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003			ZW-GwMSU
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008			210524b |||||||| |||| 00| 0 eng d
040			_aMSU _cMSU _erda
100	1		_aSimkin, Lyndon. _eauhtor
245	1	0	_aLeadership teams rediscover market analysis in seeking competitive advantage and growth during economic uncertainty _ccreated by Lyndon Simkin and Sally Dibb
264			_aAbingdon _bTaylor and Francis _c2012
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aJournal of Strategic Marketing _vVolume 20, number 1,
520			_aMany of marketing's long-standing frameworks are finding an uprated role in the current economic turmoil. As companies' leadership teams strive to understand changing market dynamics, recognise that revenue streams are threatened, seek to provide customers with new propositions relevant to their evolving values and combat embattled rivals, core marketing analyses and strategic marketing tools are coming to the fore. In many organisations, it is the non-marketers amongst the leadership team that are turning to these marketing frameworks and incorporating market-led risk assessment of revenue streams to shape new business strategies. While this strategising does not necessarily involve marketers at this most senior level of decision making, it has put marketing's analytical and strategic components at the forefront of corporate decision making. This paper explains how, providing an insight into the strategising process emerging for undertaking such market-led risk assessment, opportunity identification, creation of bases for competing, strategic trade-offs and programme planning.
650	4		_aMarketing in recession
650	4		_aMarketing strategy
650	4		_aGo to market strategy
700	1		_aDibb, Sally. _eauthor
856			_uhttps://doi.org/10.1080/0965254X.2011.628406
942			_2lcc _cJA
999			_c157370 _d157370