● Analytical dimension: Analytical tools, techniques and models are
important, as they provide a framework to tackle issues and
identify/solve problems. While formalised planning systems have the
advantage of offering a common (corporate wide) systematic
approach, to be truly effective they must address behavioural and
organisational issues.
● Behavioural dimension: Here we focus on the people aspects of the plan-
ning process. Plans only become successful because of the support,
participation, motivation and commitment of people. There is a need
to understand and fully communicate the strategic assumptions
underpinning the strategy. Plans must address behavioural factors in
order to gain the support so vital to smooth implementation.
● Organisational dimension: Strategic planning takes place within the con-
text of a given organisation. Therefore, it will be influenced by organ-
isational factors, such as culture and style of management. Remember,
organisational structures determine the flow of information, as well as
defining responsibilities and reporting lines. Major strategic initiatives
may require radical organisational changes.
The strategic marketing plan 249- Techniques
- Procedures
- Systems
- Planning models
- Participation
- Motivation
- Commitment
- Strategic assumptions
- Structure
- Information
- Management style
- Culture
Planning
processAnalytical
dimensionBehavioural
dimensionOrganisational
dimensionFigure 12.3
A multidimensional
model of marketing
planning (Source:
Piercy, 1997, p. 436)By taking this ‘multidimensional’ approach to planning and actively con-
sidering behavioural and organisational issues within the planning
process, it is possible to enhance the overall likelihood of success.
■ The structure of a strategic
marketing plan
What does a strategic marketing plan look like? While the answer to this
question will vary from organisation to organisation (in terms of structure