MARKETING PLAN EXPLORER
Copyright 2002, Professor Jerome M. Katrichis
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V. GENERATION OF ALTERNATIVE MARKETING PLANS
A. Generating Alternative Objectives/Strategies/Missions
The importance of this section will be dictated by the assessment of problems and opportunities detailed in the previous section of the plan.
In general, if an organization isn't accomplishing what it is trying to accomplish there can be only one of two problems. Either the organization isn't going about the accomplishment in an appropriate fashion, or what it is trying to accomplish is not appropriate. The purpose of this section is to propose alternatives that address the later of these two issues.
That is, if either the mission or the objectives of the organization are not being accomplished, maybe the organization needs to reexamine the mission or objectives.
When we discuss alternative strategies, we are discussing how the organization is attempting to accomplish its mission or goals or objectives, but in a general sense. See the strategy section of the Internal Situation Analysis for more details of what strategy entails.
You may have to develop several sets of alternatives to address different problems and opportunities faced by the organization. It is important to keep sets of alternatives at a similar level of abstraction in decision making in order to be comparing alternatives that are in fact comparable. For example, changing the mission of the organization should not be compared to changing an element of training for your sales force. While changing the mission might imply a change in sales training comparing the two as alternatives is simply not comparable. A change in the organization's mission could really only be compared to alternative missions.
One alternative that always exists for organizations is to do nothing differently.