MARKETING

Marketing

Marketing

Introduction

An effective marketing planning process is central to conventional prescriptionsfor the implementation of marketing. Yet the implied concept of process is commonly restricted to formal planning procedures and plan content. A more complete view of processr ecognizes the impact of both individual manager's behavior and the broader organizational context on the effective operation of the planning process. An exploratory study reveals the existence ofbehavioral planning problemsin marketing planning, and contrasts these with the utilization of analytical planning techniques in explaining the credibility of plans produced. These findings have a number of implications for the management of the marketing planning process, and also for developing a more robust conceptualization of the marketing planning process forfurther study. (Witkowski, 2008, 146)

A priority for theory development in marketing proposed by Witkowski (2008) is the study of the process of strategic marketing planning. One partial contribution to this goal may be to focus on the context of the operation of the marketing planning process, rather than simply the content. This contention finds support in the growing literature addressing implementation and strategic change in marketing , together with the significance of corporate culture and organizational structure in the enactment of the marketing process. (Fullerton , 2007, 107)The marketing literature is replete with prescriptive works on the procedures and format for marketing planning. Conventionally these approaches offer flow models of plan formulation, plan content, implementation and control, providing a logical framework for the application of analytical techniques to support decision making. (Witkowski, 2008, 146)

However, such ordered flow models are suggested to be unsuitable to the truth of planning marketing and their adoption may be positively hurtful to marketing performance. The analytical rigor of the techniques used may itself be suspect. The inherent proposition in this paper is that a broader process perspective in the locality of strategic marketing planning has the promise for enhancing our understanding and proficiency to organize marketing. Specifically, we focus on the influence of managerial beliefs about, and attitudes towards, marketing planning on the productive procedure of the planning process. The extant marketing planning publications is analyzed in the context of qualitative area interviews with marketing executives, and a synthesis is attempted. We then discuss the research methodology taken up, and the measurement constructs utilized.

Next, we evolve from the publications and fieldwork interviews some hypothesized relationships between factors associated with two of the possible dimensions of the marketing planning process and the integrity of the plans made inside respondent organizations. Finally, we discuss the testing of the hypothesized relationships through a route form, and the implications of the study in terms of farther propositions for future research, and propose an expanded administration agenda.

 

Marketing Planning Process

Significant progress in evolving more rigorous analytical techniques for marketing planning is echoed in the up to designated day literature. The general marketing administration publications displays the widespread prescription of ordered flow models and design frameworks. However, a kind of sources suggest that the perform of marketing planning falls somewhat short of the ideals espoused ...