Hdl Handle:
http://hdl.handle.net/10149/58390
Title:
Jazz and marketing planning
Authors:
Dennis, N. K. (Noel); Macaulay, M. (Michael)
Affiliation:
University of Teesside. Teesside Business School.
Citation:
Dennis, N. K. and Macaulay, M. (2003) 'Jazz and marketing planning', Journal of Strategic Marketing, 11 (3), pp.177-185.
Publisher:
Routledge
Journal:
Journal of Strategic Marketing
Issue Date:
Sep-2003
URI:
http://hdl.handle.net/10149/58390
DOI:
10.1080/0965254032000133467
Abstract:
This paper applies the metaphor of jazz improvisation to strategic marketing planning, making specific reference to Piercy and Morgan's (1994) marketing planning model. Jazz metaphors have become increasingly prevalent in management studies, but as yet there is no specific reference to their use in marketing planning literature. The aim is to fill this gap by showing how the techniques of improvisation around a structural core can be applied to marketing planning models. Current models are too structurally rigid, and we outline steps to a more flexible approach. We invoke two models - 'jazzers' and 'readers' - and aim to show that 'jazzers' will yield greater success through greater levels of creativity, flexibility and innovation; elements that are essential to the success of strategic marketing planning. After characterising the models of jazzers and readers, we will apply them directly to Piercy and Morgan's model of strategic marketing planning.
Type:
Article
Keywords:
metaphor; marketing planning; jazz; improvisation; creativity; creative dissonance; flexibility; jazzer; reader; Piercy and Morgan marketing planning model
ISSN:
1466-4488
Rights:
Subject to restrictions, author can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 16/12/09]
Citation Count:
0 [Web of Science and Scopus, 16/12/09]

Full metadata record

DC FieldValue Language
dc.contributor.authorDennis, N. K. (Noel)-
dc.contributor.authorMacaulay, M. (Michael)-
dc.date.accessioned2009-04-01T10:50:50Z-
dc.date.available2009-04-01T10:50:50Z-
dc.date.issued2003-09-
dc.identifier.citationJournal of Strategic Marketing; 11 (3): 177-185-
dc.identifier.issn1466-4488-
dc.identifier.doi10.1080/0965254032000133467-
dc.identifier.urihttp://hdl.handle.net/10149/58390-
dc.description.abstractThis paper applies the metaphor of jazz improvisation to strategic marketing planning, making specific reference to Piercy and Morgan's (1994) marketing planning model. Jazz metaphors have become increasingly prevalent in management studies, but as yet there is no specific reference to their use in marketing planning literature. The aim is to fill this gap by showing how the techniques of improvisation around a structural core can be applied to marketing planning models. Current models are too structurally rigid, and we outline steps to a more flexible approach. We invoke two models - 'jazzers' and 'readers' - and aim to show that 'jazzers' will yield greater success through greater levels of creativity, flexibility and innovation; elements that are essential to the success of strategic marketing planning. After characterising the models of jazzers and readers, we will apply them directly to Piercy and Morgan's model of strategic marketing planning.-
dc.publisherRoutledge-
dc.rightsSubject to restrictions, author can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 16/12/09]-
dc.subjectmetaphor-
dc.subjectmarketing planning-
dc.subjectjazz-
dc.subjectimprovisation-
dc.subjectcreativity-
dc.subjectcreative dissonance-
dc.subjectflexibility-
dc.subjectjazzer-
dc.subjectreader-
dc.subjectPiercy and Morgan marketing planning model-
dc.titleJazz and marketing planning-
dc.typeArticle-
dc.contributor.departmentUniversity of Teesside. Teesside Business School.-
dc.identifier.journalJournal of Strategic Marketing-
ref.assessmentRAE 2008-
ref.citationcount0 [Web of Science and Scopus, 16/12/09]-
or.citation.harvardDennis, N. K. and Macaulay, M. (2003) 'Jazz and marketing planning', Journal of Strategic Marketing, 11 (3), pp.177-185.-
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