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'Making Marketing Happen' is prompted by needs of practising managers who have found the traditional marketing planning texts to be "fine in theory, but hard to apply to my special market". In short, it holds that marketing planning fails for most companies because it either does not fit their organizational culture, their market conditions or both.
Successful companies do not plan. They use a hybrid strategy making process including vision, incrementalism and planning. The ratio of these three things is critical and the right ratio is unique to every company. The author develops this argument and explains how companies can construct the right hybrid strategy making process for their situation.
The book has been designed for those practising managers who need more than the planning text book. It will tell you: Why attempts at planning are foiled by the market, the company culture or both.
|1||We know what strategic marketing planning is ...||3|
|2||... and it does work||28|
|3||... but most of us can't use it||43|
|4||Pause for thought - strategic marketing planning as a failed technology||72|
|5||We know what a strong marketing strategy looks like||81|
|6||We know that real companies are not entirely rational||123|
|7||We know that what works is what fits||156|
|8||How great companies make strong marketing strategies||186|
|9||Understanding the market||231|
|10||Choosing the best way to make marketing strategy in your market||272|
|11||Adapting your organizational culture to support your strategy making||292|
|12||Making marketing happen||335|
|Afterwood : a continuing journey||358|