The Paradox of a Marketing Planning Capability

Strategy scholars have long debated the value of formal planning, and research has offered inconsistent support for planning to enhance firm performance. Given these mixed empirical effects, we draw from the resource-based view of the firm to illustrate a paradox firms may face. In particular, a str...

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Bibliographic Details
Published in:Journal of the Academy of Marketing Science 2004-10, Vol.32 (4), p.371-385
Main Author: Slotegraaf, R. J.
Format: Article
Language:English
Subjects:
Competition
Competitive advantage
Flexibility
Improvisation
Market strategy
Marketing
Skills
Strategic planning
Studies
Success
Trends
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Summary:Strategy scholars have long debated the value of formal planning, and research has offered inconsistent support for planning to enhance firm performance. Given these mixed empirical effects, we draw from the resource-based view of the firm to illustrate a paradox firms may face. In particular, a strong marketing planning capability may not only reduce the incidence of postplan improvisation but also contain inherent process rigidity. Since both of these can also increase performance, results illustrate a performance paradox in marketing planning. [PUBLICATION ABSTRACT]
ISSN:0092-0703
1552-7824
DOI:10.1177/0092070304265217