Abstract
Challenges the validity of a traditional model of the stages used in strategic marketing planning, arguing that the conventional model ignores the organizational and human factors present in reality. Proposes an “illogical” model of strategic marketing planning derived from a managerial knowledge of the environment and tactics. Argues that the recognition of such an “illogical” aspect of the planning process will benefit organizational and cultural change on several levels. Suggests issues to be examined in the management of the strategic marketing planning process
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