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To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Purpose – Libraries have been experiencing relentless change and uncertainty in their environment. The literature on corporate communications, strategic management and planning, marketing and public relations more recently, has been recommending using communications as a strategy to coherently and proactively handle and foresee change. Planning and using an overall communications strategy will bring integrity and adherence to the library's goals and direction while reducing the discomfort of change. This selected bibliography is a quick starting point for understanding the significance of an overall communication strategy and its use for managing conflicts and changes in the library's environment strategically. Design/methodology/approach – This article covers books and articles from mid‐1980s to 2004, published around the world. The sources are listed alphabetically by author and then chronologically for different sources by the same author, providing brief but useful information about the content covered for each source. Findings – This bibliography illustrates a variety of research from corporate communications, strategic planning, communications management, marketing and public relations literature that emphasize the role of communication in strategic management. Research limitations/implications – It records a comprehensive list of publications covering international perspectives as well as publications about communication strategy. Practical implications – This selected bibliography is primarily intended for librarians, library planners, managers or administrators, but is also relevant to corporate and business professionals, planners and administrators. Further, it would also be a useful resource for students, faculty and researchers of communication. Originality/value – This bibliography presents a much needed resource list for gathering insights into the strategic role of communication for organizations such as the library that are in a state of constant change.

Crisis planning, which symbolizes an organization's crisis preparedness and often conceptualized at the corporate headquarters, is increasingly decentralized to regional centers of global companies. These centers, in turn, synchronize their crisis master plans with its national units for expeditious management of localized crises. The purpose of this paper is to capture the decision‐making processes that practitioners at a regional center faced as they nurtured their master plan from conception to implementation.

The qualitative method is used. This is a case study of a Fortune 500 company with plants in every continent. The company has four regional centers, and the center under study oversees more than 20 national units or countries.

This study found a deep divide in attitude, expectation, and style between what practitioners and the dominant coalition regarded as necessary and sufficient measures in crisis planning.

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Studies like this, grounded in the practitioner's world, add rich layers of context to understanding how theory and practice can integrate. Given that in this study, corporate communications has been found to be regarded as an auxiliary, rather than ancillary, function in this study, this paper offers practical tips on what practitioners can do to transform organizational perception.

Such studies are rare because of the lack of accessibility to data. Practitioners are hesitant to grant access because of the highly sensitive nature of this topic, for fear of reprisals from their organizations, and an inadvertent revelation of organizational privacy and secrets.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

The purpose of this paper is to provide an overview of account planning by tracing its origins, development and role from its genesis to its current status. Account planning grew out of dissatisfaction with advertising agencies’ ability to meet the challenges they were facing in the early 1960s. It started out by combining elements of research and strategic planning to inform creative development and to provide the guidance and direction needed to use consumer insight to drive successful creative solutions. Since those early beginnings, a changing advertising environment has fuelled account planning’s exodus as it has been adopted internationally and by marketing communications fields that extend beyond advertising. While the paper brings us to the current day, account planning continues to evolve. It is expected that the trend of adoption by a range of marketing communications specialist agencies will persist but that a new account planning “revelation” will be in the form of independent strategy consultancies and increased client activities.

The purpose of this paper is to illustrate the tasks involved in the planning and implementation of integrated marketing communications using an interesting, real‐life case study.

A mix of secondary and primary research is used: analysis of academic literature, market research data and organisational data, as well as interviews conducted with members of the Renault Marketing Team.

The planning and implementation of integrated marketing communications is complex and involves a wide range of different management tasks. These include: situation analysis and identification of marketing communications opportunities; choosing the right marketing communications agency; campaign development and implementation, including the selection of the marketing communications mix, creative execution and media planning; campaign evaluation; planning of follow‐up campaigns; and managerial coordination between all tasks and parties involved to ensure integration of marketing communications initiatives throughout the campaign.

Applies marketing communications theories to a real‐life example and illustrates comprehensively the management tasks involved in the planning and implementation of integrated marketing communications campaigns. Provides hyperlinks and references to organisations and bodies relevant to the marketing communications industry as well as academic literature.

The need for a more overt marketing orientation within planned shopping centres in the UK has been noted by various authors. However, the management orientation of planned shopping centres has been described as property‐ rather than customer‐led. This article considers the role of marketing for planned shopping centres, with particular reference to regional shopping centres (RSCs). The emphasis of marketing activity in this context is primarily promotional, and the process by which promotional activities are planned and implemented by RSCs is considered and contrasted with Fill's model of the marketing communications planning process.

Semi‐structured interviews were undertaken with marketing managers in four of the nine RSCs in the UK (two interviews were face‐to‐face, one interview was by telephone and one interview was via e‐mail). These exploratory interviews sought to identify: respondents’ perceptions of marketing and the role of the marketing function within the organisation; the nature of the marketing/promotional objectives that were set; the identity of the target audiences for marketing/promotional activity; the process by which this activity was planned; and the specific marketing/promotional tools used. All the interviews were analysed using the template analysis technique.

Findings are reported under the following headings: role of marketing; perceptions of marketing; marketing planning; target audiences/objectives; promotional activities; and evaluation.

This research is exploratory, comprising four interviews (however, there are only nine RSCs in the UK). More detailed research into the processes of marketing communications planning in this context should be implemented.

This paper shows how general models relating to theoretical aspects of marketing (in this case marketing communications planning), may need to be amended to reflect the practical reality of specific market contexts and the discussion section of the paper outlines this in more detail.

Following on from the above point, the paper provides a framework for marketing communications planning in the specific context of RSCs in the UK. As such, it has resonance for the practice of marketing in all planned retail developments.

Integrated marketing communications (IMC) is regarded as an important marketing management issue because of increasingly dynamic market conditions, and the impact that this dynamism is having on the effectiveness of traditional marketing communications tools and planning approaches. IMC relates to me strategic management of marketing communications to achieve superior brand performance. This paper uses that Integrated Marketing Audit (Duncan and Moriarty, 1997) as a mechanism to analyse the degree of integration of marketing communications management and link this to measures of brand performance. The research employs the Australian and New Zealand wine industries as a context to consider this relationship. Analysis suggests that a higher degree of integration in marketing communications management results in better brand performance. As a result, managers of wine brands should consider how to adopt IMC principles and review their management of marketing communications.

Marketing planning is an often neglected subject in small wineries. This article examines why planning is essential and how a plan can be prepared. It then details how a winemaker can impart information about his products.

A postal survey of directors and managers of corporate communications, communications, public relations, human resource management and marketing was con‐ducted among over 1,000 UK organizations, resulting in the views of over 200 directors and managers being captured and reported. The survey was conducted by members of a UK university research unit which focuses or the development of the emerging field of corporate communications management and the survey was spon‐sored by the UK Chapter of the International Association of Business Communicators. Collates and interprets the data generated in order to explicate a snap‐shot view of the structure, operation, and evolution of the embryonic management field of corporate communications. Researchers recognized that many practitioners are working ahead of any major developments in significant underpinning principles of theory. The needs and possibili‐ties for future development of the field were to be exam‐ined from the results of the study.