The selection of a particular planning approach that is top-down, bottom-up, or a combination of the two is very much situational. It depends on the organizational structure, the management style of the line managers as well as staff managers involved, the internal environment and culture of the company as well as the external environment and pressures by the environs of the marketplace, especially the competition and demand for the product or the service and the objectives that the organization has for developing the marketing plan.
After the Planning Is Over
In a very real sense, the planning is never over until the plan is executed and all objectives and goals are achieved. It is an ongoing process that changes with the environment, and even when a new plan is prepared, feedback from the old plan is utilized. Review, revision, and updating are extremely important and are necessary throughout the implementation process. Incorrect preliminary basic assumptions may not only result in incorrect objectives and strategies or tactics, but the plan may actually provide for inappropriate criteria for performance evaluation, especially if a number of events occurred that were unanticipated during the planning period.21 Various elements that must be constantly monitored and evaluated include effectiveness of the plan, the efficiency of the plan, the adequacy of the resources, and the appropriateness of goals and objectives.22 To make these measurements, a system of control must be established that will establish the necessary standards, measure the activities and results, compare the measure ments to the standards, and report variances between the measurements and the standards. Only in this way can the plan be kept on course and decisions be made as to whether to continue with the mar keting plan as envisioned originally and, if so, how to do it.23
Implementation
Effective implementation of the marketing plan is heavily dependent, on all managers within the company involved in it. It requires not only that they understand what the marketing plan is supposed to do but that they believe that it is a valuable management process. Further, it is important that managers expect the time frame of the plan to be specific and complete and that they become involved in controlling the plan's evaluation, implementation and review to ensure adherence or knowledgeable modification.2'1
Effective Planning
Common Ingredients to Good Plans
Researchers have found certain ingredients common to all good, workable, and successful marketing plans. These include the following:
!■ A definition of objectives and goais with quantification wherever possible.
gg 2. A subordinate relationship of the objectives and goals to those
The Marketing Manager: of the next higher management level.
Tasks and Responsibilities 3 д recognition and acceptance of basic environmental assumptions and premises.
4. A statement of relevant objective facts and forecast.
5. A presentation of alternative courses of action.
6. A statement of required resources, costs, anticipated risks, and rewards.
7. A schedule for the selected course of planned action setting the pace and stating when, by whom, and where.
8. A method of followthrough to ensure performance and execution on schedule in the manner desired.
9. A review and analysis of results against goals for future plan ning.
10. Continuity, attainability, simplicity, systemization, and flexibil ity.25
Cautionary Notes for Effective Planning
Certain pitfalls should be avoided to make your marketing plan effective. This is especially true when you are dealing with a great deal of quantitative data. Some good hints of what to avoid are as follows:
1. Don't blindly rely on mathematical or statistical calculations. Use your judgment as well.
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