Planning the Market Offering

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


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
  2. 2.
    C. B. Saunders and F. D. Tuggle, ‘Why Planners Don’t’, Long Range Planning, vol. 10, no. 3 (June 1977).Google Scholar
  3. 3.
    See P. Doyle, ‘Marketing Control and Pricing in Inflation’, in Marketing in Adversity, ed. M. J. Baker (London: Macmillan, 1976).Google Scholar
  4. 4.
    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
  7. 10.
    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
  9. D. T. Wilson et al., ‘Industrial Buyer Segmentation: A Psychographic Approach’, in Marketing in Motion, ed. F. C. Allvine (Chicago: American Marketing Association, 1971).Google Scholar
  10. 12.
    A. Flodhammar, Industrial Marketing Segmentation (English summary) (Linköping University, Sweden, 1978).Google Scholar
  11. 13.
    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
  12. See also M. J. Baker and R. McTavish, Product Policy and Management (London: Macmillan, 1976);CrossRefGoogle Scholar
  13. M. Stone, Product Planning (London: Macmillan, 1976); andCrossRefGoogle Scholar
  14. J. T. Gerlach and C. A. Wainwright, Successful Management of New Products (New York: Hastings House, 1968).Google Scholar
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    T. Levitt, ‘Marketing Myopia’, Harvard Business Review (July/Aug 1960).Google Scholar
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    G. R. Conrad, ‘Unexplored Assets for Diversification’, Harvard Business Review (Sept/Oct 1963).Google Scholar
  17. 18.
    S. Tilles, ‘Strategies for Allocating Funds’, Harvard Business Review (Jan/Feb 1966).Google Scholar
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    See S. Myers and D. G. Marquis, Successful Industrial Innovations, N.S.F. 19–17 (Washington: National Science Foundation, 1969).Google Scholar
  19. 23.
    P. Hughes and T. Armstrong, ‘The Micro-Revolution’, Management Today (March 1978).Google Scholar
  20. 24.
    R. Jungk, Brighter than a Thousand Suns (London: Gollancz in association with Hart-Davis, 1958; Harmondsworth: Penguin Books, 1964).Google Scholar
  21. 25.
    As examples, see A. Wormald, ‘Managing the Scientist’, Management Today (Feb 1969);Google Scholar
  22. T. Levitt, The Marketing Mode (Maidenhead: McGraw-Hill, 1969); andGoogle Scholar
  23. D. A. Schon, Technology and Change, the New Heraclitus (Oxford: Pergamon Press, 1967).Google Scholar
  24. 26.
    Studies supporting such views include K. J. B. Earle, et al., ‘Inventiveness and Innovation in Industry’, Advancement of Science, vol. 28, no. 128 (British Association for the Advancement of Science, Exeter Symposium, 1969)Google Scholar
  25. L. G. Cook and W. A. Morrison, The Origins of Innovation, General Electric Research Laboratory, June 1961, Dept No. 61-GP-214; andGoogle Scholar
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    J. Jewkes, D. Sawers and R. Stillerman, The Sources of Invention, rev. ed. (New York: St Martin’s Press, 1967).Google Scholar
  28. 28.
    T. Burns, ‘The Innovative Process and the Organisation of Industrial Science’, in Main Speeches, Conference Papers, European Industrial Research Management Association, vol. 5 (Paris, 1967).Google Scholar
  29. 29.
    See R. M. Hill and J. D. Hlavacek, ‘The Venture Team: A New Concept in Marketing Organisation’, Journal of Marketing, vol. 15 (July 1972) pp. 44–50CrossRefGoogle Scholar
  30. J. Hillier, ‘Venture Activities in the Large Corporation’, IEEE Transactions on Engineering Management, vol. 15 (June 1968)Google Scholar
  31. J. W. Lorsh and P. R. Laurence, ‘Organisation for Product Innovation’, Harvard Business Review, vol. 43 (Jan/Feb 1965).Google Scholar
  32. 30.
    Organisation for Economic Co-operation and Development, The Condition for Success in Industrial Innovation (Paris, 1971).Google Scholar
  33. 31.
    S. Salmans, ‘CSR Plans Strategy for Change’, International Management (June 1978).Google Scholar
  34. 32.
    For a summary of studies of technological innovation, see R. Rothwell, ‘Characteristics of Successful Innovations’, R and D Management, vol. 7, no. 3 (1977).Google Scholar
  35. 33.
    T. C. Coram and R. W. Hill (eds), New Ideas in Industrial Marketing (London: Staples Press, 1970).Google Scholar
  36. 35.
    R. Rothwell, ‘Marketing, a Success Factor in Industrial Innovation’, Management Decision (Jan 1976).Google Scholar
  37. 36.
    For a study of methods of analysing industrial product mixes see L. P. Flaitman, ‘Industrial Product Mix Analysis’, Industrial Marketing Management (Aug 1973).Google Scholar
  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
  40. 41.
    E. C. Bursk, Text and Cases in Marketing: A Scientific Approach (Englewood Cliffs, N.J.: Prentice-Hall, 1962).Google Scholar
  41. 42.
    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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