Planning process

Good objectives should be clear and measurable. In exams, connect measurable objective with follow-up.

The planning process begins with setting organisational objectives. Decisions such as the advertising budget and distribution channel are taken only after objectives, premises and possible alternatives have been considered. Therefore, the error is starting later planning steps before setting objectives. The question does not indicate that alternatives were not identified or evaluated. Exam tip: In planning-sequence questions, treat objective setting as the starting point before subsequent decisions.

Estimates of the future external environment are premises. In exams, treat exchange rate and rules as premise clues.

Shared premises help departments plan on the same base. In exams, connect common premises with coordination.

Good planning searches for many possible routes. In exams, treat a single route as a weak alternatives stage.

These are different courses of action to achieve a goal. In exams, identify an option list as alternatives.

Evaluation considers image, risk and feasibility along with profit. In exams, do not ignore non-financial impact.

Risk and long-term benefit are compared in evaluation. In exams, connect risky growth options with evaluation.

The best alternative can sometimes be a combination. In exams, understand selection as a flexible final decision.

Direct answer: Option A, selection is not based on objective analysis. A sound planning process requires managers to compare alternatives using relevant facts, costs, benefits, risks, feasibility and organisational policy. An evaluation report supplies such evidence. If a manager ignores it and chooses only because of personal liking, the decision is biased rather than rational. Option A is correct because personal preference has replaced objective evaluation. Option B is wrong because strong premises would mean useful and realistic assumptions, not biased selection. Option C is wrong because follow-up is a later review stage and cannot describe this selection problem. Option D is wrong because implementation being complete says nothing about whether the original choice was rational. The reasoning chain is: report provides analysis, manager ignores analysis, personal bias controls the choice, so objective selection is missing. Exam cue: personal liking against evidence usually indicates bias or non-objective selection.

Changing selected strategy into action details is implementation. In exams, treat budget and responsibility chart as action stage.

Action becomes weak without role clarity. In exams, connect responsibility and authority with implementation.

Actual and planned figures are compared in follow-up. In exams, treat cost variance as a follow-up clue.

When wrong premises are found, the plan should be corrected. In exams, connect follow-up with feedback and revision.

After evaluation, the best alternative is selected. In sequence questions, write selection after evaluation.

In the planning process, the selected alternative is implemented first. Reviewing results and making necessary corrections afterwards is called follow-up. Therefore, reviewing results before implementation is the stated sequence error. Although other sequences may also be incorrect in general, the situation in the question specifically places follow-up before implementation. Exam tip: remember that implementation is followed by follow-up or feedback.

Common premises give the same base to all departments. In exams, connect premise communication with coordination.

Resources and feasibility are checked in evaluation. In exams, connect mismatch with evaluation stage.

Balanced objectives avoid narrow planning. In exams, connect multiple performance standards with good objectives.

The correct answer is D. Follow-up is a learning and control activity, not merely a search for failure. When actual performance exceeds the target, managers should examine why: perhaps a successful marketing method, efficient process, favourable market condition or effective team practice contributed to the result. Understanding these causes helps the organisation repeat useful actions, set better future objectives and improve later plans. A better result is not automatically an error, and it does not mean objectives or alternatives should be removed. Follow-up therefore remains valuable even when there is no negative deviation, because positive deviations also provide information for future planning.

Scenario planning is an advanced form of future assumptions. In exams, connect demand scenarios with premises.

Wrong premises can also make comparison of alternatives wrong. In exams, see the impact of premises on later decisions.

Ethical impact can also be part of evaluation. In exams, do not limit evaluation only to profit.

Derivative plans clarify action. In exams, treat budgets and programmes as implementation support.

Direct answer: Option B, planning is a continuous and learning process. Planning does not end permanently when one plan is written. Managers implement the plan, review actual results, compare them with objectives, learn from differences and use that learning in the next cycle. Step by step: follow-up produces feedback; feedback shows what worked and what did not; managers improve assumptions, objectives or actions; the improved knowledge guides future planning. Option A is wrong because planning is not a one-time activity. Option B is correct because repeated review and learning show continuity. Option C is wrong because objectives are essential starting points of planning. Option D is wrong because correction is possible and often necessary. The feedback may confirm success or reveal weakness, but either result can improve later decisions. Memory cue: plan, act, review, learn and plan again.