Strategic Marketing Planning

Strategic Marketing Planning

Strategic Marketing Planning

Strategic Marketing Planning


Strategic Marketing Planningconcentrates on the critical planning aspects that are of vital importance to practitioners and students alike. It has a clear structure that offers a digest of the five principal dimensions of the strategic marketing planning process.

Leading authors in this sector, Gilligan and Wilson offer current thinking in marketing and consider the changes it has undergone over the past few years. Updated information in this new edition includes:
• Changing corporate perspectives on the role of strategic marketing activity
• Changing social structures and the rise of social tribes
• The significance of the new consumer and how the new consumer needs to be managed
• New thinking on market segmentation
• Changing routes to market
• Developments in e-marketing
• Changing environmental structures and pressures


Over the past decade the marketing environment has changed in a series of dramatic and far-reaching ways. Amongst some of the most significant of these changes has been the emergence of what we refer to within this book as ‘the new consumer’ and ‘the new competition.’ This new consumer is typically far more demanding, far more discriminating, much less brand loyal, and far more willing to complain than in the past, whilst the new competition is frequently far less predictable and often more desperate than previously. At the same time, we have seen the ever-faster pace of technological change and the emergence of new delivery systems. Within the environment as a whole, we have seen and been affected by a series of unpredictable events, including the bombing of the twin towers in New York, the unprecedented rise – and then fall – in oil prices in 2008–2009, tensions in the Middle East, and a global economic crisis that began to emerge in 2007–2008. Together, these changes have led to a very different type of marketing reality which has had major implications for the marketing planning and strategy processes. The question of how marketing planners might respond to the new marketing reality is therefore an underlying theme of this book.

In practice, many marketing planners have responded by focusing to an ever greater degree upon short-term and tactical issues, arguing that during periods of intense environmental change, traditional approaches to planning are of little value. Instead, they suggest, there is the need to develop highly sensitive environmental monitoring systems that are capable of identifying trends, opportunities and threats at a very early stage, and then an organizational structure and managerial mindset that leads to the organization responding quickly and cleverly.

Within this book we question these sorts of assumptions and focus instead upon the ways in which the marketing planning process can be developed and managed effectively and strategically. We therefore attempt to inject a degree of rigour into the process arguing that rapid change within the environment demands a more strategic approach rather than less.

The origins of this book can be seen to lie in our earlier book, Strategic Marketing Management: Planning, Implementation and Control. This was first published in 1992, with the second edition appearing five years later and the third edition in 2005. The very positive response that we received . . .

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