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The term "strategic thinking" is a relatively recent addition to the lexicon of marketing concepts. Its popularity arises from increasing discontent with highly formalized marketing planning approaches that replace creativity with paperwork and Jock executives into a dangerously predictable repertoire of strategic options. Despite the frequent call for strategic thinking to augment the marketing planning process, there is woefully little written on the subject. It would seem that the admonition to THINK emphasized by the late Thomas Watson at IBM is not enough. Rather, strategic thinking requires a perspective on what to think about. The properties of games, which we will describe, provide a valuable insight into what an executive should consider when asked to think strategically regarding a marketing problem or opportunity. These properties form the basis for the game theory approaches in decision analysis where mathematics is the dominant feature. Unfortunately, the impenetrable language of mathematics has obscured the fundamental properties of games so that marketing executives cannot readily use them in a corporate setting. We will look here at these fundamental game properties and see what insights they offer for strategic marketing thinking and formulating competitive strategy.

In the 21st century information technologies have a decisive influence on business development. The most important changes are already taking place in the development of marketing activities on the Internet and will be increasingly linked to the emergence of a global information system in the future. According to some estimates, by 2014 – the beginning of hostilities in Ukraine, most small, medium and large enterprises have been using online marketing. The Internet is used not only by computer information technology professionals, but also by a grow- ing number of sectors of society. Commercial users of the Network – are the fastest growing part of the users of the "world wide web" (World Wide Web – WWW). The number of companies developing Internet strategies to support business is constantly increasing and this has a significant positive impact on business development.

This book investigates how strategic marketing is influencing organizations' innovation performance. It presents a structured study conducted on micro, small and medium enterprises (MSMEs) to identify the correlation between innovation and strategic marketing in both Indian manufacturing and service organizations. Strategic marketing, which achieves excellence in organizations, is at the heart of improving productivity, profitability and market sustainability, while also supplying organizations a much sought-after competitive advantage. It has been observed that strategic marketing can significantly help any manufacturing firm to attain the required level of growth, and can specifically be used by Indian firms as a means of deriving differential advantages. Indian organizations that pursue more traditional approaches to strategy are now feeling the intense market pressure to modify their policy with respect to quality. The result has been a shift to 'Strategy with Innovation'. As market competition has again increased, providing quality products and services alone is no longer sufficient; companies are additionally expected to provide products with a touch of innovation to attract customers. This calls for innovation in terms of products, processes, technologies, systems and practically every other area of an organization, which can only be achieved by combining strategies and innovation. This book identifies the variables of strategic marketing that can help companies significantly boost their innovation performance, making it a valuable resource for students, researchers, professionals and policymakers alike.

Develops a strategic planning framework for long‐range marketing
policy making. Uses this framework to explore the relationship between
marketing orientation and total quality management and extends Kotler′s
model of three types of marketing strategic orientation on the
perspective of total quality management. Uses two group consensus
management techniques (quality function deployment and analytic
hierarchy process) and competitive benchmarking to demonstrate how a
particular company can make a decision on which strategic marketing
orientation to adopt. Furthermore, shows how a company can evaluate
itself relative to its competitors on the basis of strategic marketing
orientation.