businesses like Procter & Gamble. Is it practical for small businesses to
develop offensive strategic market plans or defensive strategic market plans?
Why? What role could offensive and defensive strategic market plans play in the
short- and long-run performance of a small business? Should small businesses
balance of offensive and defensive plans? Why?
2. Tactical marketing plans are the Ý|uts & bolts?action
steps used to achieve the strategic market planning process. Should the manager
develop the marketing budget based on the tactical marketing plan or the
strategic market plan? (Let the debate begin!) How would the tactical marketing
plan and marketing budget for a strategic market plan to grow market share
(offensive) differ from those of an optimize position strategic market plan to
reduce share?
3. How does a business create a forecast of its future
performance based on the strategic market plans for each product-market it
intends to serve over a given planning horizon? Will this process vary if the
product is a service or a good? Do you really think most companies forecast
their performance in an orderly, structured manner?
