PrefaceChapter - 01: Introduction An overview of business and marketingmodelsChapter - 02: 3C framework Maximizing a companys strength relative to thecompetitionChapter - 03: The 4Ps How to design your marketing mixChapter - 04: ADL matrix Strengthening a product portfolio or strategicbusiness unitsChapter - 05: AIDA A business model for improving marketingcommunicationsChapter - 06: Ansoff matrix How to grow your companyChapter - 07: Balanced scorecard Measures and targets for achieving astrategy or improving performanceChapter - 08: Benchmarking Setting targets for business and marketingKPIsChapter - 09: Blue ocean strategy Kick-starting innovation and new productdevelopmentChapter - 10: Boston Consulting Group (BCG) matrix Planning a productportfolio or multiple strategic business unitsChapter - 11: Brand audit Improving the strength of a brandChapter - 12: Bullseye for brand positioning Finding the core values of abrandChapter - 13: Business model canvas Looking at key building blocks to seewhere improvements can be madeChapter - 14: Competitive advantage matrix Working out requirements toobtain a competitive advantageChapter - 15: Competitive intelligence Assessing market strengths andweaknessesChapter - 16: Conjoint analysis Assessing optimum pricing and the value ofcomponent partsChapter - 17: Customer activity cycle Determining opportunities to lock incustomers and give them more valueChapter - 18: Customer journey maps Assessing the current performance ofmarketing and sales processesChapter - 19: Customer lifetime value Estimating customer spend over theirlifetime with the companyChapter - 20: Customer value proposition Creating a compelling purchasemotiveChapter - 21: Diffusion of innovation Launching new products and servicesChapter - 22: Directional policy matrix How to prioritize segments or newideasChapter - 23: Disruptive innovation model Identifying unique ways ofbeating the competitionChapter - 24: Edward de Bonos six thinking hats Brainstorming problems andgenerating new ideasChapter - 25: EFQM excellence model Improving an organizations quality andperformanceChapter - 26: Four corners Analysing competitor strategiesChapter - 27: Gap analysis Improving areas of weakness in a companyChapter - 28: Greiners growth model Recognition and transition throughdifferent phases of company growthChapter - 29: Importance-performance matrix Improving the effectiveness ofany business initiativeChapter - 30: Kano model Identifying purchase motivationsChapter - 31: Kays distinctive capabilities Adding value by identifyingyour distinctive capabilitiesChapter - 32: Kotlers five product levels Adding value to a product orserviceChapter - 33: Market sizing Assessing the size and value of a served orpotential marketChapter - 34: Maslows hierarchy Differentiating market positioningChapter - 35: McKinsey 7S A company health check audit toolChapter - 36: Mintzbergs 5Ps for strategy Devising a competitivestrategyChapter - 37: MOSAIC Setting objectives for current and potentialopportunities and how to reach themChapter - 38: Net Promoter Score® A tool for driving customer excellenceChapter - 39: New product pricing (GaborGranger and van Westendorp)Pricing new productsChapter - 40: Personas Improving the focus of marketing messagesChapter - 41: PEST Assessing four major macro factors that shape acompanys futureChapter - 42: Porters five forces Assessing five economic factors forcompetitive intensityChapter - 43: Porters generic strategies Pinpointing the strongestcompetitive positionChapter - 44: Price elasticity Outlining opportunities for raising orlowering pricesChapter - 45: Price quality strategy Guiding a companys pricing strategyChapter - 46: Product life cycle Determining a long-term product strategyChapter - 47: Product service positioning matrix Positioning productsaccording to quality and service valueChapter - 48: Segmentation Using customer groups to gain competitiveadvantageChapter - 49: Service profit chain Connecting employee satisfaction andperformance with company profitsChapter - 50: SERVQUAL Aligning customer expectations and companyperformanceChapter - 51: SIMALTO Identifying the customer value placed on product orservice improvementsChapter - 52: Stage gate new product development Planning the developmentand launch of new products and servicesChapter - 53: Strategy diamond Entering new marketsChapter - 54: SWOT analysis Analysing growth opportunities at product, teamor business levelChapter - 55: System 1 and System 2 thinking Identifying the emotionalforces that drive decisionsChapter - 56: Tipping point How small changes to behaviour can result inbig achievementsChapter - 57: USP Pinpointing the unique selling point of a product orserviceChapter - 58: Value chain Identifying product or service value during themanufacturing processChapter - 59: Value equivalence line Managing price and product benefits ina business strategyChapter - 60: Value net How to benefit from competitor collaborationChapter - 61: Value-based marketing Adding value to products and servicesto improve profitabilityChapter - 62: VMOST Defining strategies and preparing a business planChapter - 63: Weisbords six box model Assessing the efficient functioningof an organizationIndex