Strategic Marketing Planning

Author(s):  
Norton Paley
1990 ◽  
Vol 45 (1) ◽  
pp. 18-27 ◽  
Author(s):  
David Gilbert

2017 ◽  
pp. 402-425
Author(s):  
Geoff Lancaster ◽  
Lester Massingham

Author(s):  
Stacy Landreth Grau

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.


1983 ◽  
Vol 47 (3) ◽  
pp. 92-102 ◽  
Author(s):  
Thomas J. Cossé ◽  
John E. Swan

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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