Marketing and Competition

  • Michael J. Baker


The issues to be addressed in Chapter 2 include:
  1. 1

    The concept of ‘competition’.

  2. 2

    The nature and value of CUGs (currently useful generalisations).

  3. 3

    The nature and scope of marketing.

  4. 4

    The relationship between market structure, the conduct of suppliers and their performance.

  5. 5

    How these competitive forces shape and influence marketing strategy.

  6. 6

    The impact and consequences of international trade on competition.

  7. 7

    Michael Porter’s concept of the ‘Diamond of National Advantage’.

  8. 8

    The role of government and chance in determining competitive outcomes.

  9. 9

    The development of ‘clusters’ of competitive industries.

  10. 10

    The nature and sources of competitive advantage.

  11. 11

    The contribution of marketing to competitive success.



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Notes and References

  1. 1.
    Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1980).Google Scholar
  2. Michael E. Porter, Competitive Advantage: creating and sustaining superior performance (New York: Free Press, 1985).Google Scholar
  3. Michael E. Porter, The Competitive Advantage of Nations (London: Macmillan, 1990).Google Scholar
  4. 2.
    F. M. Scherer and D. Ross, Industrial Market Structure and Economic Performance (Boston: Houghton-Mifflin, 1990) 3rd edn.Google Scholar
  5. 3.
    Adam Smith, An Enquiry into the Nature and Causes of the Wealth of Nations (1776).Google Scholar
  6. 4.
    T. Levitt, ‘Marketing Myopia’, Harvard Business Review (July-August 1960) p. 45.Google Scholar
  7. 5.
    Porter (1980, 1985, 1990) see n. 1 above.Google Scholar
  8. 6.
    We cannot claim consumer democracy unless it is possible with disproportionate representation, for different consumers have widely different claims or titles to economic wealth. But sovereignty does exist, albeit in the negative sense that consumers within controlled supply economies choose not to consume, rather than accept someone else’s interpretation of what constitutes a satisfying product.Google Scholar
  9. 7.
    Lawrence Abbott, Quality and Competition (New York: Columbia University Press, 1955).Google Scholar
  10. 8.
    Michael J. Baker, Marketing: An Introductory Text (London: Macmillan, 1974) 2nd edn.Google Scholar
  11. 9.
    Scherer and Ross (1990) see n. 2 above.Google Scholar
  12. 10.
    See n. 1 above.Google Scholar
  13. 11.
    5th edn (1991).Google Scholar
  14. 12.
    Michael E. Porter, ‘How Competitive Forces Shape Strategy’, Harvard Business Review (March-April 1979).Google Scholar
  15. 13.
    A. Maslow, ‘A Theory of Human Motivation’, Psychological Review, 50 (1943).Google Scholar
  16. See n. 4 above.Google Scholar
  17. 15.
    Everett M. Rogers, Diffusion of Innovations (New York: Free Press, 1962).Google Scholar
  18. 16.
    Michael E. Porter, ‘The Competitive Advantage of Nations’, Harvard BusinessReview (March–April 1990).Google Scholar
  19. Best of Business International.Google Scholar
  20. 18.
    Thomas Peters and Robert Waterman, In Search of Excellence (New York: Harper & Row, 1982).Google Scholar
  21. 19.
    Michael J. Baker and Susan Hart, Marketing and Competitive Success (London: Philip Allen, 1989).Google Scholar
  22. 20.
    McKinsey and Co., ‘The Winning Performance of the Midsized Growth Companies’, American Business Conference (May) (London: McKinsey and Co.).Google Scholar
  23. 21.
    Veronica Wong, John Saunders and Peter Doyle, ‘The Effectiveness of Marketing Implementation: functional managers’ views of practices in their firm’, in M. J. Baker, Perspectives on Marketing Management, vol. II (Chichester: John Wiley, 1992).Google Scholar
  24. 22.
    David Ricardo, The Principles of Political Economy and Taxation (1817).Google Scholar

Copyright information

© Michael J. Baker 1992

Authors and Affiliations

  • Michael J. Baker

There are no affiliations available

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