5

Strategic Planning in Industrial

Marketing: An Interaction Approach
by Peter W. Turnbull and Jean-Paul Valla
UMIST and Lyon Business School, respectively

Introduction
The increasing rate of change in the economic, political and social environments of
firms has led to growing competitiveness, uncertainties and risks. Under such
circumstances many people believe that success and survival are more assured by
improved understanding and application of strategic planning frameworks. Thus,
strategic planning has been the focus of increasing attention in the management
literature, although marketing planning has received less priority.
However, it is our view that existing approaches are inadequate in several respects
when we try to relate them to the realities of strategic planning and implementation in
the industrial marketing field. It is our contention that the particular characteristics
of industrial marketing require a framework of strategic planning which integrates the
dimensions of industrial supplier - customer interaction, the management of portfolios
of relationships and the different levels of management perspective which characterise
the marketing and purchasing of industrial products and services.
In this article we postulate a new approach to strategic marketing planning which
incorporates these issues and provides a comprehensive framework which, we believe
is a contribution both to academic understanding and to the development and
implementation of strategic plans in practice.
In the first section of the article we critically appraise existing strategic planning
approaches and identify the areas where further developments are needed. This is
based on the interaction approach to industrial marketing[1]. Subsequently we suggest
an interactive approach to strategic marketing planning which integrates the specific
characteristics of industrial markets and competitive systems. The conceptual and
empirical research basis of this article is described in detail in Turnbull and Valla[2].
The Application of Strategic Planning Models to Industrial Marketing
According to Enis[3]: "strategic planning will be the bedrock of marketing management in the 1980s".
There has been a growing interest in planning models of all kinds throughout the last
20 years and there are a large number of alternative models now available covering most
potential company environment situations. Despite the plethora of models and
approaches we believe that certain key questions have yet to be addressed and answered.

6 European Journal of Marketing 20,7

* Is the field of strategic planning research and practice so clearly defined and
homogeneous that it is free of unsupported generalisation or implicit
assumptions and qualifications?
* What is the real scope of existing models and do they encompass all the
dimensions of the strategic decision-making environment?
* Are the published findings and prescriptive models consistent with research
findings in other disciplines such as marketing, and particularly with industrial
marketing?
There are, in our view, no simple answers to these questions and several issues need to
be clarified.
Firstly, the terminology of the whole planning field is confusing. Aaker[4], in a short
historical perspective, identifies various different wordings that have been used to describe the process of developing and implementing strategies; from the early "budgeting
and control" to the more recent "strategic market management", with other terms
including "long-range planning", "strategic planning" and "strategic management".
Each wording reflects an evolution in status and perceptions of strategy and planning.
In current literature there are still quite different, if not conflicting, viewpoints in the
way strategic planning is approached.
In trying to clarify this issue it may be useful to distinguish, within a global strategic
planning approach, three different problem areas:
the strategic diagnosis or analysis process, by which the position of the firm
within its relevant environment is evaluated;
theformulation of strategic choices, which translates the firm's ambitions within
its environment;
the implementation of strategic choices/decisions, which develops strategic choice
decisions into programmes of action.
These three fields are quite different in nature and usually have a different organisational status in the firm. However, despite their different nature, in recent years these
three areas have been encompassed within the generic strategic planning of the business. This assumes a necessary coherence and consistency between the three areas; yet,
at the same time, we know from empirical evidence that the assumed coherence and
consistency is very difficult to achieve in practice. As Stonich and the Management
Analysis Centre[5] noted:
. . . the planning movement that began in the 1970s has in many cases become a formality
in which process has overtaken purpose.
In other words, formulating strategic choices is one thing, the implementation of
them is another.
One explanation of this particular problem relates to the definition of the concept
of strategy. Although there are slight variations to be found between the definition
found in textbooks, the generally accepted view of strategy implies a difference between
policy, strategy and tactics. Whenever several levels of strategy are identified it is usually
strictly on an organisational basis. For instance, Vancil and Lorange[6] describe three

Strategic Planning in Industrial Marketing 7

levels of strategy corporate strategy (headquarters), business strategy (division) and

the functional strategy (department).
Implicit in many of the descriptions of different strategic focii is a principle of
strategic decision processes being initiated at the "top" management level and then
being mechanistically implemented at lower levels. This has been particularly true in
strategic planning in practice, despite the often propounded view that planning should
be a "bottom-up" process.
This top-down approach, at least in conceptual terms as regards the imposed
framework, has been a major problem for the effective implementation of strategic
decisions, however "carefully" those decisions were determined at the higher levels.
Inevitably, the "business vision" or perspective at various levels of responsibility is
essentially different. This is not only an issue of organisational structure, but is also
due to different views of "what the business is about". The problem then becomes one
of whether managers at different levels will, or can, recognise this activity, and the
planning thereof, within the global strategic planning framework defined by corporate
planners. If not, then it is not surprising that the planning process does not function
effectively since local managers find the corporate plans are neither coherent with, nor
flexible at, their management level.
The failure to integrate the various business perspectives is clear if the various
planning models are examined carefully. For example, product-life-cycle-based
planning or multivariate approaches, rely on a very broad view of the business, roughly
exemplified by the product/market domain concept. The famous BCG approach[7],
and even the more sophisticated models, such as the multi-criteria MacKinsay model[8]
or the approach proposed by the PIMS project[9], present the same drawback.
From the viewpoint of product, market or sales management, these models may
often produce a remote, sometimes unrecognisable, business vision.
This divorce of the corporate business perspective and the local, more operationally
based, perspective is particularly relevant in industrial marketing, where strategic
decisions are often actually taken at relatively low levels in the hierarchy. This is stressed
by recent developments in industrial marketing theory which focus on an interaction
approach [10, 1, 2] and emphasise the interaction between buying and selling companies
as well as the management of individual supplier-customer relationships. Such
relationships are seen as components of a complex network of interrelationships within
which each firm operates[ll, 1]. The position of a particular firm in this network and
the marketing investments that the company makes to improve its position are
paramount to its marketing performance.
At this time, day-to-day decisions are taken which are often of a strategic nature but
are based on a significantly different perspective of the business. For example, the
choice of key customers for allocation of marketing resources, adaptations of the basic
market offering to specific key customers' needs, the allocation of resources to defined
market segments, all can have a significant long-term impact on the business (see
Johanson's discussion of market and customer investments in Turnbull and Valla,
1986, Chapter 3[2]). However, such decisions are by nature in potential conflict with
strategic decisions taken at the corporate level, if the two perspectives are not integrated
within a global framework of decision-making processes.

8 European Journal of Marketing 20,7

None of the available strategic models has the potential for reconciling the different
decision-making areas and their respective environments and backgrounds.
Taking the industrial marketing viewpoint, there is a need then for the formulation
of a strategic framework which would integrate the specific aspects of the industrial
marketing environment. A strategic market-planning approach could then be
integrated within the strategic business-planning approach. At the same time, we can
then ensure the necessary distinction between the two perspectives and the integration
of both within a global planning framework.
We shall discuss this point in the following sections. In order to do this we need to
raise another issue related to the concept of strategies. Industrial marketing strategies
can be analysed either as an output, related to the objectives the firm wishes to achieve
in terms of market position and to the strategic path it wishes to follow in order to reach
such objectives, or as a decision-making process through which a firm formulates and
implements strategic choices.
An interesting framework for examining marketing strategies as an output has been
proposed by Cunningham[12] who established a typology of industrial marketing
strategies identified from substantial empirical research studies carried out in Western
Europe. This typology is discussed in the next section and will serve as a basis for
discussing the different nature of marketing strategies versus business strategies as well
as the issue of testing marketing strategies against business strategies for coherence,
compatibility and feasibility.
To see strategy as a decision-making process is more complex because the reality
of industrial marketing strategy in practice is that of a multi-function, multi-person
and functionally mutually interdependent activity. For instance, the implementation
of, say, a product innovation strategy will be dependent upon the willingness and
ability of research and design, production and other technical functions, as well as
on the financial function. Thus the marketing decision makers do not necessarily have
the decision power to enforce the implementation of strategic marketing decisions.
As a consequence, the formulation and implementation of industrial marketing
strategies involve collaborative, cross-functional, decision-making processes. The
necessity of high-level integration is, therefore, a prerequisite of efficient and effective
strategic market planning. This needs to be taken into account when formulating a
strategic market-planning framework. Moreover, we believe that an improved
understanding and approach to planning within the marketing function itself, can lead
to significant improvements in its capacity to collaborate effectively with other
functions.
To discuss this second issue of marketing strategies as a decision-making process, the
starting point is the MULTISTRAT Model developed by the Institut de Recherche de
l'Enterprise of the Lyon Business School[13, 14, 15, 2]. From this basis, we have
developed a new strategic market-planning framework which is presented in the fourth
section. This integrates industrial marketing of the specific tasks, establishes a clear
link between business strategy and marketing strategy, emphasises the interrelationships between market management and the management of supplier-customer relationships and, finally, formally integrates the necessary interface between the
marketing function and the other functions within the industrial firm.

Strategic Planning in Industrial Marketing 9

Industrial Marketing Strategies: An Empirical Classification

Arising from the critical discussion of the second section, our aim is now to illustrate the differences between the strategic decision-making process at the business level
and at the level of marketing management. We have argued previously that strategy
should not and cannot be passed mechanistically from one level to the other for
implementation. Instead, we suggest that the significant differences between business
strategy and marketing strategy require independent but compatible and integrated
approaches.
Webster[16] and Albert and Valla[17] have already proposed possible solutions to
this issue. Webster discussed micro- and macro-market perspectives, whilst Albert and
Valla established a formal distinction between three levels of decision making: (1) the
business unit level; (2) the macro-market level (roughly equivalent to market segments);
(3) the micro-market level (equivalent to individual customers).
Following a similar line of thought, Johanson[18] discussed the necessity of distinguishing between marketing investments in macro-positions and in micro-positions.
Cunningham[12] has provided additional insights into this issue by proposing a
detailed description of the different strategic alternatives which can be found in industrial marketing. Based on extensive research with a sample of 42 British companies
marketing in Western European countries, he proposes a typology of strategies. Firstly,
he identifies five market entry strategies employed by firms trying to penetrate new
export markets.
(1) Technical innovation strategy: the development and offer of specially designed
product(s) against customer specification, supported by high quality and
technical service.
(2) Product adaptation strategy: the offer of some design modification to products
to minimise customer inconvenience and to conform to specification supported
by reliable deliveries, stockholding and service.
(3) Availability and security strategy: the emphasis on risk reduction and reliability
through efficient delivery service, after-sales service and other logistical
support.
(4) Low price strategy: offering lower inital price than competition, supported by
adequate quality and delivery performance.
(5) Total adaptation and conformity strategy: the offer of a product package which
matches competition in terms of product specification and performance,
delivery and price, requiring significant technical, commercial and administrative adaptation by the supplier.
These five generic entry strategies can be seen as means by which a company may seek
to establish itself as a credible and potential source of supply in "new" markets and
require investments in macro-positions at the market segment level, and in micropositions in relation to individual customers. Clearly, each of the strategies requires a
particular competence level on the part of the supplier and the strategy chosen must
be compatible with the strategy, or strategies, defined at the business level and with the
resources and competence of the business. A vital element of strategic marketing

10 European Journal of Marketing 20,7

planning in practice is, therefore, the testing of proposed strategic approaches for
coherence, compatibility, and feasibility. We shall return to this point later.
Cunningham's typology is obviously a conceptualisation of observed marketing
behaviour and illustrates the unique nature of industrial marketing strategies, i.e., the
requirement to take into account three perspectives simultaneously:
the supplier's global approach,
the process and expected results of supplier-customer interaction,
the specific macro- and micro-positions of competitors.
Again, we find here issues that are not integrated within global strategic frameworks.
Such issues, however, are paramount to the actual marketing performance of the
industrial firm.
Cunningham develops his analysis further by examining marketing strategies in
situations where market entry has been achieved. He identifies additional strategic
dimensions which are subsequently necessary to consolidate and develop market
positions. Such ingredients correspond to specific skills that are required to manage
supplier/customer relationships efficiently. These are:

customer orientation,
organisational effectiveness,
commercial competence,
social integration.

These skill or characteristics are key success factors in industrial marketing and the
broad approach of strategy models does not incorporate these either. We suggest that
a solution to this problem is to define a specific strategic framework which incorporates
the specific features of the industrial marketing environment and which handles two
related issues:
the need to ensure complementarity between business and marketing strategies;
the need to integrate marketing specific approaches within a global strategic
planning framework.
A final point which should be addressed here, which we mentioned earlier, is the use
of a strategic test framework which relates marketing strategic choices with, on the one
hand, the general or global strategy of the business and, on the other, with marketing
operations/tactics through a framework of tests to ensure that the marketing strategies
finally chosen will be:
(1) compatible with global objectives and resources/competence,
(2) coherent with the market environment as seen by the company,
(3) feasible in terms of the company's human, financial and production resources
and in terms of the organisation characteristics of the company.
Tests of coherence and compatibility should be performed during the strategy
formulation phase and feasibility testing should be an explicit element of the imple-

Strategic Planning in Industrial Marketing 11

12 European Journal of Marketing 20,7

mentation process. However, as in all strategic planning models, an iterative or cascade

process[19] is required. For example, preliminary and broad tests of feasibility should
be incorporated in the strategy formulation process, followed by more detailed and
accurate testing in the implementation stage.
The strategic choice testing framework given in Figure 1 establishes an explicit link
between strategy types or outputs and the process of strategic decision making. In the
next section we examine the specific dimensions of industrial marketing strategies
which must be incorporated in strategic marketing models.
Integrating Specific Dimensions of Industrial Marketing Strategies
In this section we stress particular aspects of industrial marketing strategies.
First is their inherent complexity due to the kind of marketing environment within
which they are formulated. Secondly, we stress the importance of two dimensions of
supplier-customer interaction, i.e., the need for the management of relationships and
the consequences of adapting offerings to specific customer needs.
The formulating of marketing strategies is inevitably constrained by a number of
internal and external factors. The IMP project, in examining the strategic choices and
behaviour of industrial companies operating in France, Germany, Italy, Sweden and
the UK, has identified a range of strategic decision explanatory factors which are
important in industrial markets[23] which we can summarise.
* The nature of the business activity which is itself partly determined by the nature
of the product range and technology and the type of markets in which it operates.
* The global business strategy of the company.
* The company's resources human, financial and technological.
* The company's culture especially in terms of market/customer orientation.
* The perceived importance of the markets served or targeted by the company.
* The perceived risk of dealing with particular markets, which will partly depend
on political, social, legal, economic and competitive variables.
* The market experience and knowledge of the company, which may be illustrated
by geographic, cultural and psychic distance.
* The degree of interfunctional collaboration which exists in the firm, which will
affect the way the company can initiate and respond to change, utilise company
strengths, etc.
* Market structure and characteristics in terms of number and location of
customers, growth rates, technological change and competitive characteristics.
* The nature of customer requirements.
These factors are, of course, interrelated and in some cases interdependent. For
example, perceived risk will be influenced by the company's experience and knowledge,
by its culture and resources and by the structure and characteristics of the markets; the
global business strategy of the company will itself be a function of the company culture
and resources, etc.
Given this number and diversity of influencing variables, and their interrelationships, the nature and process of strategic marketing is inevitably highly complex and

Strategic Planning in Industrial Marketing

13

this often leads to the "disjointed incremental approach" which characterises much
strategic marketing in practice. Among the multifaceted issues marketing managers
have to deal with there is an important one, i.e., the management of supplier-customer
relationships.
As we have previously stressed, the management of customer portfolios and of
customer relationships is fundamental to successful industrial product marketing[l].
Analyses of supplier-customer relationships and interaction patterns have demonstrated the far-reaching characteristics of interpersonal contacts. For example, Turnbull and
Cunningham[20] conclude that, although vast networks of inter- and intra-organisational personal contacts often exist in both supplier and customer companies, such
resource-intensive activities are rarely planned or controlled by companies. Further, as
Cunningham[12] argues, the requirements of individuals or groups of customers may
be sufficiently different to require that each important relationship is planned and
handled in a unique manner. Also, since relationships are dynamic and may progress
through a series of stages[21, 22] they require to be managed over time. The heterogeneity and evolution of relationships then has important implications for industrial
marketing strategies.
Bringing together these various aspects of interactive marketing we can identify key
dimensions of supplier-customer relationships which are important inputs to the
development of a strategic marketing framework.
(1) For a given activity, the portfolio of customers comprises a number of accounts
which are of varying importance to the supplier.
(2) The management of supplier-customer relationships, being an integral part of
industrial marketing strategies, is a task which could properly be integrated
within the customer portfolio management dimension.
(3) The management of supplier-customer relationships requires the setting up of
specific objectives per account, planning, control, co-ordination and handling
of supplier-customer interaction. This means allocating resources and perhaps
making some specific investments representing a cost for the supplier.
(4) The cost of formally managing supplier-customer relationships should be
compared with some evaluation of the expected return on the investment or extra
cost which is incurred. Constrained by scarce resources and profitability requirements, the industrial marketing manager must select those accounts for which
a formalised internal procedure is justified.
(5) Techniques of micro-segmentation whih permit an evaluation of the attractiveness of each account may be used to obtain a ranking of accounts within a given
customer portfolio.
(6) For each target customer a marketing decision-making process may then be
applied which involves:
the analysis of demand (customer's requirements),
the analysis of competition offerings (differentation analysis),
the setting up of objectives (micro-market share, volume, profit),
the definition of a strategy,

14 European Journal of Marketing 20,7

planning marketing programmes,

implementation and control.
In Figure 2 we present a framework designed to integrate relationships management
with marketing strategic development at the business, macro-market and micromarket levels. Such a process requires an appropriate information system which
provides specific information about actual and potential customers as well as more
appropriate data about macro-market segments. This allows resource allocation
decisions to be based on customer attractiveness in terms of strategic marketing
objectives, such as share of target customers' business, as well as on the more traditional objectives of return on investment, market share, etc.
In Figure 2 specific reference is made to the necessity of managing (and controlling)
adaptations of the macro-market strategy to individual accounts. The associated costs
need to be controlled which is one of the reasons why formal micro-market strategies
are needed. Otherwise companies may end up with uncontrolled and large marketing
investments resulting from excessive product line length or depth, and massive time
investment by technical functions in technical interaction with customers.
Such problems arise because of the very nature of industrial markets where
customers always show specific features which have a potential impact on the supplier's
offering. Valla[22] demonstrates this point empirically in his analysis of a sample of
48 relationships between supplying firms in the French component industry and their
customers in Europe. From his analysis it appears that some level of adaptation is
inevitable in the life span of supplier-customer relationships. Moreover, technical
adaptations are involved in over 80 per cent of the cases studied.
This specific aspect of industrial markets also needs to be reconciled with standard
strategic approaches.
An Interactive Strategic Marketing Planning Model
In section two we discussed the limits of the existing strategic planning models as
applied to the industrial products field. We concluded that a new approach was
necessary to incorporate more recent developments in industrial marketing research
and conceptualisation. In particular we believe that the interaction approach, which
recognises the importance of inter-organisational relationships and interaction,
together with other aspects of industrial markets, should be incorporated in any
strategic planning framework postulated for industrial product markets.
In the third and fourth sections we raised strategic issues identified through extensive
empirical research carried out in five West European countries by the IMP group.
Arising from this analysis it is possible to summarise the characteristics which should
be incorporated in a new planning framework.
* The specific features of industrial markets should be integrated.
* It should explicitly recognise the importance of individual customers as a unit of
analysis and establish a link between the three levels of analysis management
the micro-market (individual customer), the macro-market and the business unit
perspective.

Strategic Planning in Industrial Marketing 15

16 European Journal of Marketing 20,7

Strategic Planning in Industrial Marketing 17

18 European Journal of Marketing 20,7

* It should integrate the adaptation aspect of interaction and recognise that the
output of transactions is often the result of reciprocal adaptations by both
supplier and customer. Therefore, the supplier may not have total control over
relationships and strategy.
* It should integrate the multi-functional aspects of decision-making processes and
implementation in industrial marketing, recognising, therefore, the functional
interdependence which is a consequence.
Traditionally, marketing planning has been seen as a formalised, sequential and
unidirectional activity carried out by the supplier organisation. Such approaches do
not usually encompass supplier-customer interaction or other external interactions.
We believe, however, that planning should be more of a dynamic learning process
related to understanding and adapting to the characteristics and dynamics of the
marketplace. Whilst planning should allow adequate control of the company's market
investments, it should permit, indeed encourage, opportunistic behaviour which is an
important aspect of the learning process. "Letting things happen" and "flexible
adaptation and response systems" can be important performance characteristics
allowing a supplier to develop and consolidate relationships as opportunities and
problems arise.
As a first step in formulating a model we attempt to clarify and integrate the various
issues so far identified in Figure 3. This outline framework places the various concepts
in relation to each other.
We attempt in this framework to integrate the macro-market and micro-market
perspectives within the strategic business unit parameter, recognising the strategic
marketing opportunities and choice field. Market and relationship management then
become central issues for strategic planning.
Taking this framework it is now possible to introduce the essential detail of a comprehensive strategic planning model which we do in Figure 4. Decision-making processes,
especially for interactive marketing, are incorporated in some detail and are shown to
be linked to, and influenced by, interaction with customers and other supplier
functions. The various areas of decision making are integrated in a systems perspective,
thus avoiding the suggestion of planning as a mechanistic sequential process. Thus all
the decision areas are interconnected both internally and externally.
The "traditional" output of planning marketing plans and market investments
are shown to be directly related to market interactions and thereby adaptation of
decisions and investment choices. Plans can therefore be seen as guidelines, of greater
or lesser specificity according to the characteristics of the system.
Conclusion
In this article we have drawn extensively on the research evidence and theoretical
contributions of the IMP research group to derive an Interactive Strategic Marketing
(ISM) planning model. We believe that such a model is potentially an important
development in the industrial marketing field because existing models are inadequate
either to explain or understand the realities of planning in practice. Equally, they do
not give a framework which can be used by practising managers.

Strategic Planning in Industrial Marketing 19

We take this critical view because our understanding of industrial marketing and
purchasing is based on a recognition of the importance of supplier-customer relationships and interaction. We also believe that the multi-functional and inter-dependent
nature of decision making and implementation is vitally important and must be
explicitly incorporated in the modelling process.
Underlying our approach is a belief that, by their very nature, industrial markets can
be characterised as disordered, even chaotic. Thus, marketing management has to
accept, understand and live with confusion and changes and yet have the ability to
adapt and respond to the opportunities that arise. It is this view that differentiates our
strategic planning approach from the more traditional and perhaps "clearer" strategic
planning models.
Thus, we argue that strategic marketing planning should be a dynamic systems
process which incorporates the variables and interdependencies within the strategic
decision environment and which is sensitive to the dynamics of the organisation, the
market and its constituent customers. Such sensitivity and flexibility will only be
achieved through the process of effective relationship and market management.
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