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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000002507. When citing the article, please cite: Malcolm H.B. McDonald, (1990) “Ten Barriers to Marketing Planning”, Journal of Services Marketing, Vol. 4 Iss: 2, pp. 5 - 18.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000002507. When citing the article, please cite: Malcolm H.B. McDonald, (1990) “Ten Barriers to Marketing Planning”, Journal of Services Marketing, Vol. 4 Iss: 2, pp. 5 - 18.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000002507. When citing the article, please cite: Malcolm H.B. McDonald, (1990) “Ten Barriers to Marketing Planning”, Journal of Services Marketing, Vol. 4 Iss: 2, pp. 5 - 18.

Strategic marketing planning has never been the simple, step‐by‐step approach described so prolifically in prescriptive texts and courses. Reviews strategic marketing planning in the context of different modes of strategic planning. Defines strategic marketing planning, examines its role in an organization, reviews some of the techniques used in the process and concludes by exploring some of the principal barriers which hamper the introduction of strategic marketing planning, or serve to reduce its effectiveness.

Explores the reasons why the majority of industrial companies continue to rely on forecasting and budgeting systems rather than marketing planning. Identifies the key barriers to the development and implementation of marketing plans. Concludes with recommendations for overcoming these barriers and summarizes the benefits of using marketing planning.

After nearly a quarter of a century, Artificial Intelligence, in spite of all its promise, has made virtually no progress in the domain of marketing, and whilst most interested parties view it as a potentially powerful way of beating the competition, there are few products and no on‐line systems available. This article explores why progress has been slow in the domain of marketing and describes the experience and progress of a group of major British multinational companies that have joined forces to produce an Expert Marketing Planning System, EXMAR, with the author of this article as principal expert. A number of conclusions are drawn, but one of the main ones is that the development of EXMAR shows that it is possible to use Expert System methodologies to build support systems in complex areas of marketing management, especially if the domain is well defined, has a large number of factors to be considered, and relevant expert knowledge is available. Also Expert Systems are shown as being useful in helping both academics and practitioners to structure, validate and use marketing knowledge and to understand better the interrelationships between the elements of marketing. In particular, the article forces managers to think deeply and in a structured way about the issues that need to be considered in developing a strategic marketing plan.

Are nations successful because of their national characteristics or because of the characteristics of the companies located there? The subject is discussed in a new book review. Secondly, an article is reviewed, offering a number of research propositions, which ideally should be observed if an organisation is to gain competitive superiority and a third review focuses on marketing planning, in which theoretical planning tools are shown actually to work in practice (i.e. from concept to operation).

IT support for marketing planning can aid in the use of marketing tools, facilitate group planning, and support moves towards continuous planning based on a live marketing model of the business. But, amongst other factors, achieving these benefits depends on the style of support provided by the system. After a review of relevant decision support system (DSS) literature, describes here the findings relating to support style from a qualitative evaluation of a system named EXMAR. The findings support Little’s classic rules of “decision calculus”, such as the importance of ensuring that managers understand and can control the system, rather than the objective influenced by management science of prescribing an optimal recommendation. Also emphasises the role of systems in enhancing mutual understanding in a cross‐functional planning team, and hence in building commitment to the resulting plan.

The purpose of this article is to address one aspect of management (port‐folio management) that will help set the future of an organisation as well as provide an input to short‐range operational planning.

Examines the issues associated with the creation and development of service brands in corporate branding. Initially considers the increasing importance of the services sector, the appropriateness of corporate versus individual branding and how service organisations have challenged the traditional approach to business. By analysing the success and failure of corporate branding in financial services, illustrates how thinking about service branding needs to change. Outlines the differences between product and service branding and considers how the fast‐moving consumer goods (FMCG) approach to branding needs to be adjusted for the services sector. Particular emphasis is placed on the intangible nature of services and corporate branding and how problems linked to intangible offerings can be overcome. Concludes with an examination of the roles that employees and consumers play in the delivery and strengthening of the corporate service brands.