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Article
Publication date: 1 April 2002

Lyndon Simkin

The exponents of marketing planning have for over a decade warned of the internal operational, cultural and process impediments to the effective implementation of marketing

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Abstract

The exponents of marketing planning have for over a decade warned of the internal operational, cultural and process impediments to the effective implementation of marketing plans. Recently, they have been joined by the market segmentation specialists and many of the “gurus” of modern marketing management. Unfortunately, the syllabi of most business school marketing courses and the content of their recommended textbooks fail to reflect this concern for implementation issues. Marketers must provide the necessary internal operational and resource requisites for effective marketing planning, utilise suitable processes for undertaking these activities, and manage the on‐going implementation of the recommended marketing plans.

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Marketing Intelligence & Planning, vol. 20 no. 2
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 July 1982

Gordon E. Greenley

Examines a programme of research into marketing planning in UK manufacturing companies containing results of the first stage of fieldwork. Aims to get an initial and broad…

Abstract

Examines a programme of research into marketing planning in UK manufacturing companies containing results of the first stage of fieldwork. Aims to get an initial and broad understanding of the approach that firms take in the planning of their marketing function. Investigates questions and issues in the second stage of the research, which will be reported at a later date. Reports results of this first stage which, it is reported, are considered to be a useful contribution to marketing planning. States that results are reported in five sections and presents these. Uses a postal questionnaire from summer 1980, of which 80 firms sent a response, giving the structure using a table to show this. Classifies respondents by size using the criteria of both sales turnover and number of employees. Further, the sample was classified by the job function of the employee in the company who completed the questionnaire.

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European Journal of Marketing, vol. 16 no. 7
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 May 1988

Donald V. Shiner

Despite 40 years of research by many social science disciplines, the conduct of planning in the business firm is not well modelled or understood. For marketers, this…

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4459

Abstract

Despite 40 years of research by many social science disciplines, the conduct of planning in the business firm is not well modelled or understood. For marketers, this presents a particularly important problem. Marketing planning is particularly susceptible to the heirarchical nature of the planning process and the need to develop both deliberate and emergent plans. Since marketers provide the interface between the firm and its markets and customers, they must provide the essential strategic and tactical planning direction to the firm's overall strategic planning process. Marketing planning has a strategic and tactical component. Marketers must be precise with their use of terminology, being careful to identify exactly what they mean when they use the terms planning, marketing and strategy.

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European Journal of Marketing, vol. 22 no. 5
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 October 2005

David Pickton

This viewpoint, based on research undertaken by Forrester Research, aims to assess the impact of technological change on consumer behaviour, especially media habits, and…

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3089

Abstract

Purpose

This viewpoint, based on research undertaken by Forrester Research, aims to assess the impact of technological change on consumer behaviour, especially media habits, and the implication this holds for marketing planners. Currently, it is believed that marketing planners are out of step with new customer behaviours growing out of the changing consumer technological environment. Left Brain Marketing Planning emphasises the need, opportunity and the means by which planners can adopt more analytical procedures to improve marketing planning by greater use of data‐driven approaches that permit the selection and allocation of marketing resources based on an holistic picture of customers across all points in the buying process.

Design/methodology/approach

A two stage approach adopted by Forrester Research. First, a marketing allocation tool was devised using Forrester's Consumer Technographics® data to understand how consumers interact with 13 media. These were used to index each medium against four marketer inputs: business goals, target audience, product type, and targeting approach. Second, interviews were conducted with marketers and agencies to understand current marketing planning processes and best practices and their response to the marketing allocation tool. Interviews were also held with marketing planning experts for additional perspectives around how they anticipate marketing planning will change over the next five years.

Findings

Principally, current marketing planning processes are based on traditional approaches that take too little account of the new realities brought about by technological change. The media selected in the marketing planning process do not reflect the media habits of today's consumers. New technology has changed customer behaviour and new technology holds the means by which this can be monitored and evaluated to assess the effectiveness of marketing plans as they are implemented. Changes need to be made, and the means are at hand to achieve such changes, that allow more analytical approaches to marketing planning in understanding what is happening in today's marketplaces and not just an emphasis on marketing metrics for the purpose of meeting internal financial imperatives.

Originality/value

There is much debate about the dynamics in marketing planning between creative approaches and a greater emphasis on marketing metrics to ensure greater marketing accountability. This paper highlights the importance of analytical approaches that do not, of themselves, limit creativity. While encouraging the use of measurement and analytical tools, the paper emphasises the need to use these throughout the planning process and exploit the facilities enabled by new technology to assist in the process of better understanding consumers and communications and buying processes.

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Marketing Intelligence & Planning, vol. 23 no. 6
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 March 1994

Russell Abratt and Nicola Higgs

There has been rapid political, social and economic change in SouthAfrica since 1990. As a result of the fall of apartheid, South Africa isslowly taking its place in the…

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2657

Abstract

There has been rapid political, social and economic change in South Africa since 1990. As a result of the fall of apartheid, South Africa is slowly taking its place in the global village. Foreign companies are considering South Africa as a good market for their goods and as a source of supply of raw material and partly processed goods. Aims to review the marketing planning practices of large South African companies. A comprehensive review of the marketing planning literature has been undertaken. A study of 73 companies quoted on the Johannesburg Stock Exchange was undertaken. It was established that all these companies had a comprehensive annual marketing plan and they followed the procedures, and used the techniques described in the normative marketing literature. Global organizations looking for South African partners will find the level of marketing planning sophistication highly satisfactory.

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Marketing Intelligence & Planning, vol. 12 no. 2
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 February 1994

Russell Abratt, Maria Beffon and John Ford

Marketing planning and the annual budget are two procedures thatorganizations engage in. Although controlled by the marketing departmentand the finance department…

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7033

Abstract

Marketing planning and the annual budget are two procedures that organizations engage in. Although controlled by the marketing department and the finance department respectively, the marketing plan and annual budget are interlinked in many ways. Investigates the importance of this interrelationship. Reports on the results of a study of 41 fast moving consumer goods companies following a literature review of budgeting and marketing planning. The results show that there is a high degree of interaction between the marketing and finance departments. They also show that most companies tended to do the marketing plan and annual budget together. In addition, the sales forecast, although controlled by the marketing department, is set to meet financial targets.

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Marketing Intelligence & Planning, vol. 12 no. 1
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 April 1990

Janet R. McColl‐Kennedy, Oliver H.M. Yau and Geoffrey C. Kiel

Numerous studies have made it clear that many businesses, both inAustralia and overseas, have not yet adopted a marketing plan as a basicoperational tool. A mail study was…

Abstract

Numerous studies have made it clear that many businesses, both in Australia and overseas, have not yet adopted a marketing plan as a basic operational tool. A mail study was conducted to survey the use of marketing plans in different types of Australian companies. Analysis of the survey results indicated that: (1) the prime responsibility for preparing and approving marketing plans varies between company type, (2) the time period of marketing plans varies between company type, (3) companies with high sales turnovers tend to incorporate a longer time horizon into their marketing plan, (4) no relationship was found between awareness and usage levels of planning tools and company type, and (5) companies with high sales turnovers have an average level of awareness and use of planning tools. Recommendations are made based on these findings.

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Marketing Intelligence & Planning, vol. 8 no. 4
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 May 1990

David J. Carson

The marketing planning process is reviewed in two separate works.The first treats it as a “composite” model, comprehensivelyhandled at both the strategic and the…

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1306

Abstract

The marketing planning process is reviewed in two separate works. The first treats it as a “composite” model, comprehensively handled at both the strategic and the operational planning levels of management. The second emphasises the current lack of follow‐through by implementation of marketing strategies and plans and the consequent schism existing between researchers and practitioners.

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Marketing Intelligence & Planning, vol. 8 no. 5
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 March 1983

Gordon E. Greenley

This article focuses on the approaches that companies' marketing services take in the planning of their marketing operations, based on a recent survey of UK companies that…

Abstract

This article focuses on the approaches that companies' marketing services take in the planning of their marketing operations, based on a recent survey of UK companies that market services as opposed to physical products. Results indicated that the planning of the marketing operation in many service companies is not as well developed as it could be.

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Marketing Intelligence & Planning, vol. 1 no. 3
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 July 1991

Roger Brooksbank

A comprehensive review of empirical research into successfulmarketing planning carried out during the 1980s, identifies sevenessential characteristics for an effective…

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7144

Abstract

A comprehensive review of empirical research into successful marketing planning carried out during the 1980s, identifies seven essential characteristics for an effective marketing plan in the 1990s. These are examined.

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Marketing Intelligence & Planning, vol. 9 no. 7
Type: Research Article
ISSN: 0263-4503

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