This much-anticipated new edition has been has been fully revised and updated to reflect the realities of 21st century business, with brand new case studies from globally recognised companies and covering a range topical issues. Lecturers are assisted with support materials including PowerPoint slides, suggested frameworks for using the case studies and case studies from previous editions.

Part I: Everything has Changed, but Everything is the Same... 1. A Map for Market-Led Strategic Change: Using the Model Without Getting Lost! 2. The Changing World: The New and Harsh Realities we all Face 3. The Customer is Always Right, Except When They Are Wrong: Customer Satisfaction, Customer Sophistication and Market Change 4. The Evolution of Marketing for a Changing World: New Ideas Win Part I: End of Part Cases Case 1. The Price of Oil: Black Gold or can Someone Find Somewhere to Store the Filthy Stuff? Case 2. Marijuana: Is the World Going to Pot or What? Case 3. Business and the Global Obesity Epidemic: Who Made us Fat? Case 4. Privacy: The New Product for the 21st Century Part II: Developing Value-Based Strategy 5. Value-Based Strategy: Strategic Thinking and Thinking Strategically About Value 6. Market Sensing and Learning Strategy: Competitive Strength Through Knowing More 7. Strategic Market Choices and Innovation: Where to Compete, Where not to, and What's New 8. Customer Value Strategy and Positioning: What Have You Got to Offer, How Does it Make You Different to the Rest? 9. Strategic Relationships and Networks: Building the Infrastructure to Deliver the Strategy 10. Strategic Customer Relationships: The Special Case in Relationship Strategy Part II: End of Part Cases Case 5. Uber: A Revolution in Personal Transport or a Death Trap? Case 6. Volkswagen and Emissions: Hoakwagen Sent to the Naughty Step Case 7. Music: We Built this City on Rock 'N' Roll, But Where's the Money Now? Case 8. Reinventing the Healthcare Business: An Apple a Day Keeps the Doctor Away, But only if You Throw it Very Hard Indeed Part III: Processes for Managing Strategic Transformation 11. Strategic Gaps: The Difference Between What We Want and What We Have Got 12. Organization and Processes for Change: Building the Infrastructure to Make It Happen 13. Implementation Process and Internal Marketing: Making it Happen 14. An Agenda for Market-Led Strategic Change: The Last Chapter that No-One Reads Part III: End of Part Cases Case 9. Alibaba: Amazon Plus E-Bay Plus Some Case 10. Facebook: Ok Mark, Very Clever, But Where's the Money? Case 11. The Continuing Dilemma For Marks And Spencer: And no Jokes About "Has Marks Lost its Sparks"! Case 12. Counter-Implementation Strategy: The Anatomy of Hate and the Tactics of the Gutter

Nigel F. Piercy BA, MA, PhD, DLitt, FCIM was previously Associate Dean and Professor of Marketing and Strategy at Warwick Business School, having earlier held a chair in strategic marketing at Cranfield School of Management. Before Cranfield and Warwick, he held the Sir Julian Hodge Chair in Marketing and Strategy at Cardiff Business School.