LIJOMASS
Journal of the Faculty of Management and Social Sciences,
Ibrahim Badamasi Babangida University Lapai, Niger State.
Volume 2 (2) December 2009.
© Faculty of Management and Social Sciences. Ibrahim Badamasi
Babangida University Lapai, 2009.
Vol.2 (2) December 2009.
ISSN: 2006-6473
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Prof. V.A Kolawole
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Editor
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Management
Dr. Onoja Boniface Oodo
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Prof. A. P Sorka, Dept .of Political Science. Benue State University,
Makurdi
Prof. O. Soyombo. Dept. of Sociology, University of Lagos, Lagos.
Prof. S.O OIubade\vo. Dept. of Education, Bayero University Kano.
Prof.Sheikh Abdullah!, Dept. of Business Administration. Ahmadu
Bello University, Zaria.
Prof. Steven M. Jubwe, Dept .of Sociology, University of Liberia,
Monrovia.
Prof. Graham Chapman,
Dept.
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Geography, University
Lancaster, UK.
Prof. (Mrs) P.S. Aku, Dept. of Economics, Ahmadu Bello University,
Zaria.
Prof. D.B Ekpenyong, Dept .of Business Administration, Olabisi
Onabanjo University, Ago-Ivvoye.
Prof. M. Kwanashie, Dept .of Economics Ahmadu Bello University,
Zaria.
Dr. A.S Jegede, Dept. of Sociology. University of Ibadan. Ibadun.
Dr. M.N Maiturare, Dept. of Business Administration, Ahmadu Bello
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Dr. (Mrs.) S.L. Adeyemi, Dept. of Business Administration, University
of Ilorin, Ilorin.
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LAPAI INTERNATIONAL JOURNAL OF MANAGEMENT AND
SOCIAL SCIENCES
Volume 2, No. 2
December 2009
The Rising Cost of Production and Nigeria's Textile Industry: An
Analytical Study.
Usman,................................................................ 1
Democracy and the Leadership Question: A Redefinition in the
Nigerian Context
Dagaci, M....................................................... 16
An Analysis of the Challenges of Taxation in Kwara State
Yahaya, K.A...................."..........................................
29
An Evaluation of Financial Fraud Control in Nigerian
Universities: A Case Study of University of Ilorin
Noah, A..O..................."............................................ 40
An Empirical Investigation of Strategic Marketing Planning
Implementation in Nigerian Service Industry
Olujide, J.O.. Aremu. M.A.& Bamiduro, J.A.......................... 59
Influences of Culture on Survey Response
Abudulkadir, D.S.....................................................
75
Analysis of Merger and Acquisition in Nigeria
Yousouph, R. O...............................................................................90
Motivation and Workers Performance within Public and Private
Enterprises in Nigeria
Abejirinde, A.A............................................................ 101
Designing
Effective
Control
System
for Multinational
Corporations (MNCs): The Kole of Business Strategy
S. L. Adcyemi................................................................. 113
Pattern of Community- Based Infrastructure Provision in the Medium sized Towns in Kwara State Nigeria
Afolayan. G.P.............................................................. 127
Foreign Direct Investment and Economic Growth in Nigeria (19812008)
Hassan.A.E. & Peter. S............................................
135
A Study of Labour Turnover in Selected Nigeria Universities
Alti, M.U...................................................................
151
Menace of Cultism in Nigeria Tertiary Institutions and its
Abatement Onimajesin.S.I.......................................................
166
Misappropriation and Embezzlement of Public Funds in Nigeria: A
Critical Analysis
Abdullahi. B.F.............................................................. 180
Irrigation Agriculture: A panacea for Achieving the Millennium
Development Goals (MDGs) in Nigeria
Oriola. E.O................................................................ 199
The Geographical Significance of Environmental Systems and their
Analytical Techniques
L.T.Ajibade................................................................. 211
Developing Electricity Distribution Information System in a Part of
Eti-Oba LGA of Lagos State, Nigeria.
Oloyede - Kosoko, S.O.A & Balngun., F.A......................... 220
A Study of Drug Abuse Among Commercial Motorcyclists in Zaria,.
Kaduna State, Nigeria
Okeshola. B.F............................................................. 242
An Assessment of Environmental Financial Accounting Issues
Ashaolii ,T.O. & Esemenc, O.F....................................................... 256
Recourse Control and Sustainable Development in Nigeria Dalta.
Smith, S.U................................................................... 272
An Assessment of the Perceived Quality of GSM
Abdullahi. ,S. A.............................................................285
Lijomass vol. 2(2) December 2009
AN EMPIRICAL INVESTIGATION OF STRATEGIC MARKETING
PLANNING IMPLEMENTATION IN NIGERIAN SERVICE
INDUSTRY
OLLJIDE, J. O., AREMU, M. A. & BAMIDURO, J.A
Department of Business Administration, University of Ilorin. Ilorin.
ABSTRACT
The performance of any business is of key concern to the top managers of
an organization because it is related very closely to such aspects of
organization,effectiveness and performance as profits, costs, sales and
customer satisfaction. The success of any organisations is based on the
formulation and implementation of strategic marketing planning. The
objective of this paper is to examine the impact of Strategic Marketing
Planning Implementation on organisational survival and continuity. The
methodology for this paper was based on descriptive statistics that is,
frequency counts, mean, standard deviation and percentages were used to
analyse the administered questionnaires. The differences between the two
groups of service industry (banks and insurance} were also examined using
Analysis of Variance (ANOVA). The paper concludes that the success of
many organisations is based on the formulation and implementation of
strategic marketing planning. It recommended that Nigerian service
organisations must design and map out appropriate marketing schemes that
will guarantee effective strategic marketing planning effort in their
organisations.
Keywords: marketing, strategic marketing, marketing orientation,
service organisation, strategic marketing planning
INTRODUCTION
In line with the trend of economic reforms embarked upon by
many nations of the world to restructure their economies and position
such national economies strategically to take advantage of the globalised
market, successive government in Nigeria have made one attempt or the
other since inception of Structural Adjustment Programme introduced to
carry out structural changes in our economy. particularly in the service
sector. The structural changes have come in the form of monetary
policies, fiscal policies, exchange rate policies.
59
Lijomass vol 2(2) December 2009
trade, export and import policies so as to achieve desirable macroeconomic
stability to engender growth and development of the Nigerian economy.
The service sector reform has been an integral part of economic
reforms, which began in Nigeria in the mid-1980s with the adoption of the
Structural Adjustment Programmes. Four phases of financial sector reforms
are easily discernable in Nigeria since 1986. The first is the financial system
reforms that led to the deregulation of the banking industry. This culminated
into the rapid expansion of the banking sector from 40 commercial and
merchant banks (with a combined branch network of about 1.655 in 1986)
to 121 and about 2.385 branches in 1992 (CBN 1993).
The second phase spanned the period of late 1993 - 1998, with the
re-introduction of regulations. During this period, the banking sector
suffered deep financial distress that necessitated another round of reforms,
designed to manage the distress. The third phase began with the advent of
civilian democracy in 1999 that saw the return to liberalization of the
financial sectors, accompanied with adoption of distress resolution
programmes. While some of the bankrupt banks were liquidated, about 89
of them survived and had about 3.382 branches predominately in the urban
centers as at June 2004. By this time also, universal banking had been
introduced and the banks could diversify their portfolio to cover all aspects
of retail banking. Upon assumption of duty as CBN Governor. Soludo in
2004 asserted that the financial system was characterised by structural and
operational weakness and that their catalytic role in promoting private sector
led growth could be further enhanced through a more programmatic reform.
This therefore led to the forth phase of the financial sector reforms of
recapitalization which began since then. There is no gainsaying that the
Soludo pronouncement has received a number of accolades globally and
indeed, it is a credit well deserved. The reason is that it has enabled the
financial sector to be vibrant and financially strong. This probably may be
what informed the envisaged Financial System Strategy 2020 that is on the
drawing board today.
In taking a deep look at the strategic roles that the insurance industry
performs in this country, the directive to re-capitalise is not out of place
looking into the earlier attempt to strengthen our financial system through
the re-capitalisation directive given to the banks to forestall the incessant
distress witnessed in the banking sector. It is common knowledge that
banking, and insurance institutions perform complementary roles, it is then
reasonable to hold the view that if the
60
Lijomass vol 2(2) December 2009
banking system is being reformed, other service firms must not be left
behind in the process of reforming.
The implication is that, for effective service delivery in Nigeria
the service provider must inculcate Strategic Marketing Planning which
is the process of examining a company's opportunities, allocating
resources to capitalize in those opportunities and predicting market and
financial performance that are likely to occur. The outcomes of strategic
marketing planning are documented in the marketing plan, which
summarizes the current situation, state the objectives and outlines
strategies and programmes designed to help the organization meet those
objectives. The competitive nature of service industries in Nigeria today
is posing serious problems to service industries. Each and every one of
them wants to maintain its existing customers and potential ones in order
to achieve its corporate objectives (Aremu 2006).
Therefore, at the heart of any economic reform, there is need to
address strategic marketing planning for these organisations in order to
equip them to spearhead the process of a private sector led growth in
Nigerian economy. The objective of this paper is to examine the impact
of Strategic Marketing Planning Implementation on organisational
survival and continuity in Nigeria.
LITERATURE REVIEW
The success of many organisations is based on the formulation
and implementation of strategic marketing planning. Marketers also
discovered that in order to avoid the imminent threats that were
experienced in the market and economic conditions during the past two
decades, institutionalizing strategic marketing planning is inevitable in
our organisations be it service or manufacturing outfits. The Chief
Marketing Executive (marketing director or manager) is responsible for
setting strategic marketing planning that will embody the planning of
goals, product market off springs, price, organization and resources in
general for the marketing department.
A marketing concept, as defined by the American Marketing
Association, is "the process of planning and executing the conception,
pricing, promotion, and distribution of ideas, goods, and services to
.create exchanges that satisfy individual and organizational objectives"
(Marketing News, 1985).
The concept of a strategic marketing policy s based on the
premises that an organization should have a long-term vision that is not
only environmentally sensitive but also nationally and globally oriented.
Therefore, when an organization develops its strategic policy.
61
Lijomass vol 2(2) December 2009
it must go beyond its short-or mid-term goals and must integrate
feedback from employees and customers to reach its goals and objectives
which will benefit not only the organization, but also consumers and the
society at large.
In support of this theory. Webster (1992) remarked: "American
marketers began to see the necessity of moving away from a focus on the
individual sale, the transaction as a conquest, and toward an
understanding of the need to develop long-term, mutually supportive
relationships with their customers." He felt that this was seen as an
indication that future developments in the area of marketing management
will focus on the totality of marketing relationships.
Kotler (2005) presented a model of three types of strategic
marketing orientation: external marketing, internal marketing, and
interactive marketing, and explained how they are applied in today's
marketplace. External marketing describes how a company's marketing
mix. strategy consisting of product, price, promotion and place (i.e. the
"4 Ps") is used to create a beneficial exchange relationship between
producer and consumers. The emphasis is on improving marketing
relationships between the company and its customers by adopting and
utilizing effective marketing mix strategies. However, this traditional
marketing approach is no longer sufficient to retain customers in today's
rapidly changing global marketplace (Kotler. 2005: Waterschoot and
Van den Bulte. 1992). Rather, two other marketing orientations - internal
marketing and interactive marketing - are needed in order to meet the
needs of today's companies effectively.
Internal marketing is a concept that emphasizes team
management. The company encourages and motivates employees in nonmarketing departments to work as a team and support employees in
sales, marketing and customer service, who have frequent contact with,
and continually need to satisfy customers. The emphasis of internal
marketing is on the management of relationships between marketing and
non-marketing personnel. A system marketing, which is a current
practice within the broader context of internal marketing, involves the
interaction between the company's management and employees, and its
customers. Here, emphasis is placed on pre-selling. selling, and postselling activities (Caruso. 1992).
Interactive marketing measures the level of efficiency of the
marketing department in contacting and addressing customers' needs.
Database marketing can be used to illustrate this concept. Here,
information on customers such as personal and/or organizational
interests, goals and objectives is maintained in a database. The premises
are: the more information a company has about its customers,
62
Lijomass vol 2(2) December 2009
the better it interacts with them and, therefore, the better their needs are
satisfied. A typical example is a company that has a customer service
department that maintains a database on customer complaints., needs and.
perhaps, expectations. This information could be used to improve work
processes.
To satisfy the consumer's needs and wants, sound and profitable
marketing programmes and strategies, which constitute sets of products as
well as communication channels policies that would satisfy the needs and
wants of the target group of consumers should be developed. The adoption
of strategic marketing thinking has been generally slow in service
industries. This is partly due to the lesser competition prevailing in the
service industries especially when compared with manufacturing industries,
and because service firm includes businesses that traditionally ignore
strategic marketing.
Strategic marketing is a long-range plan that guides the efforts of all
marketing personnel. Marketing strategies should not be confused with
marketing goals. The marketing goal of an organization is to satisfy
customers and other publics in exchange for a profit or acceptable
revenue/cost ratio. The marketing strategy, on the other hand, is a particular
plan for achieving that goal. Two or more service firms might have identical
marketing goals, but use different marketing strategies for reaching that
goal. Henceforth marketing strategy, then, is based upon goals.
Nonyelu (2000) defined marketing strategy as a single statement
indicating the general route to the achievement of the objective: sometimes,
however it is very specific and quantitative. Strategic marketing deals with
effort to keep the whole organization optimally adapted to its best
opportunities in the face of a constantly changing environment. Kotler
(2005) is of the opinion that the term strategy is a game plan for how to get
there. He also views marketing strategy as the broad principles by which the
business unit expects to achieve its marketing objectives in a target market.
It consists of basic decisions on total marketing expenditure, marketing mix
and marketing allocation.
Planning is at the heart of the strategic management process and
global strategic marketing planning is the culmination of managerial efforts
to reconcile environmental change within the resource constraints of the
corporation (Kegan, 1959). While some companies can get on by using
informal planning efforts (e.g. small companies or firms operating in rapidly
changing market environments .
Lijomass vol 2(2) December 2009
(Morden. 1991)), for most companies, growth brings with it increasing
pressures to formalize the planning process.
Growth pains multiply us companies internationalize and their
planning procedures are stretched across national boundaries. Efforts to
plan on a global basis ha\c seemingly always been met with obstacles.
Impedim:nts to global planning efforts were chronicled during the 1960s
(Cain, 1970). the 1970s (Hulbert et a!.. 1980; McDonald, 1982) and the
1980s (e.g. McDonald. 1990. 1992: and Jessup and Kukalis, 1990). Head
offices seeking to formalize their international planning have been
challenged to produce not only explicit planning procedures that
thoroughly analyze and take account of foreign market environments
(Pearce et al. 1987) but also to implement the planning effort in such a
way as to gain "the involvement and commitment of those principal
stakeholders affected by the plan" (Pearce et ah, 1987, p. 658).
Yet while global competition mounts, so the planning processes
underlying strategy formulation have come under increasing attack.
Campbell and Alexander (1997) noted that planning deficiencies with
managers are being "confounded by process" and producing
"directionless strategies". Courtnev et al. (1997) point out the increasing
problems planners have in underestimating or overestimating
environmental uncertainty. Other criticisms include strategic planning
being accused of not being strategic (Hamel, 1996): and not being
sufficiently democratic in tapping the creative juices of grassroots
organizations (Hamel. 1996: Mintzberg. 1994; Wall and Wall. 1995). In
this research, the study does not evaluate the efficacies of strategies per
se. but the underlying planning process through which strategy is
formulated. But as companies become increasingly global, so the task of
coordinating far-flung commercial empires becomes more complex.
Given the current controversies in the literature, practicing executives
can get conflicting signals about how to manage the all-important
planning process.
MANAGEMENT AND STRATEGIC MARKETING PLANNING
COMPETENCIES
Our understanding of the term marketing competency is
grounded in the management literature as reported in Boyatzis (1982).
There are many different published views and interpretations of
competency definition. It is important to point out, however, that this
study defines competency from a behavioural perspective. This means
that a competent marketing planner is one who. when observed,
demonstrates that he is competent in respect of a particular activity.
64
Lijomass vol 2(2) December 2009
Historic and, indeed, much contemporary work have resulted in the
production of numerous lists of competency and skills frameworks (Boak,
1991: Burgoyne, 1989; Cahoon. 1987; Pearson. 1989). A number of
common threads suggest that there may be tasks and techniques common to
the effective performance of all managers, but these need to be specific to
an individual's circumstances and/or to a specific situation. A further aspect
of such competency frameworks is that some studies use the terms "skills"
and "competencies" interchangeably, whilst others clearly distinguish
between the two. In this paper competency is defined as a manifest
constellation of other competencies and skills which are harnessed at a
specific time and circumstance with respect to the resolution of a particular
problem or the performance of a particular task (Hill and Me Go wan f 996).
Marketing management is similar to general management as long as it is a
process involving analysis, planning, implementation and control.
Competency frameworks, whilst suggesting, tasks and techniques common
to the effective performance of all managers, also recognise the individual
manager's particular circumstance, environment and task needs (Driver,
1990; McKee el a/., 1990; Rhyne, 1986: Shnvastava and Grant, 1985). In
this respect, it is important to understand the significance of a competency
framework in the development of a work-based learning marketing
programme. The role of marketing strategy in any organisation is to assist in
proffering alternative solution to the problems encountered in the marketing
of their service (Olujide and Aremu. 2004). They further agued that the
success and differential advantages in marketing of services could be
attained when an organisation can determine needs and wants of the
customers and direct its marketing effort towards those needs and wants.
Unlike management competency, however, direct reference to
marketing competencies is few. Those that do exist are limited in their
appropriateness for marketing management decision making (McGowan,
1996; Kuratko and Hodgetts. 1995: Middleton and Long. 1990). One key
conclusion from all of the above studies, however, is that certain
management competencies, in spite of their generic aspect, are more
applicable to the specific activities of marketing. A core theme in this paper
is to establish what competencies an effective marketing planner requires,
and in particular, those that may assist in overcoming the barriers to
strategic marketing planning as outlined by McDonald (1989).
Carson el al. (1995) developed an extensive list of marketing
competencies that are desirable for effective marketing decision65
Lijomass vol 2(2) December 2009
making. These include vision, creativity, leadership, communication,
motivation, initiative, intuition, adaptability, analytical thinking,
judgment, organizational ability, knowledge and networking.
METHODOLOGY
Practical considerations largely guide the choice of the
companies to select in the service industry. The aim is to identity
industries that were economically important and where it will be possible
for the researcher to carry out the investigation. Following careful
consideration, banks and insurance companies were chosen. This is
because these organizations are economically important in the service
sector in Nigeria and have been playing a leading role in that sector.
Simple random technique was used to administer 300
questionnaires for the target sample (160 for the two banks and 140 for
the two insurance companies). The discrepancies in the administration of
the questionnaires were based on the size of the middle and top
management executive in the service organisation. The sampling
procedure for this investigation is stratified random sampling. The
stratification was earned out on the type of service industry (banks and
insurance). A total of two banks, two insurance companies in Nigeria
were approached during the course of the investigation. They comprise
Niger Insurance. NEM Insurance. UBA Plc. and First Bank Plc.
Data was collected using "personal-contact" approach i.e. the
respondents were approached personally where they are accessible and
questionnaires were distributed to the middle and top level executives of
the selected service industry and were asked to indicate their
organisations" position on the level of strategic marketing planning
implementation in their service organization with respect to each item on
a seven point liken scale (from 1 indicating very low to 7 indicating very
high).
The paper evaluates strategic marketing planning implementation
in the selected service firms in the service industry in Nigeria. The
descriptive statistics were frequency counts, mean, standard deviation
and percentages were used in this paper. The differences between the
two groups of service industry (banks and insurance) were examined
usuii,1 ANOVA (test of difference).
66
Lijomass vol 2(2) December 2009
Table 1: Extent to which Strategy Marketing Planning (SMP) Implementation is
Experienced by Banks and Insurance Company
_____
Variables
Means
Commitment of the top
management to the
philosophy of Strategic
3.32
Marketing Planning SMP
Tendency of the top
management to view
employees as valuable and 2.47
long- term resources in
implementing Strategic
Marketing Planning
Degree to which the senior
Executives are dynamic in 3.23
implementing strategic
Marketing Planning in your
organization
Degree to which the top
Management evaluates the 2.34
effectiveness of its personal
leadership and commitment to
Strategic Marketing Planning
Effectiveness of your
company to link training
3.31
of staff to its strategic
marketing plan(s)
Frequency of strategic
marketing
2.67
training programmes
conducted for staff in all
functional Departments / units.
Extent to which the
customer-contact
2.78
personnel frequently
communicate with the
management on matters
relating to customer service
Extent of the periodic
Communication of the
2.45
effectiveness of strategic
marketing planning processes to staff
at all levels in the organisation.
Degree to which
Departmental meetings
3.65
are conducted at regular
intervals to plan, implement and
monitor the effectiveness of strategic
marketing plans in the organization
The extent of change in
Your organisation due to
2.45
Government regulations
and policies over the past
five years
Banks N=152
Frequency
%
Means
Insurance
N=134
Frequency
%
65
61.6
2.44
57
51.5
-0.22__
55
49.8
2.01
42
32.7
-0.18
______
Z. Statistics__
____
69
63.6
2.68
59
48.9
0.35
____
58
52.7
1.89
45
45.6
0.26
____
47
44.2
3.11
38
45. 5
0.34
____
56
50.3
1.90
47
50.8
1.62
_____
75
68.9
2.52
62
56.3
0.73
_____
68
63.8
1.99
55
45.9
0.37
_____
74
67.2
3.02
61
51.7
2.66
_____
56
50.3
2.04
44
44.4
0.59
_____
67
Lijomass vol 2(2) December 2009
_
The extent of chance in your 3.61
organisation due to new
product
introduction and technological
advances in the industry
over the pass five years
____
72
66.5
2.88
64
49.3
0.49
_____
Source: SPSS print out
The analysis was carried out to ascertain the degree of
implementation of strategic marketing planning in the selected service
industry. Each strategic planning process was subjected to analysis. The
analysis indicates that the strategic marketing planning implementation
in the banking industry is higher when compared with insurance industry
as can seen in table 1.
In an attempt to examine the differences between the two groups
of selected service industry firms in terms of SMP implementation, the
following hypothesis is formulated for this investigation.
Ho - There is no significant link between strategic marketing
planning implementation of the two groups of service firms and their
survivals and continuity?
Table 2: Correlation Statistical Analysis Showing the Relationship Between
Strategic Marketing Planning Implementation and Organisational Survival and
Continuity in The Banking Insurance Industry
_
_____
Variables
N
X
SD
DF
Calculated
Critical
Decision
r-value r-value
Strategic marketing
152 16.000
2.240
Planning implementation
151
.227
.195
Rejected
Organisational survival
152 14.925
3.945
and continuity
_____
Source: computer print out
Table 2 indicates that the critical r-value (.195) which is less than
that of the calculated r-value (.227) at .05 level of significance and 151
degree of freedom and therefore, the null hypothesis which states that
there is no significant relationship between strategic marketing planning
implementation and organisational survival and continuity in the banking
industry is rejected.
68
Lijomass vol 2(2) December 2009
Table 3: Correlation Statistical Analysis Showing the Relationship Between
Strategic Marketing Planning Implementation and Organisational Survival and
Continuitv in the Insurance Industrv
_
_____
Variables
N
X
SD
DF
Calculated
Critical
Decision
r-value r-value
Strategic marketing
134 12.650
5.920
Planning implementation
133
.151
.195
Accepted
Organisational 1 survival
and continuity
134
11.375
4.518
_____
Source: computer print out
Table 3 indicates that the calculated r-value (.151) is less than the
critical r-value (.195) at .05 level of significance and 133 degrees of
freedom and therefore, the null hypothesis, which state that there is no
significant relationship between strategic marketing planning
implementation and organisational survival and continuity is retained.
There is no significant relationship between strategic marketing planning
implementation and organisational survival and continuity. This
indicates that there is an inverse relationship tendency between the two
variables. Contrary to this finding, it is believed that strategic marketing
planning implementation will lead to organisational survival and
continuity. What probably accounts for this outcome might be the low
level of adoption of strategic marketing planning in the insurance
companies particularly when compared with banking sector.
Table 4: Comparing Responses from Selected Service Organisation
Analysis of
Variance (ANOVA)
Source
d.f
Sum of squares
Means squares
Between service
1
120.2433
120.2433
Organization
Within service
284
2516.3186
8.860
Organization
Total (N- 1)
285
2673.5619
Source: Field Survey. 2008
Using
_____
F
13.57
_____
_____
_____
The analysis in table 4 shows that F calculated is greater than F
tabulated at 5r/f confidence level with V, = 2 and V: = 286 - 2 = 284 i.e.
Pi: < f 0.05. We therefore retain the null hypothesis that strategic
marketing planning has not been fully implemented by the service
organisation in Nigeria. This means that there is still strong need to
inform and enlighten the service operator to implement the strategic
marketing planning in their industry. This correlates with
69
Lijomass vol. 2(2) December 2009
con-elation analysis in table 3. The analysis of variance, therefore, using
F-test. Shows that the degree of the strategic marketing planning
implementation is still very low in the service industry.
CONCLUSION AND RECOMMENDATIONS
Recently, the concept of strategic marketing planning has become
an area of research with a promising future in marketing. At present, the
processes of competence and sustainable competitive advantage
represent the essence of the literature on "strategic marketing planning".
In fact, reflections regarding the nature of strategy in marketing and its
relation to strategic marketing planning, has led to the widening of the
concept of this discipline to such an extent that the role of
competitiveness is now considered explicitly in decision making in
marketing.
Furthermore, Nigerian service organisation must design and map
out appropriate marketing schemes that will guarantee effective strategic
marketing planning effort. Although this paper offers some insights into
the characteristics of a marketing function in an environment that has
become increasingly complex and uncertain, explaining our findings is
somewhat problematic. Structural changes in Nigerian service
environment since December 2005 as a result of recapitalisation exercise
may have impacted on the establishment and development of the
marketing function. Making service available at a moderate price level is
one of the functions that any organisation must provide to his customers
(Aremu 2008). Changes within the industry include increased
marketplace competition and rationalisation, initiatives to improve
internal efficiency and company ownership. These structural changes
have increased market complexity and uncertainty and may have resulted
in the establishment of functional marketing structures to help bank and
insurance to cope with and manage these added pressures.
This paper has shown evidence that successful growth in the
service industry is a function of strategic marketing planning
implementation. Service operators must have good understanding of
strategic marketing .tiling and should be able to implement it to achieve
their corporate goals. This paper recommends that service organisation
should develop strong strategic marketing planning skills and apply these
consistently. In so doing they will achieve growth above that which one
would reasonably expect from an organisation.
70
Lijomass vol 2(2) December 2009
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