The promotional planning process and its impact on consumer franchise building: the case of fast‐moving goods companies in New Zealand

The promotional planning process is seen as being responsible for many of the problems associated with the increase in sales promotions. Planning, implementation and evaluation processes are influenced by the potentially conflicting goals of senior management and brand/product managers, a failure to integrate media plans and trade plans, and the prevalence of subjective and ad hoc decision making. All these factors are observed among large fast‐moving goods companies in New Zealand. Demonstrates that the promotional planning process is an important driver of how much use is made of sales promotions. A promotional planning matrix is offered as an analytical tool to allow managers to understand the impact of budget allocations and to help overcome planning problems that were identified in the study.