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
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
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.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2001 Springer Science+Business Media New York
About this chapter
Cite this chapter
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
Download citation
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
eBook Packages: Springer Book Archive