The Experts below are selected from a list of 288 Experts worldwide ranked by ideXlab platform
Malcolm Mcdonald - One of the best experts on this subject based on the ideXlab platform.
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Strategic Marketing Planning: theory and practice
The Marketing Book, 2016Co-Authors: Malcolm McdonaldAbstract:In order to explore the complexities of developing a strategic Marketing plan, this article is written in three parts. The first describes the strategic Marketing Planning process itself and the key steps within it. It also deals with implementation issues and barriers to Marketing Planning. The second part provides guidelines for the marketer which will ensure that the input to the Marketing plan is customer focused and considers the strategic dimension of all of the relationships the organization has with its business environment. The third part provides a brief overview of a process for assessing whether the strategic Marketing plan creates or destroys shareholder value, having taken account of the risks associated with the plan, the time value of money and the cost of capital. It also outlines other metrics for measuring the effectiveness of the Marketing strategy.
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Malcolm McDonald on Marketing Planning: Understanding Marketing Plans and Strategy
2007Co-Authors: Malcolm McdonaldAbstract:Chapter - 00: Introduction Chapter - 01: Understanding Marketing Planning Chapter - 02: How Marketing Planning fits with corporate Planning Chapter - 03: The strategic Marketing Planning process and the Marketing plan Chapter - 04: Defining markets and segments prior to Planning Chapter - 05: Understanding products and services prior to Planning Chapter - 06: Setting Marketing objectives and strategies Chapter - 07: Advertising and sales promotion strategies Chapter - 08: Sales strategies Chapter - 09: Price strategies Chapter - 10: Place (distribution and customer service) strategies Chapter - 11: Information and organization Chapter - 12: Making Marketing Planning work Chapter - 13: Next steps...
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Exploiting Technique Interrelationships: A Model of Strategic Marketing Planning
Journal of Euromarketing, 1999Co-Authors: Malcolm Mcdonald, Hugh WilsonAbstract:ABSTRACT Despite the last thirty years of Marketing education, much of the theory of Marketing remains poorly understood and patchily applied by practitioners. While there are numerous reasons, we put some of the blame at the door of the prescriptive literature itself which tends to treat Marketing techniques individually, without making clear their relationship with each other and with the Marketing Planning process. Towards closing this gap, we present a model of Marketing Planning developed as part of the process of specifying Marketing Planning computer software. The model explains technique interrelationships through their use of common data. A number of innovative features of the model are explored, including: the relationship between Porter's Cost-Differentiation Matrix and the Directional Policy Matrix; the re-use of critical success factors in perceptual maps; and how a market can be viewed through the eyes of a competitor through correct data modelling. We conclude with a review of the role of m...
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Marketing Planning for Services
1996Co-Authors: Malcolm Mcdonald, Adrian PayneAbstract:Marketing and services Marketing Planning for services - the process and the problems Marketing Planning phase one - the strategic context Marketing Planning phase two - the situation review Marketing Planning phase three - Marketing strategy formulation Marketing Planning phase four - resource allocation,monitoring and detailed Planning Organising for Marketing Planning A step-by-step Marketing Planning system of services Examples of Marketing plans Glossary of Marketing Planning terms
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strategic Marketing Planning theory practice and research agendas
Journal of Marketing Management, 1996Co-Authors: Malcolm McdonaldAbstract:This paper reviews the development of strategic Marketing Planning from the early 1960s to 1995. Whilst it focuses on the scientific Planning model, which dominates research and teaching during this period, it also briefly reviews other Planning models. In evaluating the legitimacy of the universal belief in the efficacy of Marketing Planning, a number of contradictions are apparent, which surface in studies of Marketing Planning failures. The reasons for these failures, however, are not linked to any general “theory”, but seem to cluster around the cultural and cognitive dimensions of Planning. These dimensions are explored in detail and an agenda for future research is suggested.
Lyndon Simkin - One of the best experts on this subject based on the ideXlab platform.
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Tackling implementation impediments to Marketing Planning
Marketing Intelligence & Planning, 2002Co-Authors: Lyndon SimkinAbstract: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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The Marketing Planning experience: a UK and Portuguese comparison
Marketing Intelligence & Planning, 2001Co-Authors: Sally Dibb, Minoo Farhangmehr, Lyndon SimkinAbstract:Most Marketing managers are now convinced about the benefits that businesses gain from Marketing Planning. In the UK, research indicates that the majority of businesses are involved in some kind of Planning activity. In Portugal, where the Marketing function is less well established, Marketing Planning is not so developed. Presents the results of a comparative study which examines the level and nature of Marketing activity in Portuguese and UK firms and considers the impact upon Marketing Planning activity. The study is based on a sample of firms drawn from the top 1,000 businesses (by turnover) in the UK and Portugal. Illustrates stark contrasts in the characteristics of Marketing Planning in each country, although there are signs of increasing Marketing and Planning activity in Portugal.
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A comparative study of Marketing Planning in Portugal and the UK
2001Co-Authors: Sally Dibb, Minoo Farhangmehr, Lyndon SimkinAbstract:Most Marketing managers are now convinced about the benefits that businesses gain from Marketing Planning. In the UK, research indicates that the majority of businesses are involved in some kind of Planning activity. In Portugal, where the Marketing function is less well established, Marketing Planning is not so developed. Presents the results of a comparative study which examines the level and nature of Marketing activity in Portuguese and UK firms and considers the impact upon Marketing Planning activity. The study is based on a sample of firms drawn from the top 1,000 businesses (by turnover) in the UK and Portugal. Illustrates stark contrasts in the characteristics of Marketing Planning in each country, although there are signs of increasing Marketing and Planning activity in Portugal.
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Addressing organizational prerequisites in Marketing Planning programmes
Marketing Intelligence & Planning, 1996Co-Authors: Lyndon SimkinAbstract:Numerous experts believe that in practice the much‐vaunted benefits of formalized Marketing Planning as extolled by Jain or McDonald often fail to materialize. Experience with many business‐to‐business organizations has shown that this does not have to be so: if managed and planned, Marketing Planning can indeed bring forth its well‐publicized virtues. In addition, if the process is well conceived as well as carefully executed, there are significant benefits to be had in terms of relationships and communications, as described in this paper. Understanding the prerequisites of the Marketing Planning programme prior to initiation is essential.
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People and processes in Marketing Planning: The benefits of controlling implementation
Journal of Marketing Management, 1996Co-Authors: Lyndon SimkinAbstract:Marketing Planning is not new. Although being adopted increasingly by businesses of all types, it is still not utilized universally. As a process, though, Marketing Planning is often poorly facilitated and implementation of its recommendations is not always well directed or controlled. Managed thoughtfully and monitored, Marketing Planning has many benefits to offer a business, not least in enhancing managers’ understanding of Marketing and markets, their motivation and their desire to communicate. This paper examines the barriers facing effective implementation of Marketing plans as observed during many long‐term Marketing Planning initiatives. It proceeds to present a Planning programme which overcomes many of the most common hurdles and leads to several additional benefits from Marketing Planning.
Sally Dibb - One of the best experts on this subject based on the ideXlab platform.
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Marketing Planning: best practice
The Marketing Review, 2001Co-Authors: Sally DibbAbstract:Marketing Planning is widely used by businesses from all areas of industry to implement the components of Marketing management. This systematic process involves Marketing analyses, strategy development and the design and implementation of Marketing programmes. Marketing Planning enables businesses to systematically review the available Marketing opportunities enabling appropriate and co-ordinated Marketing activities to be undertaken. This paper explains the role that Marketing Planning plays and shows how it is used by organisations. Each stage of the Marketing Planning process is described in detail and the role and format of the Marketing Plan document are explored. The Marketing Planning process is then illustrated using a detailed case example from the construction equipment industry. Finally, guidance on Marketing Planning best practice is offered.
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The Marketing Planning experience: a UK and Portuguese comparison
Marketing Intelligence & Planning, 2001Co-Authors: Sally Dibb, Minoo Farhangmehr, Lyndon SimkinAbstract:Most Marketing managers are now convinced about the benefits that businesses gain from Marketing Planning. In the UK, research indicates that the majority of businesses are involved in some kind of Planning activity. In Portugal, where the Marketing function is less well established, Marketing Planning is not so developed. Presents the results of a comparative study which examines the level and nature of Marketing activity in Portuguese and UK firms and considers the impact upon Marketing Planning activity. The study is based on a sample of firms drawn from the top 1,000 businesses (by turnover) in the UK and Portugal. Illustrates stark contrasts in the characteristics of Marketing Planning in each country, although there are signs of increasing Marketing and Planning activity in Portugal.
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A comparative study of Marketing Planning in Portugal and the UK
2001Co-Authors: Sally Dibb, Minoo Farhangmehr, Lyndon SimkinAbstract:Most Marketing managers are now convinced about the benefits that businesses gain from Marketing Planning. In the UK, research indicates that the majority of businesses are involved in some kind of Planning activity. In Portugal, where the Marketing function is less well established, Marketing Planning is not so developed. Presents the results of a comparative study which examines the level and nature of Marketing activity in Portuguese and UK firms and considers the impact upon Marketing Planning activity. The study is based on a sample of firms drawn from the top 1,000 businesses (by turnover) in the UK and Portugal. Illustrates stark contrasts in the characteristics of Marketing Planning in each country, although there are signs of increasing Marketing and Planning activity in Portugal.
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How Marketing Planning builds internal networks
Long Range Planning, 1997Co-Authors: Sally DibbAbstract:Abstract The benefits of Marketing Planning have been widely documented in the Marketing literature. It seems, however, that these benefits are not always readily achieved and concerns have been expressed about the difficulty of implementing Marketing Planning. A partial solution to these implementation difficulties may be found in the relationship Marketing literature. Research in this area suggests that relationships of all kinds play an important facilitating role in different Marketing activities. This raises interesting questions about the role which relationships in general, and internal partnerships in particular, play in implementing Marketing Planning. This article uses a 3-year industrial manufacturing case study to examine the implementation of Marketing Planning and consider the role which internal partnerships play. So that the theoretical context of the research can be understood, the article begins by reviewing the Marketing Planning and relationship Marketing literature. This is followed by a year-by-year review of the industrial case study, placing particular attention on the internal relationships. The findings confirm that, in this case, internal partnerships and the relationships associated with them, play a vital role in the Planning process. More specifically, the results propose that internal relationships should be regarded both as an input to and an output of the Marketing Planning process.
Luiz Moutinho - One of the best experts on this subject based on the ideXlab platform.
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The interactive effects of strategic Marketing, Planning and performance: a neural network analysis
Journal of Marketing Management, 2001Co-Authors: Paul A. Phillips, Fiona Davies, Luiz MoutinhoAbstract:Marketing managers practice in a consistently changing environment necessitating the need for the formalisation, implementation and evaluation of strategic Marketing plans. Nevertheless, despite the advocated benefits of strategic Marketing Planning, a paucity of empirical evidence makes this notion speculative. This study examines the relationships between strategic Marketing Planning and performance. The interactive effects of strategic Marketing Planning and performance are stressed and examined. Findings suggest that the issue is not whether strategic Marketing Planning affects performance, but rather what Marketing capabilities are required to enhance performance. This study extends the knowledge of strategic Marketing Planning and performance by focusing on the service industry, and provides controls for market-level influences by being restricted to the hotel sector.
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The Marketing Planning index: its use and application in the hospitality sector.
Journal of Hospitality & Leisure Marketing, 1998Co-Authors: Paul A. Phillips, Luiz MoutinhoAbstract:With increasing emphasis by many organisations on improving Marketing performance, the measurement of Marketing effectiveness is an important subject area for academics and practitioners. This study extends the application of the Marketing effectiveness tool-Marketing Planning index (MPI) by focusing on the corporate level. The MPI is tested on 95 hotel units representing 10 UK hotel groups. The findings indicate that the MPI is a simple but powerful managerial tool that helps develop the diagnostic information needed to generate corporate level initiatives designed to improve Marketing Planning effectiveness.
Paul A. Phillips - One of the best experts on this subject based on the ideXlab platform.
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The interactive effects of strategic Marketing, Planning and performance: a neural network analysis
Journal of Marketing Management, 2001Co-Authors: Paul A. Phillips, Fiona Davies, Luiz MoutinhoAbstract:Marketing managers practice in a consistently changing environment necessitating the need for the formalisation, implementation and evaluation of strategic Marketing plans. Nevertheless, despite the advocated benefits of strategic Marketing Planning, a paucity of empirical evidence makes this notion speculative. This study examines the relationships between strategic Marketing Planning and performance. The interactive effects of strategic Marketing Planning and performance are stressed and examined. Findings suggest that the issue is not whether strategic Marketing Planning affects performance, but rather what Marketing capabilities are required to enhance performance. This study extends the knowledge of strategic Marketing Planning and performance by focusing on the service industry, and provides controls for market-level influences by being restricted to the hotel sector.
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The Marketing Planning index: its use and application in the hospitality sector.
Journal of Hospitality & Leisure Marketing, 1998Co-Authors: Paul A. Phillips, Luiz MoutinhoAbstract:With increasing emphasis by many organisations on improving Marketing performance, the measurement of Marketing effectiveness is an important subject area for academics and practitioners. This study extends the application of the Marketing effectiveness tool-Marketing Planning index (MPI) by focusing on the corporate level. The MPI is tested on 95 hotel units representing 10 UK hotel groups. The findings indicate that the MPI is a simple but powerful managerial tool that helps develop the diagnostic information needed to generate corporate level initiatives designed to improve Marketing Planning effectiveness.