110 -- 5.1 Technological forecasting 110 -- 5.2 Delphi studies 111 -- 5.3 Delphi in practice 113 -- 5.4 Jury method 113 -- 5.5 Aids to making judgements in forecasting 122 -- 5.6 Use of models 125 -- Chapter 6 Scenarios 135 -- 6.1 Scenarios compared to other forecasting techniques 135 -- 6.2 Practical development of scenarios 143 -- Chapter 7 Constructing scenarios 156 -- 7.1 Advantages of a simpler approach 156 -- 7.2 Environmental analysis by teams 157 -- 7.3 Stages in scenario planning 159 -- 7.4 Event strings 170 -- 7.5 Systems diagrams 171 -- Chapter 8 Using scenarios 178 -- 8.1 Alternative uses 178 -- 8.2 Value of 'non-standard' scenarios 179 -- 8.3 Towards robust strategies 181 -- 8.4 A practical scenario 182 -- 8.5 'Selling' scenarios to management 191 -- 8.6 Appendix: the Shell approach to scenarios 192 -- Summary of Part 1 204 -- Part 2 Long-Range Marketing: Robust Strategies 205 -- Aims and objectives 206 -- Chapter 9 Purpose of robust strategies 208 -- 9.1 Robust planning 208 -- 9.2 What is distinctive about robust strategies? 212 -- 9.3 Different stakeholders and their interests 213 -- 9.4 Convergence of strategies 214 -- 9.5 Turning points 216 -- Chapter 10 Corporate planning revisited 219 -- 10.1 Styles of long-term planning 219 -- 10.2 Pitfalls of corporate planning 235 -- Chapter I 1 The long-range marketing plan 240 -- 11.1 Short-term and long-term plans 240 -- 11.2 Steps in preparing the long-range plan 241 -- 11.3 Benefits from the planning process 246 -- 11.4 Techniques in long-range planning 250 -- Chapter 12 Devising long-range strategies 254 -- 12.1 Analysing core competences 254 -- 12.2 Emergent strategies 258 -- 12.3 Gap analysis 261 -- 12.4 Creative imitation 265 -- Chapter 13 'Generic' robust strategies 268 -- 13.1 The customer franchise 268 -- 13.2 The power of the brand 270 -- 13.3 Segmentation 273 -- 13.4 Product (or service) positioning 276 -- 13.5 Customer behaviour 278 -- 13.6 Conviction marketing 286 -- Chapter 14 Short-term actions on long-term issues 295 -- 14.1 Lessons of the product life-cycle 295 -- 14.2 The competitive saw 297 -- 14.3 Advertising investment 299 -- 14.4 Position drift 301 -- 14.5 Relationships with customers 305 -- 14.6 Relationships with competitors 311 -- 14.7 Inner marketing: relationships with staff 314 -- Summary of Part 2 320 -- Index 321 -- Contents -- Foreword and welcome 1 -- Acknowledgements 3 -- Part I Long-Range Marketing: Analysis And -- Forecasting 5 -- Chapter 1 Introductory overview 6 -- Aims and objectives 6 -- 1.1 What future lies ahead? 9 -- 1.2 Relationship to marketing 26 -- 1.3 Megamarketing 31 -- 1.4 History of long-range planning 41 -- Chapter 2 Forecasting 49 -- 2.1 Terminology 49 -- 2.2 Types of uncertainty 51 -- 2.3 Planning for survival 51 -- 2.4 Forecasting, budgeting and organisational dynamics 53 -- 2.5 Scope of research 55 -- 2.6 Environmental analysis: scanning 55 -- 2.7 Process of environmental analysis 59 -- 2.8 Detecting weak signals 64 -- Chapter 3 Marketing research 67 -- 3.1 Overview of marketing research 67 -- 3.2 Desk research: internal data 68 -- 3.3 Desk research: external data 69 -- 3.4 Marketing research: key principles 70 -- 3.5 Monitoring 81 -- Chapter 4 Short- and medium-term forecasting 82 -- Chapter 5 Long-range forecasting 110 -- 5.1 Technological forecasting 110 -- 5.2 Delphi studies 111 -- 5.3 Delphi in practice 113 -- 5.4 Jury method 113 -- 5.5 Aids to making judgements in forecasting 122 -- 5.6 Use of models 125 -- Chapter 6 Scenarios 135 -- 6.1 Scenarios compared to other forecasting techniques 135 -- 6.2 Practical development of scenarios 143 -- Chapter 7 Constructing scenarios 156 -- 7.1 Advantages of a simpler approach 156 -- 7.2 Environmental analysis by teams 157 -- 7.3 Stages in scenario planning 159 -- 7.4 Event strings 170 -- 7.5 Systems diagrams 171 -- Chapter 8 Using scenarios 178 -- 8.1 Alternative uses 178 -- 8.2 Value of 'non-standard' scenarios 179 -- 8.3 Towards robust strategies 181 -- 8.4 A practical scenario 182 -- 8.5 'Selling' scenarios to management 191 -- 8.6 Appendix: the Shell approach to scenarios 192 -- Summary of Part 1 204 -- Part 2 Long-Range Marketing: Robust Strategies 205 -- Aims and objectives 206 -- Chapter 9 Purpose of robust strategies 208 -- 9.1 Robust planning 208 -- 9.2 What is distinctive about robust strategies? 212 -- 9.3 Different stakeholders and their interests 213 -- 9.4 Convergence of strategies 214 -- 9.5 Turning points 216 -- Chapter 10 Corporate planning revisited 219 -- 10.1 Styles of long-term planning 219 -- 10.2 Pitfalls of corporate planning 235 -- Chapter I 1 The long-range marketing plan 240 -- 11.1 Short-term and long-term plans 240 -- 11.2 Steps in preparing the long-range plan 241 -- 11.3 Benefits from the planning process 246 -- 11.4 Techniques in long-range planning 250 -- Chapter 12 Devising long-range strategies 254 -- 12.1 Analysing core competences 254 -- 12.2 Emergent strategies 258 -- 12.3 Gap analysis 261 -- 12.4 Creative imitation 265 -- Chapter 13 'Generic' robust strategies 268 -- 13.1 The customer franchise 268 -- 13.2 The power of the brand 270 -- 13.3 Segmentation 273 -- 13.4 Product (or service) positioning 276 -- 13.5 Customer behaviour 278 -- 13.6 Conviction marketing 286 -- Chapter 14 Short-term actions on long-term issues 295 -- 14.1 Lessons of the product life-cycle 295 -- 14.2 The competitive saw 297 -- 14.3 Advertising investment 299 -- 14.4 Position drift 301 -- 14.5 Relationships with customers 305 -- 14.6 Relationships with competitors 311 -- 14.7 Inner marketing: relationships with staff 314 -- Summary of Part 2 320 -- Index 321 |
| Notes |
Published in association with the Open University Business School |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Business planning.
|
|
Marketing.
|
| Author |
Open University. Business School.
|
| LC no. |
97062267 |
| ISBN |
0761958754 |
|
0761958762 |
|
