Why, how and to what effect do firms deviate from their intended marketing plans?

Abstract

Purpose – Very little is known about why, how and to what effect firms deviate from intended marketing plans. The aim of this paper is to extend the understanding of this phenomenon, post plan improvisation (PPI), and begin to identify and categorize such deviations along with their apparent causes and outcomes. Design/methodology/approach – Using the critical incident technique, 384 incidents of PPI were gathered and systematically classified from marketing planners (managers who use marketing planning software) on six different continents using an online survey. Findings – The principal contributions of this study are: the systematic development of a taxonomy for post-plan improvisations; the reported frequencies associated with those categories; and tentative findings regarding relationships between the causes, deviations, and success of PPI. Improvisations that were prompted by changes in external market factors were more likely to be judged by planners as having been successful than those made for reasons internal to the firm. The results also suggest that there exists an optimal level of PPI, that improvisations in pricing are likely to result from changes in the external macro environment, that improvisations in promotion are likely to be responses to competitors, and that managers who are less experienced at planning are less successful than experienced planners at improvisation. Originality/value – Due to the inherent unpredictability of improvisational decision making, few empirical studies have attempted to capture details regarding specific deviations from intended actions. This study is the first attempt to capture and categorize those data in order to allow for more meaningful future investigations.

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