The paradox of a marketing planning capability
Rebecca J. Slotegraaf, Peter R. Dickson
Journal of the Academy of Marketing Science · 2004 · Volume 32 · Issue 4
Abstract
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.
Keywords
marketing planning capability, written marketing plan, improvisation, planning paradox
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