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The Marketing Budgeting Process: Marketing Management Implications
Nigel F. Piercy
Journal of Marketing
Vol. 51, No. 4 (Oct., 1987), pp. 45-59
Published by: American Marketing Association
Stable URL: http://www.jstor.org/stable/1251247
Page Count: 15
You can always find the topics here!Topics: Marketing, Budgeting, Political power, Financial budgets, Financial management, Political systems, Political organizations, Political influence, Modeling, Budget allocation
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Most examinations of marketing and advertising budgeting concentrate on techniques ranging from arbitrary "rules of thumb" to complex management science models. The author suggests greater insight is obtained through a focus on the process of marketing budgeting. The processual variables identified in the article provide a framework for managing marketing budgeting that is much more insightful than the simple prescription of budgeting techniques. This insight arises from the source of such processual variables, as they are grounded in the task environment for marketing budgeting. The goal is to develop a conceptual framework for managing marketing budgeting that goes beyond technique to process and structure. This framework can be extended toward an organizational model of marketing budgeting. The argument is illustrated with the findings of a study of U. K. manufacturing firms.
Journal of Marketing © 1987 American Marketing Association