Strategic marketing planning for national tourism

Chapter 3 deals with the importance of planning—specifically planning for the overall organization and its connection to marketing. The chapter starts with a discussion of the importance of a strong strategic plan and how this informs effective marketing decisions. The chapter then presents an outline and explanation of both the overall strategic plan and the marketing plan and how they relate to each other. This chapter also gets into funding models—including some newer ones—that are applicable to nonprofit organizations. Finally, the chapter deals with the role of various stakeholders, including boards of directors, advisory boards, and consultants, and it also includes tips on choosing marketing partners for advertising, fundraising, and other important activities.

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Strategic marketing planning: theory and practice

The Marketing Book ◽

10.4324/9780080942544-12 ◽

2008 ◽

pp. 119-144

Keyword(s):

Theory And Practice ◽

Planning Theory ◽

Strategic Marketing ◽

Marketing Planning

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Strategic Marketing Planning and the Marketing Plan

Strategic Marketing Planning ◽

10.4324/9780080912127-7 ◽

2010 ◽

pp. 51-80

Keyword(s):

Strategic Marketing ◽

Marketing Plan ◽

Marketing Planning

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Strategic Marketing Planning by Product Managers—Room for Improvement?

Journal of Marketing ◽

10.1177/002224298304700310 ◽

1983 ◽

Vol 47 (3) ◽

pp. 92-102 ◽

Cited By ~ 4

Author(s):

Thomas J. Cossé ◽

John E. Swan

Keyword(s):

Strategic Planning ◽

Empirical Study ◽

Personal Characteristics ◽

Product Market ◽

Strategic Marketing ◽

Organizational Hierarchy ◽

Data Analyses ◽

Marketing Planning ◽

Product Manager ◽

Planning Processes

Product managers have a unique position in the organizational hierarchy. Neither line nor staff executives, they are responsible for planning and managing the activities of the firm's revenue generating product-market entries and are key executives in the firm's strategic planning and implementation activities. Do product managers utilize planning processes that require the types of data and data analyses recommended in the strategic planning literature? What organizational and personal characteristics are related to product manager planning activities? This article reports findings of an empirical study designed to answer these questions.

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The Role of Changing Management in the Process Of Enhancing the strategic Marketing Planning in Jordanian Industry Sector (Model-Complement)

International Journal of Business and Management ◽

10.5539/ijbm.v12n5p130 ◽

2017 ◽

Vol 12 (5) ◽

pp. 130

Author(s):

Salman Mohammad Abulehyeh ◽

Ali Falah Al-zoub

Keyword(s):

Strategic Planning ◽

Change Management ◽

Investment Strategy ◽

Strategic Marketing ◽

Sector Model ◽

Several Variables ◽

Marketing Planning ◽

Market Situation ◽

Set Up

This study examines the role and importance of change management in enhancing and managing strategic marketing planning related to strategic problems characterized by depth and complications. This rather planning demands extensive and deep research concerns variables and capabilities of futuristic analysis of propositions and probabilities. Thus, planning designers are the critical suppliers to the organization. The importance of studying change management is stressed, as well as its role in enhancing the process of strategic planning which is essential for the organization in the future. This is the main subject of this study. A matrix including several variables has been set, being one of the tools of marketing strategic planning for the organization. These variables decide the extent of market attraction and its competitive position in different market situations. Additionally, another matrix was set up to determine the competitive capability of the organization. On this basis, the suitable investment strategy has been determined, according to each market situation, in relation to market attraction & the competitive capability of the organization. After finishing the marketing revision, evaluation of the organization's internal situation has been done as to the threats and opportunities in comparison to opportunities and threats in the external environment. Good management and investment in change management employed by food companies in the private Jordanian sector is still limited due to obstacles, limitations related to managers and leaderships as well as present technical, financial, and information capabilities.

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