Abstract
This paper grew out of work being undertaken to implement strategic marketing planning (SMP) in the not-for-profit sector. The work identified that, although the terms marketing and marketing planning were in wide usage in these not-for-profit organizations, the reality of their application was both mixed and patchy. This paper explores the reasons for this low uptake and in so doing questions the appropriateness of conventional marketing planning practices and their relation to the organization's culture. It then goes on to develop a contingency model and applies it to marketing planning. In addition to the novel focus, it differs from many other articles on SMP by using social theory/organizational behaviour and generic strategic planning as ways of developing new 'insights' into the debate.
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