3. Since the environs of the marketplace are constantly changing, a marketing plan to one extent or another is always out of date. How would you ensure that the marketing plan that you develop is kept up to date once you begin implementation?
4. How would a new product or service plan differ from an annual product plan in the setting of objectives? In the situational analysis? In determining strategies? In determining tactics? In determining budgets? In determining timing? In determining methods of implementation and control?
5. You have been given the responsibility for de veloping a marketing plan for a new product: eyeglasses cast in one-piece plastic so that the lenses are an integral part of the frame. Where would you get information for the situational analysis for this new product, including po tential markets and their size, methods of distribution, pricing, competition, demand for the product, and so forth?
6. Which model of the marketing planning pro cedure, that in Figure 3-6 or Figure 3-7, is more appropriate for a small company? A company engaged in marketing to the federal government? A large company with many divisions?
7. Based on your personal preference alone, which alternative planning approach do you prefer as a marketing manager? Top-down planning, bottom-up planning, or a top-down/ bottom-up combination? Why?
8. Describe some methods that you would use as a marketing manager to find out whether your goals are being met in the most efficient manner possible.
9. You have been told to develop a marketing plan by yourself for a new banking service in which subscribers can move monies around their various accounts or make certain types of purchases using their personal computer. Describe the steps that you would follow in developing this plan.
1. "Clorox: An R&D Game Plan Is Brightening Its Profit Picture," Business Week, April 23, 1984, p. 113.
2. "Entrepreneurship on Campus: A Panel Discussion on the Teaching of Entrepreneurship," Entrepreneur (November 1984), p. 49.
3. Mark E. Stern, Marketing Pianniny: A Systems Approach (New York: McGraw Hill Book Company, 1966), p. 1.
4. Darryl J. Ellis and Peter P. Pekar, Jr., Planning for Nonplanners (New York: AMACOM, 1980), p. 23.
5. William A. Cohen, Developing a Winning Mar keting Plan (New York: John Wiley & Sons, Inc., 1987), pp. 2-6.
6. James M. Hulbert, William K. Brandt, and Rai-mar Richers, "Marketing Planning in the Mul tinationa) Subsidiary: Practices and Problems," Journal of Marketing, Vol. 44 (Summer 1980), p. 7.
7. Stanley F. Stasch and Patricia Lanktree, "Can Your Marketing Planning Procedures Be Improved?" Journal of Marketing, Vol. 44 (Sum mer 1980), p. 79.
8. William M. Luther, The Marketing Plan (New York: AMACOM, 1980), p. 51.
9. Theodore Leavitt, Marketing for Business Growth (New York: McGraw-Hill Book Company, 1974), p. 15.
10. John N. Stengrevics, "Corporate Planning Needn't Be An Executive Straight Jacket," The Wall Street Journal, September 26, 1983.
11. Alvin A. Achenbaum, "Marketing Plans Still Getting Short Shrift," Marketing News, July 9, 1982, p. 6.
12. Hulbert, Brandt, and Richers, "Marketing Planning in the Multinational Subsidiary," p. 10.
13. Leigh Lawton and A. Parasuraman, "The Im10. This chapter has dealt primarily with the benefits and the essentiality of marketing plans. Criticisms have been discussed only as obstacles that should be overcome. Are there any other costs to the firm for developing a marketing plan?
Endnotes
pact of the Marketing Concept on New Product Planning," Journal of Marketing, Vol. 44 (Win ter 1980), p. 23.
14. John M. Brion, Corporate Marketing Planning (New York: John Wiley & Sons, Inc., 1967), pp. 206-207.
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