Strategic marketing plans and collaborative networks

Abstract

PurposeThis paper seeks to propose a new framework for the marketing planning process that is better adjusted to the modern operational environment, with particular emphasis on the exploitation of collaborative “company networks” in optimising the potential of the plan.Design/methodology/approachA review of the academic literature of marketing planning, three participant‐observation case studies and a focus group, the latter two in Brazil, provided the conceptual input for a very detailed stepwise model for marketing planning in a network environment.FindingsThe new model, including its focus on collaborative action, earned considerable support among participants in the second and third phases of the research. The plan itself was found to be applicable in practice. Obstacles to the achievement of collaborating networks were identified, and solutions are proposed.Research limitations/implicationsThe study proposes and tentatively tests a systematic, sequential framework for marketing planning. It also casts light on networks and working relationships from an unusual angle, which may be transferable to other contexts. Suggestions for further research mainly concern the application and testing of the new model in practice. Limitations concern the representativeness of the case‐study and focus‐group respondents, and the timescale.Practical implicationsThe major managerial implication of this research study is the planning instrument it proposes and, tentatively, tests. It holds the promise of more making marketing budgets work harder, via more systematic planning and exploitation of the power of networks.Originality/valueThe proposed model differs from other marketing planning frameworks in treating the company to which it is applied as member of a network, not an individual. The study took place in a very large “second‐world” economy, a setting very different from those in which conventional marketing plans have been proposed and applied.