Strategic dimensions in marketing planning

Kinra, Neelam

doi:10.1108/02634509510089017

Cited by 6 publications

(1 citation statement)

References 11 publications

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“…The mission statement must not be a page-long compendium of "highfalutin" goals that does not give direction. Instead, the mission, which is a part of the articulation of an organisation's purpose (another of Andrews's concepts), must be translated into specific objectives as these are necessary to the realisation of purpose (Kinra 1995).…”

Section: Vision and Missionmentioning

confidence: 99%

Operationalising Vision and Mission

French

Kelly

Harrison

2001

Journal of Management & Organization

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AbstractThis paper discusses an exploratory investigation into vision and mission, the starting points of the classical strategic planning process (Ginter, Rucks and Duncan 1985). Constructs measuring vision and mission are identified, as well as three other items that are frequently cited in the literature as being critical for effective formulation and implementation of vision and mission statements (latent abilities, market focus and competitor focus). It is argued that clearer definitions of these constructs and others discussed in strategic literature are a necessary step to allow empirical investigation into the interactions inherent in the strategic process.

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Section: Vision and Missionmentioning

confidence: 99%

Operationalising Vision and Mission

French

Kelly

Harrison

2001

Journal of Management & Organization

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Marketing in Chinese Small and Medium Enterprises (SMEs): The State of the Art in a Chinese Socialist Economy

Siu

Liu

2005

Small Bus Econ

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This paper adopts the context-embedded approach to examine the marketing practices of 307 small and medium enterprises (SMEs) in the People’’s Republic of China by comparing the survey findings with that of Hong Kong and Guangdong SMEs. Chinese SMEs focus on regional markets to avoid direct competition with Hong Kong SMEs in the international markets and also their Guangdong counterparts in the turbulent nationwide market. To market their own brands, Chinese SMEs have to analyze the market and use superior marketing strategies in the competitive markets. Chinese SMEs do not attain the superior competitive positions as that of their Guangdong counterparts, but they use customer satisfaction surveys and claims investigation to help develop excellence in product performance. Also, Chinese SMEs have to provide value-added products and services and also a well-rounded marketing competitive strategy to gain market shares. The traditional state-owned enterprise structure in China facilitates the development of hierarchical organizational structure and joint decision making process. Thus, care should be taken in assuming that marketing tools and techniques are equally applicable across all places, even in similar cultural contexts. Socio-cultural influences and mediating environmental factors should be considered when attempting to understand the marketing practices of Chinese small firms, specifically when China is in transition to a socialist market economy. Copyright Springer 2005chinese, marketing practices, small firm,

show abstract

Operationalising Vision and Mission

French

Kelly

Harrison

2001

Journal of Management & Organization

View full text Add to dashboard Cite

This paper discusses an exploratory investigation into vision and mission, the starting points of the classical strategic planning process (Ginter, Rucks and Duncan 1985). Constructs measuring vision and mission are identified, as well as three other items that are frequently cited in the literature as being critical for effective formulation and implementation of vision and mission statements (latent abilities, market focus and competitor focus). It is argued that clearer definitions of these constructs and others discussed in strategic literature are a necessary step to allow empirical investigation into the interactions inherent in the strategic process.

show abstract

Strategic dimensions in marketing planning

Cited by 6 publications

References 11 publications

Operationalising Vision and Mission

Operationalising Vision and Mission

Marketing in Chinese Small and Medium Enterprises (SMEs): The State of the Art in a Chinese Socialist Economy

Operationalising Vision and Mission

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