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It is now forty years since there appeared H. R. Plomer's first volume Dictionary of the booksellers and printers who were at work in England, Scotland and Ireland from 1641 to 1667. This has been followed by additional Bibliographical Society publications covering similarly the years up to 1775. From the short sketches given in this series, indicating changes of imprint and type of work undertaken, scholars working with English books issued before the closing years of the eighteenth century have had great assistance in dating the undated and in determining the colour and calibre of any work before it is consulted.

Marketing planning cuts corporate boundaries and traditional demarcation lines, to leave the customer as the final judge of the effectiveness of the process. In the second of Management Decision's series of articles initially addressed to the financial services industry, William Giles argues its significance.

Symbols can effectively serve as triggers for cognitive and behavioral change. However, little is known about the use of symbolism in organizational change efforts. Therefore, this study, utilizing a national survey of turnaround change agents (TCAs), investigated their use of verbal, enacted, and material symbols during business turnarounds. Conclusions are drawn concerning the metaphors used to describe the context of the business turnaround and TCAs' usage and rated effectiveness of symbols. It is suggested that multiple symbolism practices should be included in organizational diagnoses.

In this, the second edition, the experience of actually running a marketing planning process in organisations further updates and revises the highly practical emphasis. The need for vision, how to enunciate it, and the interface between various levels of managers are integrated specifically into the process. Further analysis using the SWOT technique is provided together with enhanced insight into maintaining competitive advantage. Essentially a practical manual on running a planning process, the worksheet method has been well tried and tested. The experience of managers who have implemented the process using the first edition is included to enhance the technique′s dynamism and effectiveness.

How can managers start to change the beliefs and direction of a large organization? What is the role which team learning tools can play in making such changes possible? Illustrates the difficulties in implementing a market strategy for the introduction of ISDN‐Integrated Services Digital Networks. BT′s opportunity cut across the conventional organization boundaries and challenged many of the mental models which typified current thinking. Demonstrates how a system of team learning based on the “Marlow Model” can build new, more holistic models of the marketplace. From this kernel of understanding, the challenge of influencing the direction of the organization at large began to emerge. Shares both the pitfalls and the successes to help others who may be considering setting out on similar programmes.

Challenges the validity of a traditional model of the stages used in strategic marketing planning, arguing that the conventional model ignores the organizational and human factors present in reality. Proposes an “illogical” model of strategic marketing planning derived from a managerial knowledge of the environment and tactics. Argues that the recognition of such an “illogical” aspect of the planning process will benefit organizational and cultural change on several levels. Suggests issues to be examined in the management of the strategic marketing planning process

Most companies would admit that one of their greatest difficulties is implementing strategy. More often than not the plan is blamed but, in reality, it is the process of planning that is at fault. However, conducted properly, the processes of strategic planning and implementation are themselves powerful tools for organisational education and change. This phenomenon is the essence of marketing kinetics. The article discusses the reasons for poor strategy implementation and demonstrates that it is the level of ownership that dictates the effectiveness of implementation rather than the sophistication of the plan. It is shown how the application of the rules of marketing kinetics can reposition a company as a leader in its market.

The analysis of Strengths and Weaknesses, and Opportunities and Threats is probably the most common and widely‐recognised tool for conducting a strategic marketing audit. The authors suggest SWOT analysis has suffered from familiarity breeding contempt and that the technique is normally used very badly and to little effect. The article draws on experience of marketing planning process management in a variety of companies to propose a five‐point approach to make SWOT analysis work effectively.

Market planning cuts across departmental and functional boundaries, differing cultural and divisional demarcation lines, but maintains a central point common to all areas: the acceptance that the customer is the sole and final judge, the product expert. Hierarchy must be kept out of market planning; it should gather the experience of many managers and articulate this within a new culture developed from the lowest possible level. Product and market champions need to be given room, encouraged to form teams and produce strategies based on a limited number of market segments and a few chosen target competitors, in order to keep strategic plans as simple as possible.

Originally written as a workshop manual with the intention of closing the gap between current accepted marketing planning concepts and actual management practice, this special issue is a clear, methodical guide to the planning process covering corporate goals, market analysis, competitive comparison, internal allocation, SWOT analysis, strategies and tactics, marketing plan evaluation, and controls and measurements. Included are 32 worksheets to encourage systematic organisation of relevant information. The text's method relies on the shared experiences of managers, and has been successfully used in diverse areas, from computers and banking to industrial packaging.