Putting a handle on the strategic issues in marketing through a simple framework into which theories and company differences can be located: the strategic pathway. The pathway consists of four interrelated but different sets of issues: market sensing and learning strategy; strategic market choices and targets; customer value strategy and positioning; strategic relationships and network. This framework provides an operational tool for developing and evaluating a company's market strategy. Important context underlying the search for strategic clarity is the weakness of old marketing models in coping with new markets peopled with more sophisticated buyers, and the need for strategic transformation in the process of going to market in many companies. This presentation would be based on the book: Nigel F Piercy, Market-Led Strategic Change: Transforming the Process of Going to Market, 4th ed., Oxford: Elsevier, 2009.
Nigel Piercy BA, MA, PhD, DLitt, FCIM is Professor of Marketing and Strategy, and Associate Dean, at Warwick Business School in the University of Warwick, UK. He has also been visiting professor at Texas Christian University, the Fuqua School of Business at Duke University in North Carolina, the Columbia Graduate School of Business in New York, and at the University of California, Berkeley. He was previously Professor of Strategic Marketing and Head of the Marketing Group atCranfield School of Management. For a number of years he was the Sir Julian Hodge Professor of Marketing and Strategy at Cardiff University. He has managerial experience in retailing and was in business planning with Nycomed Amersham plc (now part of GE Healthcare).Commercial credentials
He has extensive experience as a consultant and management workshop speaker and facilitator with many organizations throughout the world, specializing in the issues of market strategy planning and implementation. Recent client companies have included: KPMG, British Telecom, Allied Dunbar, Corus, Ford Cellular, AT&T, Honeywell, AIB Group, ICL, IMI, Scottish Widows, AMEY, Novar, Yellow Pages, and other smaller companies. His research interests span several areas related to the development of marketing implementation strategy – such as marketing planning and budgeting, internal marketing and marketing organization - and he is currently focusing on a number of projects related to sales organization effectiveness and the sales/marketing interface. Professor Piercy has published sixteen books and has some 250 articles and papers in the management literature throughout the world. Among other awards and prizes, he was the UK Marketing Author of the Year for three years, and has published papers in the Journal of Marketing, the Journal of Advertising, the Journal of the Academy of Marketing Science, the Journal of World Business, and the Journal of Business Research, as well as writing on management and marketing issues in the Sunday Times, the Independent and management magazines. He has authored the best-selling book:Market-Led Strategic Change: Transforming the Process of Going to Market (Oxford: Butterworth-Heinemann, 2009), and works with David W Cravens as co-author of Strategic Marketing,9th ed. (New York, Irwin/McGraw-Hill, 200), a best-selling strategic marketing text published globally. He has collaborated on Total Integrated Marketing – Breaking the Bounds of the Function, with Mac Hulbert and Noel Capon of Columbia Graduate School of Business, published by The Free Press in New York. With Graham Hooley and Brigitte Nicoulaud of Aston Business School, he is co-author of Marketing Strategy and Competitive Positioning, 4th ed. (FT/Prentice-Hall, 2008). His strategic sales research recently led to the book with Nikala Lane entitled Strategic Customer Management: Strategizing the Sales Organization (Oxford: Oxford University Press, 2009).