Marketing should move to the executive suite, says the author, where it can greatly improve senior management's strategic handling of the corporation. Until recently, marketing and strategic planning have been distinct fields of endeavor. Marketing has had its greatest impact on the tactical operations of lover-level management, particularly in the management of individual products. Strategic planning, on the other hand, has been the concern of top management and its ancillary planning staff. The two activities have been characterized by distinct methodologies and relatively little cross-fertilization.