Big Picture Strategy : The Six Choices That Will Transform Your Business.

Cover -- Title Page -- Copyright Page -- Contents -- Introduction -- Planning: You Are Using the Wrong Tools -- Big Picture Strategy in 6Bs: Searching for Simplicity in Complex Markets -- What Big Picture Strategy Gives You -- Getting Rid of the "In-the-Drawer Strategy" -- Pulling Down the Organizational Tower of Babel -- Moving from a Product to a Customer Orientation -- From a Goods-Dominant Logic to Value-Dominant Logic -- From a More-Is-Better View to a Strategy-as-a-Constrained-Choice View -- Chapter 1 Your Strategy, Your Choices -- Giving Up Possibility to Realize Value -- The Go-to-Market Matrix: Only Four Approaches to Going to Market -- Strategy One: Category Development -- Strategy Two: Brand Expansion -- Strategy Three: Brand Commitment -- Strategy Four: Brand Switching -- Selecting a Strategic Quadrant -- The 6Bs: Choices That Drive Strategic Advantage -- Choice 1: Brand -- The Brand as a Strategic Unit of Analysis -- Choice 2: Business Category -- Only Two Category Strategies -- Choice 3: Bodies -- Choice 4: Beliefs -- Choice 5: Behaviors -- Choice 6: Benchmarks -- Chapter 2 Four Go-to-Market Strategies -- Strategy One: Category Development -- Brand -- Business Category -- Bodies -- Beliefs -- Behaviors -- Benchmarks -- Strategy Two: Brand Expansion -- Brand -- Business Category -- Bodies -- Beliefs -- Behaviors -- Benchmarks -- Strategy Three: Brand Commitment -- Brand -- Business Category -- Bodies -- Beliefs -- Behaviors -- Benchmarks -- Strategy Four: Brand Switching -- Brand -- Business Category -- Bodies -- Beliefs -- Behaviors -- Benchmarks -- How to Select a Go-to-Market Strategy -- Chapter 3 Brands -- Who Are We? Brand Architecture Enables Customer Choice -- Brand: Defining Who We Are by Mapping the Customer and the Brand Journey -- Do Brands = Products? -- Brand Architecture and Customer Choice Units.

Brand Architecture Options: An Overview -- What Are We Good At? Competences Enable the Brand Promise -- Core Competence and Strategic Assets -- Auditing Core Competences, Strategic Assets, and Benefits -- The Brand Choice and the Go-to-Market Matrix -- Chapter 4 The Business Category -- Why Category Matters -- Define the Business Category -- How: Using Features to Define the Category -- What: The Product as Category -- Why: The Category as Customer Purpose -- Category Names -- Leadership-Focused Strategies: Expanding the Category -- 1. Sell the Benefit -- 2. Make Your Brand Synonymous with the Category -- 3. Avoid Comparisons -- 4. Set Category Standards -- 5. Develop the Category Infrastructure -- 6. Develop an Ardent Following -- Share-Focused Strategies: Growing Within the Category -- 1. Invite Comparisons -- 2. Build Relative Advantage -- 3. Create and Amplify Dissatisfaction -- 4. Build Relative Core Competence -- The Category Choice: Leadership or Share? -- What Is Good about Leadership-Focus Strategies? -- The Downsides of Leadership-Focused Strategies -- What Is Good about Share-Focused Strategies? -- The Downsides of Share-Focused Strategies -- The Category Choice: The Competitive Frame -- Chapter 5 Bodies: The Customer Focus -- What Is a Customer? -- How to Measure the Value of a Customer -- Categorizing Customer Relationships -- Who Is the Customer? Defining Customers -- Customer Loyalty -- Heart Loyalty -- Head Loyalty -- Hand Loyalty -- Measuring Loyalty -- Managing Loyalty -- The Customer Journey Map as a Planning Roadmap -- Customer Acquisition Investment -- Executing on a Customer Acquisition Strategy -- Customer Retention Investment -- Executing on a Customer Retention Strategy -- The Customer Choice: Acquisition Versus Retention -- Chapter 6 Customer Beliefs -- Step One: Discover Beliefs that Drive Brand Choice.

Whose Beliefs Matter? -- Customer Journey Mapping -- Feature-Benefit-Value Laddering -- Step Two: Evaluate Brand Benefits -- Step Three: Choose the Positioning Benefit for Your Brand -- Step Four: Write the Target Audience Persona -- Step Five: Develop the Value Proposition -- Current Do -- Current Belief -- Desired Do -- Desired Belief -- The Customer Proposition -- The Reasons to Believe (the Positioning Benefit) -- Step Six: Develop Proof -- Value Proposition Considerations -- End-User Focus -- Gain versus Loss Framing -- Importance versus Perception Focus -- Importance Focus -- Perception Focus -- Hybrid Focus: Importance/Perception and Perception/Importance -- The Beliefs Choice and the Four Go-to-Market Approaches -- Chapter 7 Behaviors: Designing Brand Customer Experiences -- Products and Services as Brand Attributes -- A Classification of Products, Services, and Their Attributes -- Pricing as a Communication Tool -- How to Set Price: Pricing Strategy -- Pricing as a Behavioral Tool: Pricing Tactics -- Pricing: Putting It All Together -- Communications: Telling the Brand Story -- Why We Communicate: Communications Objectives -- What to Say: Communications Content -- How to Reach Your Target Audience: Communications Channels -- Distribution Channels: Managing Delivery of the Brand Experience -- Using the Brand Customer Experience Map to Design Touchpoints -- Channel Structure -- Channel Benefits -- Managing Channel Conflict -- Summary: Aligning the Brand and the Customer Journeys -- Chapter 8 Benchmarks: Learning from Our Work -- Using Marketing Metrics to Evaluate Strategy -- Brand -- Business Category -- Bodies -- Beliefs -- Behaviors -- (Financial) Benchmarks -- Using the Brand Experience Map to Operationalize the Strategy and Assess Execution -- Product Metrics -- Pricing Metrics -- Distribution Metrics -- Communications Metrics.

A Final Note about Metrics -- Notes -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- Chapter 8 -- Acknowledgments -- About the Author -- Index -- EULA.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.