The question, "What keeps Strategic plans on the shelf," is the most critical concept in the Strategic planning concept. This is so because this concept reveals some of the reasons why strategic plans may fail to see the face of implementation. Strategic planning is costly because it eats up time and resources and ought to be implemented. Moreover, business organizations ought to work on implementing all its strategic plans. Additionally, managers ought to save resources by ensuring their businesses draw up strategic plans that they will implement. The information in this topic is essential to a student and a future manager because it enables them to know how to avoid wastage of resources by ensuring all strategic plans are implemented. Strategic plans may fail to be implemented because of poor leaders. These are the post-pone implementation of strategies ( Zuckerman, 2012 ). Moreover, another critical reason for dragging strategic plans is the manager's refusal to understand the real world, thus setting up unrealistic strategies ( Begun, Kaissi & Sweetland, 2005 ).
Marketing in healthcare entails quite a myriad of issues. Each singe concept is important to the success of marketing to an organization. Nevertheless, the roles of senior management are the most important marketing concept for marketing in healthcare. Senior officials are the sole decision-makers in an organization, making decisions with regards to marketing tools used and evaluation of such tools to see their success or failure. Moreover, they also take responsibility for wrong decisions as well as take credit for sound marketing decisions. This makes them all-round players in the area of marketing. Specifically, managers oversee the work on the implementation of marketing strategies as well as the evaluation process of marketing tools ( Wilden & Gudergan 2015 ). Apart from they are responsible for availing the infrastructure that is necessary for implementing marketing decisions they make. Managers make long term decisions that are useful to organizations. This information is important because it would help in a marketing career.
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References
Begun, J. W., Kaissi, A. A., & Sweetland, D. L. (2005). An exploratory study of healthcare strategic planning in two metropolitan areas/practitioner application. Journal of Healthcare Management , 50 (4), 264.
Wilden, R., & Gudergan, S. P. (2015). The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence. Journal of the Academy of Marketing Science , 43 (2), 181-199.
Zuckerman, A. M. (2012). Healthcare strategic planning . Health Administration Press.
