Abstract
A sound problem definition should be the starting point of any strategic marketing planning process. The reason is simple. Knowing the company’s problem is required to help management deal with it. Although this will sound logically, reality is far from simple. Generally a strategic problem does not emerge over night. It develops over time and is difficult to see and detect for people in the organization who tend to be too close and used to the problems to see them.
‘More than anywhere else it is at the beginning of any investigation that the source of genius is to be found’
— Northrop
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Notes
Argyris and Schön (1978).
Ansoff (1984).
Note that the actual or final strategic problem can only be stated when the planned, more elaborate strategic analyses are performed.
Based on Hoes (1985). In the original article five areas are distinguished which we collapsed into four.
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© 2001 Springer Science+Business Media New York
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Nijssen, E.J., Frambach, R.T. (2001). Defining the Strategic Problem. In: Creating Customer Value Through Strategic Marketing Planning. Springer, Boston, MA. https://doi.org/10.1007/978-1-4757-3277-1_2
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DOI: https://doi.org/10.1007/978-1-4757-3277-1_2
Publisher Name: Springer, Boston, MA
Print ISBN: 978-1-4419-4870-0
Online ISBN: 978-1-4757-3277-1
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