Ray worked with B-2-B and Consumer clients throughout the world ... including USA, Canada, Mexico, Asia, the South Pacific, Europe, the Middle-East, Central & South America, Africa.

This website is a compilation of Ray's 10 years on the Web.

 

Power Direct Marketing: The Book


The Planning Model

The one thing we can be absolutely sure of is that the future will be distinctly different from the past. The world of the future—even a few years down the road—will be different from today.

As difficult as it may seem, if we are to be as successful with our business as we know we can be, we must plan for that future. We must consider the impact it will have on our business and be prepared to take steps to change our operation—to get in step with the times as they change.

An important benefit of planning is to be in position to take advantage of change. To be able to move with the times. To observe the marketplace and then the advantage of that new opportunity. Or changed situation.

Dale Marco of Peat, Marwick, Mitchell & Co. said it well: "Planning is deciding in the present what to do in the future."

Many senior executives (middle management, too) tend to be action oriented. They prefer doing something—sometimes anything over planning what to do. The planning process takes time—and the feeling is there isn’t enough of it as it is. How can we set aside planning time?

As the Koran says: "If you don’t know where you are going, any road will take you there." We all know that is true . . . so why then do we resist planning? How can we possibly know where we’re going if we don’t have a plan to take us there?

Clarence Eldridge of the Campbell Soup Company has a response:

Writing a marketing plan sounds like quite a chore to do
once a year on every product. It is quite a chore—the first time.
Thereafter, the practice saves rather than consumes time.

It provides the necessity for complete basic agreement
at the beginning of the year, with respect to the job to be done
and the way to go about doing it. It permits making
reasonably long-range plans to which the company is broadly committed,
and obviates the likelihood of costly improvisation and changing of direction.

It provides, better than any other system I know,
for that continuity of effort and of direction
that is so important
to the successful working out of any marketing activities.

The 8ight Point Market Action Plan is my answer to those who don’t have time. To those who don’t have a plan and know they need one. Nobody argues against planning. They do argue against the technique or process of planning. The 8ight Point Plan is my answer—simple, easy to understand, easy to follow. Not a formula, but guidelines and IDEAS.


Top of This PageReturn to Previous Page

Contents by ROCKINGHAM*JUTKINS*marketing, all rights reserved.
Design by William F. Blinn Web Design, all rights reserved.