Marketing managers practice in a consistently changing environment necessitating the need for the formalisation, implementation and evaluation of strategic marketing plans. Nevertheless, despite the advocated benefits of strategic marketing planning, a paucity of empirical evidence makes this notion speculative. This study examines the relationships between strategic marketing planning and performance. The interactive effects of strategic marketing planning and performance are stressed and examined. Findings suggest that the issue is not whether strategic marketing planning affects performance, but rather what marketing capabilities are required to enhance performance. This study extends the knowledge of strategic marketing planning and performance by focusing on the service industry, and provides controls for market-level influences by being restricted to the hotel sector.