JAZZ AND MARKETING PLANNING tasked 179 executives to construct marketing plans that can be implemented and be supported within the context of the organization. Piercy and Morgan’s model of marketing planning has three dimensions that encompass the heterogenization. The first of these, the analytical dimension draws upon the key strategic management tools that the executive would use to carry out a strategic analysis.
It looks not only at the analytical tools needed to carry out marketing planning (such as portfolio analysis, competitive analysis, cluster analysis, ratio analysis etc.), but also the procedures, structures and systems that are entailed in implementing the strategy. The second aspect, the behavioral dimension examines the human elements of the planning process, which include managerial perceptions, workforce motivation and commitment to the planning process. The final aspect, the organizational dimension addresses the broader issues of organizational structure, culture, values and so on. In so doing this dimension identifies the specific components of marketing planning that are embedded within the organization itself.
Piercy and Morgan build upon earlier models of marketing planning as they incorporate what may be termed micro and macro elements of organizational strategy: from the fine detail of each organization’s individual plans to the general environmental context in which they arise. As we shall see, the jazz metaphor demonstrates how these two aspects are intertwined, and must be linked in order to fully make sense of the planning.
