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Evidence On The Value Of Strategic Planning In Marketing: How Much Planning Should A Marketing Planner Plan?, J. Scott Armstrong, David J. Reibstein
Evidence On The Value Of Strategic Planning In Marketing: How Much Planning Should A Marketing Planner Plan?, J. Scott Armstrong, David J. Reibstein
J. Scott Armstrong
What evidence exists on the value of formal planning for strategic decision-making in marketing? This paper reviews the evidence. This includes two tests of face validity. First, we use the market test: Are formal procedures used for marketing planning? Next, we examine expert prescriptions: What do they say is the best way to plan? More important than face validity, however, are tests of construct or predictive validity: What empirical evidence exists on the relative value of formal and informal approaches to marketing planning? The paper concludes with suggestions on the types of research that would be most useful for measuring …
Review Of Noel Capon, John U. Farley And James M. Hulbert, Corporate Strategic Planning, Bernard J. Jaworski, J. Scott Armstrong
Review Of Noel Capon, John U. Farley And James M. Hulbert, Corporate Strategic Planning, Bernard J. Jaworski, J. Scott Armstrong
J. Scott Armstrong
Corporate Strategic Planning (CSP) reports on an important study of planning practices and the value of those practices. Though it is a long book, nearly 500 pages, one can get almost the full benefit by reading about 200 pages. In fact, CSP contains an excellent summary (Chapter 11) that is only 33 pages; this chapter should be sufficient for most readers. My review assesses what the book has to offer and provides a guide to the potential reader.
The Value Of Formal Planning For Strategic Decisions: Review Of Empirical Research, J. Scott Armstrong
The Value Of Formal Planning For Strategic Decisions: Review Of Empirical Research, J. Scott Armstrong
J. Scott Armstrong
A review of research from organizational behavior supported the guidelines by corporate planners: that is, use an explicit approach for setting objectives, generating strategies, evaluating strategies, monitoring results, and obtaining commitment. To determine whether these findings could be applied to strategic decision making in organizations, a review was made of all published field research on the evaluation of formal planning. Formal planning was superior in 10 of the 15 comparisons drawn from 12 studies, while informal planning was superior in only two comparisons. Although this research did not provide sufficient information on the use of various aspects of the planning …
The Value Of Formal Planning For Strategic Decisions: Reply, J. Scott Armstrong
The Value Of Formal Planning For Strategic Decisions: Reply, J. Scott Armstrong
J. Scott Armstrong
In Armstrong (1982a), I examined alternative explanations to the empirical findings that supported the use of formal planning. In considering the possibility that researcher bias might lead to such results, I used Terpstra’s (1981) evaluation scheme. Based on this test, poor methodology did not seem responsible for the conclusions on the value of formal planning.