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West, Ford & Ibrahim: Strategic Marketing 2e

Chapter 03

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Dishman, Paul L., and Jonathan L. Calof (2008), ‘Competitive Intelligence: A Multiphasic Precedent to Marketing Strategy’, European Journal of Marketing, 42 (7/8), pp. 766–85.

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Johnson, Gerry, and Kevan Scholes (2005), Exploring Corporate Strategy, (Harlow: Prentice-Hall Europe Ltd.).

Johnston, Michael, Audrey Gilmore, and David Carson (2008), ‘Dealing with Environmental Uncertainty: The Value of Scenario Planning for Small to Medium-sized Enterprises’, European Journal of Marketing, 42 (11), pp. 1170–8.

Juhari, A. S., and D. P. Stephens (2006), ‘Tracing the Origins of Competitive Intelligence throughout History’, Journal of Competitive Intelligence and Management, 3 (4), pp. 61–82. Kachaner, Nicolas, and Michael S. Deimler (2009), ‘Stretching the Strategy Process’, Strategic Decision, 25 (1), pp. 17–20.

Kaplan, Robert S., and David P. Norton (1992), ‘The Balanced Scorecard—Measures that Drive Performance’, Harvard Business Review, January–February, pp. 71–90.

Kaplan, Robert S., and David P. Norton (1996), ‘Using the Balanced Scorecard as a Strategic Management System’, Harvard Business Review, January–February, pp. 75–85.

Kotler, Philip (2000), Marketing Management (Englewood Cliffs, NJ: Prentice Hall, Inc.).
Miles, Raymond E., and Charles Snow (1978), Organisational Strategy, Structure and Process (New York: McGraw-Hill, Inc.).

Mintzberg, Henry (1990), ‘The Design School: Reconsidering the Basic Premises of Strategic Management’, Strategic Management Journal, 11 (3), pp. 171–95.

Mintzberg, Henry (1994a), The Rise and Fall of Strategic Planning (Englewood Cliffs, NJ:
Prentice Hall, Inc.).

Mintzberg, Henry (1994b), ‘Rethinking Strategic Planning, Part I: Pitfalls and Fallacies’, Long Range Planning, 27 (3), pp. 12–21.

Mintzberg, H., and J. Lampel (1999), ‘Refl ecting on the Strategy Process’, Sloan Management Review, 40 (Spring), pp. 21–30.

O’Shaughnessy, John (1995), Competitive Marketing: A Strategic Approach (London: Routledge). Porter, Michael E. (1979), ‘How Competitive Forces Shape Strategy’, Harvard Business Review, March–April, pp. 137–45.

Porter, Michael E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press).

Porter, Michael E. (1985), Competitive Advantage: Creating and Sustaining Superior Performance (New York: The Free Press).

Porter, Michael E. (2008), ‘The Five Competitive Forces that Shape Strategy’, Harvard Business Review, January, pp. 79–93.

Tarraf, P., and R. Molz (2006), ‘Competitive Intelligence at Small Enterprises’, SMA Advanced Management Journal, 71 (4), pp. 24–35.

Trim, Peter R. J., and Yang-Im Lee (2008), ‘A Strategic Marketing Intelligence and Multi-organisational Resilience Framework’, European Journal of Marketing, 42 (7/8), pp. 731–45.

Utterback, James M., and W. J. Abernathy (1975), ‘A Dynamic Model of Product and Process Innovation’, Omega, 3 (6), pp. 639–56.

Verity, J. (2003), ‘Scenario Planning as a Strategy Technique’, European Business Journal, 15 (4), pp. 185–95.

Weihrich, Heinz (1982), ‘The TOWS Matrix—A Tool for Situation Analysis’, Long Range Planning, 15 (2), pp. 54–66.

Wheelen, Thomas L., and David J. Hunger (2004), Strategic Management and Business Policy (New York: Addison-Wesley Publishing Company, Inc.).

Wilson, Richard M. S., and Colin Gilligan (2005), Strategic Marketing Management: Planning, Implementation and Control (Oxford: Elsevier Butterworth-Heinemann).

Wright, S. (2005), ‘The CI Marketing Interface’, Journal of Competitive Intelligence and Management, 3 (2), pp. 3–7.