This is the third in a trilogy of papers reporting a five-year research project into marketing strategy making in medical markets. Following on from the weaknesses in marketing strategy observed in the first paper, and the strategy making process weaknesses identified in the second, this paper presents an empirically derived process for creating strong marketing strategy in medical markets. This process involves the replacement of a traditional rational planning process with a hybrid marketing strategy making process adapted to both the organisational culture and the market environment. These findings are of practical use to marketers in the pharmaceutical, medical device, diagnostic and related sectors.
SmithB.D. (2003) ‘An empirical investigation of marketing strategy quality in medical markets’, International Journal of Medical Marketing, 3(2), 153–162.
2.
SmithB.D. (2003) ‘Success and failure in marketing strategy making: Results of an empirical study across medical markets’, International Journal of Medical Marketing, 3(4), 287–315.
3.
SmithB.D. (2003) ‘The effectiveness of marketing strategy making processes in medical markets’, PhD, Cranfield School of Management.
4.
MintzbergH. (1996) ‘Musings on management’, Harvard Business Review, July-August, 61–65.
5.
HarrisL.C.OgbonnaE. (2002) ‘The unintended consequences of culture interventions: A study of unexpected outcomes’, British Journal of Management, 13, 31–49.
6.
OgbonnaE.WilkinsonB. (2003) ‘The false promise of organisational culture change: A case study of middle managers in grocery retailing’, Journal of Management Studies, 40(5), 1151–1178.
DruckerP.F. (1993) ‘Corporate culture: Use it, don't lose it’, in DruckerP.F. (ed.) Managing for the Future. Butterworth Heinemann, Oxford, pp. 150–154.
43.
HarrisL.C.OgbonnaE. (2002) op. cit.
44.
OgbonnaE.WilkinsonB. (2003) op. cit.
45.
SmithB.D.McDonaldM.H.B. (2003) ‘Ten steps to success’, Marketing Business, January, pp. 26–27.
