The implementation of marketing planning: a case study in gaining commitment at 3M (UK) Abrasives

Lane, S.H.; Clewes, Debbie

doi:10.1080/09652540050109987

Cited by 6 publications

(7 citation statements)

References 7 publications

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“…As well as providing a process adaptable to key account planning, the research on strategic marketing planning suggests some important drivers and barriers to implementation. Drivers include: the use of teams; cross-functional implementation teams; an open management style; and a supportive environment (Lane and Clewes, 2000). As well as line manager hostility (Simkin, 2002), barriers include cognitive, procedural, resource, organisational, cultural and data availability difficulties (Wilson, 2004).…”

Section: Earlier Millman and Wilson (1994) Had Proposed A Six-stage mentioning

confidence: 99%

“…Although some researchers have suggested that more formal planning is associated with better performance (Claycomb, Germain and Dröge, 2000), other researchers have emphasised the need to adopt a planning approach that is adaptable to the organisation culture and the business environment (Smith, 2003). It seems that it is the process of planning, rather than the production of a plan per se, that is linked to performance (Conant and White, 1999;Lane and Clewes, 2000;Stratis and Powers, 2001). …”

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confidence: 99%

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Key account planning: benefits, barriers and best practice

Ryals

Rogers²

2007

Journal of Strategic Marketing

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Although strategic planning has been part of the management function for as long as anyone can remember, the emergence of key account plans as a critical subset of the marketing plan in business-to-business markets has not attracted much analysis. This gap needs to be addressed, as key account plans have their own unique complexities. Moreover, the importance of key account plans is increasing. There is a need for a more widespread understanding of the benefits of key account planning, encompassing both processes and outputs. Based on a four-phase research project in 78 international companies, this paper describes current best practice in key account planning. The research demonstrates the benefits of key account planning and sets out a framework for implementing key account planning as a business process. The paper goes on to describe the contents of a key account plan and to note some common defects found in such plans. KEYWORDS: Marketing planning; key account planning; key account management 2 INTRODUCTIONPoor marketing is recognised as contributing to poor business performance, yet marketing issues are receiving insufficient attention in the boardroom (McGovern at al., 2004). One area that is attracting senior management attention, however, is the emergence of bigger, more powerful and more sophisticated customers whose demands on their suppliers may 'negotiate away' benefits from such relationships if the suppliers do not take care (Kalwani and Narayandas, 1995;Woodburn and McDonald, 2001). This paper describes a research project investigating planning for key accounts. Key accounts are the most important few customers managed by organisations. Because of their relative size and complexity, it is widely accepted that special issues come into play with respect to how they are managed. Curiously, given this context, the practice of key account planning has received almost no academic attention. Little is known about the ways in which companies plan their relationships with their key accounts.This research aims to fill a considerable gap in the marketing literature. Defining a key accountWhat is a key account? Many companies still conflate 'key customer' with 'large customer'.An alternative description has been provided by McDonald, Millman and Rogers: "Key accounts are customers in a business to business market identified by selling companies as of strategic importance." (McDonald, Millman and Rogers, 1996). They argue that strategic importance should be objectively decided on the basis of a customer portfolio matrix constructed from two perspectives: the attractiveness of the customer and the customer's 3 perception of the supplier's business strengths (Figure 1). The latter is important because the degree to which a key account plan might succeed is dependent on the customer's buy-in as well as that of the supplier.Attractiveness factors may include volume (which might be highly weighted in process manufacturing because of scale economies), but will almost always also include customer profitability, poten...

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Section: Earlier Millman and Wilson (1994) Had Proposed A Six-stage mentioning

confidence: 99%

mentioning

confidence: 99%

Key account planning: benefits, barriers and best practice

Ryals

Rogers²

2007

Journal of Strategic Marketing

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“…The aim of the interactive component of the system is thereby to contribute to bridging the gap between marketing strategy formulation and implementation (Bonoma, 1984;Bonoma and Crittenden, 1988;Cespedes and Piercy, 1996;Lane and Clewes, 2000).…”

Section: "Formal Systems Mechanical or Otherwise Have Offered No Immentioning

confidence: 99%

“…Besides this lack of vertical communication, the separation between formulating marketing strategies, for example, through structured annual planning, and implementation can be drivers for a lack of commitment to the implementation of marketing strategies (Bonoma, 1984;Bonoma and Crittenden, 1988;Piercy, 1990;Piercy and Morgan, 1990;Cespedes and Piercy, 1996;Harris, 1996bHarris, , 1996aNoble and Mokwa, 1999;Lane and Clewes, 2000;Thomas, 2002).…”

Section: Behavioural Impedimentsmentioning

confidence: 99%

Beyond matrices and black-box algorithms: setting marketing priorities with Marketing Strategy Conferences

Schilling¹,

Schulze-Cleven²

2009

Journal of Marketing Management

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SummaryWith this paper, we introduce the Marketing Strategy Conference approach to set strategic marketing priorities effectively and allocate marketing-related resources accordingly. The system is based on managerial preference modelling with a decision model (analytical side) and communication-enhancing strategy conferencing (interactive side). After a review of alternative resource allocation frameworks, as over-the-thumb approaches, matrix-based analyses, statistical analyses or management science models, we analyse existing analytical, behavioural and organisational impediments to effective marketing resource allocation.Addressing some of this impediments, this papers outlines two Marketing Strategy Conference cases, which we carried out for the pharmaceutical, Schering Argentina.-3-

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“…The requirement for strategic planning approaches which are appropriate (Lane and Clewes 2000;Piercy, 1998) to the heritage tourism context is much debated and discussed in the literature (Alvarez and Korzay, 2011;Saxena and Ilbery, 2008;Aas, Ladkin and Fletcher, 2005), however there is as yet no solid, agreed upon framework on which to base heritage tourism planning. In order to address this problem, this research breaks down the components of the planning process and examines each individually.…”

Section: Introductionmentioning

confidence: 99%

Strategic marketing planning for heritage tourism: a conceptual model and empirical findings from two emerging heritage regions

McCamley

Gilmore

2016

Journal of Strategic Marketing

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This paper examines the process of strategic marketing planning for heritage tourism; an inherently complex and fragmented system, requiring a coordinated approach among a range of stakeholders. A conceptual model, detailing key stakeholders and specific strategic functions, as well as a prescribed method of coordination, is presented. Two regions were investigated using a qualitative methodology, which examined five strategic documents and consisted of depth interviews with 11 key informants from the tourism industry. Key findings indicate that weak coordination, in terms of strategic marketing planning, has negative implications for heritage tourism marketing concerning four key strategic functions; strategic orientation, resource allocation, product service development and destination promotion. The paper emphasises the importance of strategic marketing planning for each function and considers the role of the public sector in terms of providing strategic direction. Furthermore, the paper highlights the potential difficulties of engaging in heritage tourism development in a non-traditional destination.

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The implementation of marketing planning: a case study in gaining commitment at 3M (UK) Abrasives

Cited by 6 publications

References 7 publications

Key account planning: benefits, barriers and best practice

Key account planning: benefits, barriers and best practice

Beyond matrices and black-box algorithms: setting marketing priorities with Marketing Strategy Conferences

Strategic marketing planning for heritage tourism: a conceptual model and empirical findings from two emerging heritage regions

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