Supporting Innovation Through Analytics Support for Market Intelligence

2018 ◽  
Vol 8 (2) ◽  
pp. 1-13
Author(s):  
George Leal Jamil ◽  
Hugo Ferreira Braga Tadeu
Keyword(s):  
Strategic Alignment ◽  
Strategic Marketing ◽  
Tactical Planning ◽  
Conceptual Base ◽  
Market Intelligence ◽  
Planning Decisions ◽  
Marketing Planning ◽  
Innovation Product ◽  
Strong Concept

Market intelligence (MI) has evolved as a strong concept in last years. After debates which produced various views, a stable conceptual base was reached. Here, MI is studied with the insertion of analytics. The influence of analytics insertion in market intelligence cycle potentializes MI dynamicity, delivering knowledge in a more prompter way for strategic marketing planning decisions, serving both as an example of organizational strategic alignment and fast tactical planning, specially resulting in a context where innovation – product, process, market and organizational types – and its associated management are improved. Reflections around competitive strengths and related perspectives are studied at the end of this text, enabling further discussions and application unfolding.

Strategic marketing planning for national tourism

1990 ◽  
Vol 45 (1) ◽  
pp. 18-27 ◽  
Author(s):  
David Gilbert
Keyword(s):  
Strategic Marketing ◽  
Marketing Planning

Strategic marketing planning tools

2017 ◽  
pp. 402-425
Author(s):  
Geoff Lancaster ◽  
Lester Massingham
Keyword(s):  
Strategic Marketing ◽  
Marketing Planning ◽  
Planning Tools

Strategic Marketing Planning for Nonprofit Organizations

2021 ◽  
pp. 58-84
Author(s):  
Stacy Landreth Grau
Keyword(s):  
Nonprofit Organizations ◽  
Boards Of Directors ◽  
Strategic Plan ◽  
Strategic Marketing ◽  
Marketing Plan ◽  
Advisory Boards ◽  
Marketing Planning

Chapter 3 deals with the importance of planning—specifically planning for the overall organization and its connection to marketing. The chapter starts with a discussion of the importance of a strong strategic plan and how this informs effective marketing decisions. The chapter then presents an outline and explanation of both the overall strategic plan and the marketing plan and how they relate to each other. This chapter also gets into funding models—including some newer ones—that are applicable to nonprofit organizations. Finally, the chapter deals with the role of various stakeholders, including boards of directors, advisory boards, and consultants, and it also includes tips on choosing marketing partners for advertising, fundraising, and other important activities.

Strategic Marketing Planning by Product Managers—Room for Improvement?

1983 ◽  
Vol 47 (3) ◽  
pp. 92-102 ◽  
Author(s):  
Thomas J. Cossé ◽  
John E. Swan
Keyword(s):  
Strategic Planning ◽  
Empirical Study ◽  
Personal Characteristics ◽  
Product Market ◽  
Strategic Marketing ◽  
Organizational Hierarchy ◽  
Data Analyses ◽  
Marketing Planning ◽  
Product Manager ◽  
Planning Processes

Product managers have a unique position in the organizational hierarchy. Neither line nor staff executives, they are responsible for planning and managing the activities of the firm's revenue generating product-market entries and are key executives in the firm's strategic planning and implementation activities. Do product managers utilize planning processes that require the types of data and data analyses recommended in the strategic planning literature? What organizational and personal characteristics are related to product manager planning activities? This article reports findings of an empirical study designed to answer these questions.

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