Planning the Market Offering

  • Ronald McTavish
  • Angus Maitland
Chapter
Part of the Macmillan Studies in Marketing Management book series

Abstract

Planning in general can be defined as the process of guiding the business towards clearly stated objectives consistent with a realistic view of the future. This process includes planning decisions in areas other than marketing, although these will impinge on marketing and marketing on them. Examples of such areas are finance, research and development, labour relations, purchasing and organisation.

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Notes and References

  1. 1.
    For a discussion of the relationships between marketing planning and corporate planning, see A. M. Leyshon, ‘Marketing Planning and Corporate Planning’, Long Range Planning, vol. 9, no. 1 (Feb 1976).Google Scholar
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  3. 3.
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    P. Kotler, Marketing Management: Analysis, Planning and Control, 2nd ed. (Englewood Cliffs, N.J.: Prentice-Hall, 1972) p. 366.Google Scholar
  5. 8.
    An example of the use of this approach in industrial marketing is H. Hakansson, J. Johanson and B. Wootz, ‘Influence Tactics in Buyer—Seller Processes’, Industrial Marketing Management, 5 (1977) pp. 319–32.CrossRefGoogle Scholar
  6. 9.
    For a discussion of this issue see R. N. Cordozo and Y. Wind, ‘Industrial Market Segmentation’, Industrial Marketing Management (Mar 1974).Google Scholar
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    H. I. Ansoff, Corporate Strategy (New York: Penguin Books, 1965).Google Scholar
  8. 11.
    This point has been made by, among others, B. Schyberger in Market Segmentation (Stockholm: Department of Business Administration, 1973) andGoogle Scholar
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    The area of new product planning commands a wide and growing literature. For a recent text in the industrial area, see M. J. Baker, Marketing New Industrial Products (London: Macmillan, 1975).Google Scholar
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  38. 38.
    A discussion of the way in which supportive services can stimulate sales in industrial markets is given by T. White, ‘How Product Support makes Technical Sales’, Marketing (UK) (May 1974).Google Scholar
  39. 40.
    A detailed study of how such an analysis might be conducted is contained in R. Ferber and P. J. Verdoorn, Research Methods in Economics and Business (New York: Macmillan Co., 1962).Google Scholar
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    J. M. Kamen, ‘Controlling “Just Noticeable Differences” in Quality’, Harvard Business Review (Nov/Dec 1977).Google Scholar
  42. 43.
    C. Claxton, ‘Planning Major International Projects’, Long Range Planning, vol. 11, no. 2 (Apr 1978).Google Scholar

Copyright information

© Ronald McTavish and Angus Maitland 1980

Authors and Affiliations

  • Ronald McTavish
    • 1
  • Angus Maitland
    • 2
  1. 1.University of StrathclydeUK
  2. 2.R. W. Kinnaird & Co. LtdUK

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