Making marketing happen: how great companies make strategic marketing planning work for them
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Amsterdam [u.a.]
Elsevier Butterworth-Heinemann
2005
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022121213&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XVI, 377 S. Ill., graph. Darst. |
| ISBN: | 0750662484 |
Internformat
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| 245 | 1 | 0 | |a Making marketing happen |b how great companies make strategic marketing planning work for them |c Brian D. Smith |
| 264 | 1 | |a Amsterdam [u.a.] |b Elsevier Butterworth-Heinemann |c 2005 | |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
List of figures x
List of tables xi
Preface xiii
Part 1 The failure of strategic marketing planning 1
1 We know what strategic marketing planning is ... 3
Introduction 3
Where did strategic marketing planning come from? 4
How has strategic marketing planning developed? 9
What is the core process of strategic marketing planning? 17
The tools of strategic marketing planning 21
We know what strategic marketing planning is 26
3 ... And it does work 28
Introduction 28
What do we mean by work , exactly? 30
Does research prove that strategic marketing
planning works? 33
So planning works 40
3 ... But most of us can t use it. 43
Introduction 43
How much do we use strategic marketing planning? 44
Why isn t strategic marketing planning used more? 55
How does that knowledge help us? 69
4 Pause for thought - strategic marketing planning
as a failed technology 72
vii{ Contents
Part 2 What great companies do 79
5 We know what a strong marketing strategy looks like 81
Introduction 81
What is marketing strategy? 83
What does a strong marketing strategy look like? 90
Using strategy diagnostics 121
6 We know that real companies are not entirely rational 123
Introduction 123
Weak marketing strategies are more common
than strong 125
Real companies are rational, visionary and incremental 133
A rainbow of strategic marketing planning 141
Back to the mission 153
7 We know that what works is what fits 156
Introduction 156
How do organizations work? 158
What does bicongruence look like? 165
8 How great companies make strong marketing strategies 186
Introduction 186
The story so far 187
What goes wrong? 189
What goes right? 194
Part 3 How your company can make a strong
marketing strategy 229
9 Understanding the market 231
Introduction 231
What we know so far 232
Market understanding should not be confused with
market audit 233
Understanding market complexity 234
Understanding and evaluating market turbulence 258
Combining the assessments of market complexity and
market turbulence 270
10 Choosing the best way to make marketing strategy in
your market 272
Introduction 272
Mechanisms of macrocongruence 274
Contents ix
The seven colours of strategic marketing planning as
management activity 282
Selecting a colour of strategic marketing planning that
is macrocongruent to your market 283
11 Adapting your organizational culture to support your
strategy making 292
Introduction 292
The challenge of culture change 293
The mechanism of interaction between organizational
culture and strategic marketing planning 296
Adapting culture to achieve microcongruence 313
12 Making marketing happen 335
Introduction 335
The answer is bicongruence 336
Implementation wisdom: How practitioners execute
the different colours of strategic marketing planning 337
Pre-flight checks: How practitioners test their strategy
before they execute it 350
Journey s end 356
Afterword: a continuing journey 358
References 360
Index 371
List of figures
1.1 The content of Kotler s Marketing Management 11
1.2 The content of McDonald s Marketing Plans 14
1.3 The content of Cravens Strategic Marketing 16
1.4 The core process of marketing-strategy making 18
3.1 An organizational culture that hinders strategic
marketing planning 63
3.2 An organizational culture that supports strategic
marketing planning 63
6.1 The three contributing processes of marketing-strategy
making (after McDonald, 1996) 143
7.1 The bicongruence explanation of strategic marketing
planning effectiveness 163
7.2 Macrocongruence of hybrid marketing-strategy making
processes to differing market conditions 166
9.1 Components of market complexity 238
9.2 Components of market turbulence 260
10.1 A guide to macrocongruence 280
List of tables
3.1 The observed use of marketing planning techniques 53
5.1 Strategy diagnostics 93
6.1 The range of marketing strategy characterization in
relation to the strategy diagnostic tests 128
6.2 Six perspectives on marketing-strategy making
processes 136
6.3 Examples of hybrid marketing-strategy making
processes 144
7.1 Features of market complexity 169
7.2 Features of market turbulence 170
7.3 Examples of macrocongruence and
macro-incongruence 172
7.4 Mechanisms of macrocongruence and
macro-incongruence 175
7.5 Supporting and hindering artefacts of organizational
culture 180
7.6 Mechanisms of microcongruence and
micro-incongruence 182
9.1 The nature and implications of market complexity 236
9.2 Graduated scales of market complexity 250
9.3 Weightings for market complexity factors 256
9.4 Example of a completed market complexity
assessment 257
9.5 The nature and implications of market turbulence 262
9.6 Graduated scales of market turbulence 264
9.7 Weightings for market turbulence factors 269
10.1 Activities in each of the seven colours of strategic
marketing planning 284
11.1 Examples of cultural assumptions relevant to strategic
marketing planning 300
11.2 Examples of cultural values relevant to strategic
marketing planning 302
xii List of tables
11.3 Examples of cultural artefacts relevant to strategic
marketing planning 308
11.4 Artefacts of microcongruent and micro-incongruent
cultures for each colour of strategic marketing planning 316
|
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| discipline | Wirtschaftswissenschaften |
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| id | DE-604.BV026559230 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T15:07:08Z |
| institution | BVB |
| isbn | 0750662484 |
| language | English |
| lccn | 2005924634 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-022121213 |
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| physical | XVI, 377 S. Ill., graph. Darst. |
| publishDate | 2005 |
| publishDateSearch | 2005 |
| publishDateSort | 2005 |
| publisher | Elsevier Butterworth-Heinemann |
| record_format | marc |
| spellingShingle | Smith, Brian D. Making marketing happen how great companies make strategic marketing planning work for them Marketing Management Marketing Planning Strategic planning Marketingstrategie (DE-588)4120697-6 gnd Marketingmanagement (DE-588)4168907-0 gnd Strategische Planung (DE-588)4309237-8 gnd |
| subject_GND | (DE-588)4120697-6 (DE-588)4168907-0 (DE-588)4309237-8 |
| title | Making marketing happen how great companies make strategic marketing planning work for them |
| title_auth | Making marketing happen how great companies make strategic marketing planning work for them |
| title_exact_search | Making marketing happen how great companies make strategic marketing planning work for them |
| title_full | Making marketing happen how great companies make strategic marketing planning work for them Brian D. Smith |
| title_fullStr | Making marketing happen how great companies make strategic marketing planning work for them Brian D. Smith |
| title_full_unstemmed | Making marketing happen how great companies make strategic marketing planning work for them Brian D. Smith |
| title_short | Making marketing happen |
| title_sort | making marketing happen how great companies make strategic marketing planning work for them |
| title_sub | how great companies make strategic marketing planning work for them |
| topic | Marketing Management Marketing Planning Strategic planning Marketingstrategie (DE-588)4120697-6 gnd Marketingmanagement (DE-588)4168907-0 gnd Strategische Planung (DE-588)4309237-8 gnd |
| topic_facet | Marketing Management Marketing Planning Strategic planning Marketingstrategie Marketingmanagement Strategische Planung |
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