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AuthorPiercy, Nigel
TitleMarket-led strategic change : transforming the process of going to market / Nigel Piercy
Imprint Oxford ; Boston : Butterworth-Heinemann, 2009
Edition 4th ed
Descript xix, 551 p. : ill. ; 24 cm

CONTENT

The impact of customer value imperatives -- New marketing: marketing is dead, long live marketing -- The customer is always right-handed: customer satisfaction, customer sophistication and market granularity -- New marketing meets old marketing: new marketing wins -- Value-based marketing strategy end-of-part cases -- Tata, but definitely not goodbye -- Strangling the fat lady at EMI? -- The clouds raining on the computer business -- Developing a value-based marketing strategy -- Strategic thinking and thinking strategically -- Market sensing and learning strategy: competitive strength through knowing more -- Strategic market choice and targets: where to compete and where not to -- Customer value strategy and positioning: what have you got to offer how does it make you different to the rest? -- Strategic relationship and networks: building the infrastructure to deliver the strategy end-of-part cases -- Big blue gets transparent -- Oh, the tangled web they weave at BAA -- The wild, wild rover -- Processes for managing strategic transformation -- Strategic pags: the difference between what we what and what we have got -- Organization and processes for change: building the infrastructure to make it happen -- Implementation process and internal marketing: making it happen end of part cases -- Tesco-Fresh and queasy in the USA -- When the peddle hits the mittal -- One-Laptop-Per-Child Stirs up the Grown-Ups


Marketing -- Management Strategic planning

LOCATIONCALL#STATUS
Chula Business School Library658.821 P618M 2009DUE 30-12-20
Sasin Library658.8 P618M 2009CHECK SHELVES

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