Strategic plan done? Don't forget to plan implementation

Fiebert, Gary B.
February 1982
Marketing News;2/19/1982, Vol. 15 Issue 17, p8
Trade Publication
This article presents the author's views about the successful implementation of strategic planning. Strategic plans frequently turn out wrong because they differ from what happens in the real world and these differences are caused by the inadequate implementation. For successful implementation, it should be remembered that planning has not stopped when the strategic plan is approved. Implementation must be planned, too. Another key point to remember is that the people who will be affected by the plan must be involved in the planning process.


Related Articles

  • WHAT TOOK YOU SO LONG? Feuer, Michael // Smart Business Cincinnati/Northern Kentucky;Aug2012, p22 

    The article focuses on the reason why an employer appeared to be the last to know when problems in the company arise. In reality, it notes that an employer probably is the first to know when there is a time to finally create a solution to a problem. It mentions that an employer needs to decide...

  • CHAPTER FIVE: Energize Your Company's Potential -- Develop Invincibility.  // Manage to Win;4/1/2005, p150 

    Chapter 5 of the book "Manage to Win" is presented. This chapter uses analytical tools to determine potential areas of vulnerability and invincibility. It also identifies techniques to achieve invincibility by managing, controlling and deploying the resources. In addition, this chapter will to...

  • CHAPTER SIX: Create An Ongoing Momentum Among Your Employees -- The Possibilities Are Limitless.  // Manage to Win;4/1/2005, p184 

    Chapter 6 of the book "Manage to Win" is presented. This chapter designs a strategic business plan to enhance the managerial skills. It also applies a systematic approach to identify fresh opportunities. Furthermore, this chapter helps managers to learn by using the normal and extraordinary...

  • The Future of the Corporate Planner. SUMMER, JR., CHARLES E. // California Management Review;Winter61, Vol. 3 Issue 2, p17 

    Breakthroughs in technology and the often overpowering complexity of the corporate structure have spawned a new, versatile breed of managers. Known as planners, their business is change and their eyes must always be focused on the big picture. Here is a profile of the job and the men who must be...

  • Coping Strategies of Executive Survivors in Downsized Organizations in India. Waraich, Sushmita B.; Bhardwaj, Gopa // SAM Advanced Management Journal (07497075);Summer2011, Vol. 76 Issue 3, p26 

    The article presents a study which examines the strategies of executive survivors in coping with the downsizing of their organization in India. The study provides appraisal questionnaire and coping strategies questionnaire to 208 executive survivors from four manufacturing organizations in Delhi...

  • The Mind of the Indiana CEO: Views on Emerging Business Issues. Rutledge, Daniel; Bjonback, Derek // Indiana Business Review;Spring2004, Vol. 79 Issue 1, p6 

    Presents the views of Indiana chief executive officers (CEO) on emerging business issues, as of spring 2004. Need for CEO to partake in shaping public policy, according to Jeffery Garten, dean of the School of Management at Yale University; Information on income transfer out of the state;...

  • The First 100 Days on the Job. Pettibone, Tom // Baseline;Mar2009, Issue 93, p13 

    The article offers four important things which can be helpful for new managers to sustain their tenure at an information technology (IT) company. One of these things is the importance of developing relationships within the company environment and among co-workers. Other things to be considered...

  • CHAPTER ELEVEN: Manage By Understanding The Nature Of Markets.  // Manage to Win;4/1/2005, p320 

    Chapter 11 of the book "Manage to Win" is presented. This chapter will enhance managerial skills to develop competitive strategies for six categories of markets. It describes the negative types of interpersonal relationships that can exist between staff. This chapter also applies five leadership...

  • CHAPTER THIRTEEN: Implementing Tactics: The Hands-On Test Of Leadership.  // Manage to Win;4/1/2005, p372 

    Chapter 13 of the book "Manage to Win" is presented. It identifies the major tactical features of the marketing mix. This chapter helps managers to learn how to coordinate tactical actions with long-term objectives. To enhance managerial skills, this chapter develops a tactical plan to success...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics