15. Leon Winer, "Are You Really Planning Your Marketing?" Journal of Marketing, Vol. 29 (January 1965), p. 2.
16. Stern, Marketing Planning, p. 13.
17. Stasch and Lanktree, "Can Your Marketing Planning Procedures Be Improved," p. 86.
18. William R. King, "Evaluating the Effectiveness of Your Planning," Managerial Planning, Vol. 33 (September-October 1984), p. 5.
19. Winer, "Are You Really Planning Your Mar keting," p. 7.
20. "The New Breed of Strategic Planner," Business Week, September 17, 1984, p. 62.
21. James M. Hulbert and Norman E. Toy, "A Strategic Framework for Marketing Control," Journal of Marketing, Vol. 41 (April 1977), p. 12.
22. King, "Evaluating the Effectiveness of Your Planning," p. 5.
23. Leon Winer, p. 8.
24. Achenbaum, "Marketing Plans Still Getting Short Shrift," p. 6.
25. Brion, Corporate Marketing Planning, pp. 204-205.
26. Stern, Marketing Planning, p. 5.
27. Stasch and Lanktree, "Can Your Marketing Planning Procedures Be Improved," pp. 88-89.
28. Daniel T. Carroll, "How to Make Marketing Plans More Effective," Management Review, Vol. 68 (October 1979), pp. 60-61.
29. Philip Kotler, "Corporate Models: Better Mar keting Plans," Harvard Business Review, Vol. 48 (July-August 1970), p. 149.
46 4. To obtain resources for implementation. The implementation of
The Marketing Manager: any marketing strategy requires a firm to allocate resources to its
Tasks and Responsibilities accomplishment. As noted earlier, these resources may be dollars,
executive time, or allocation of materials and capital equipment. In any case, resources are not unlimited, and this is true regardless of whether you are working in a small one-person company or a major corporation. Therefore, resources are not automatically allocated, and whether you are an entrepreneur trying to get re sources from a lending institution or are part of a marketing team trying to get resources for implementing your marketing plan from top management, those who have the authority to allocate the resources must be convinced that you are going to allocate them in the most effective and efficient manner. A marketing plan is the sales vehicle that will assist you in persuading those individuals having authority over allocation of resources of your planned ef ficient and effective use of them.
5. To stimulate thinking and make better use of resources. Strategy in marketing depends on utilizing and building on one's strengths and making one's weaknesses irrelevant to attain a sustained dif ferential advantage at the decisive point in your campaign so as to lead to success. As one develops a marketing plan, thinking is stimulated, and as the plan unfolds, it is changed and modified as new ideas are generated. As a result, the strategy and the tactics necessary to reach the objectives and goals of the marketing plan are continually improved as the plan develops.
6. Assignment of responsibilities, tasks, and timing. Any marketing, plan is only as good as those who must implement it. Therefore, it is absolutely crucial that the responsibilities of everyone be indicated and that tasks be thoroughly understood by all individuals who have roles to play in implementation. Further, these actions must be scheduled so that the overall plan is executed in a coordinated fashion to maximize the impact of the strategy while taking full recognition of the environs of the marketplace. There is an old adage that "if everyone is responsible for accomplishing any task, then no one is responsible," and there is great likelihood that the task will not be accomplished or at least not be accom plished with the proper timing and coordination. The marketing plan assures that every task has an assigned individual who is responsible and the timing and scheduling is coordinated to maxi mize the effectiveness of what is done.
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