International Marketing Control

‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ International context of control Obtaining performance information Principles of a control system. Simple process of control Control techniques Effective control systems Benchmarking Balanced Scorecard

so strategies and controls will vary ‡ Distance. .International Context of Control ‡ Each international market is different. language differences and cultural variations cause communications problems ‡ Resentment from subsidiaries of HQ control ‡ Local marketing plan will need to controls appropriate for HQ and subsidiaries.

Obtaining Performance Information ‡ Report ‡ ‡ ‡ ‡ Standardised to allow comparison Use common language As frequently as necessary Cover all HQ information needs ‡ Meetings ‡ Gathering of all. Take time and resources ‡ Information Technology ‡ Make control simpler and quicker .

Principles of a control system. compare and analyse variances so that timely corrections can be made ‡ Effective control involves the measurement of inputs as well as outputs. Gaining importance to measure ROI in marketing 3. . Moves afoot to include branding in financial accounts. ‡ Ensure that behaviour and operations conform to corporate objectives ‡ Organisations need to measure. µYou can¶t manage what you can¶t measure¶ adage 2. ‡ Aim to translate strategic plans into actions (Drummond and Ensor 2001). ‡ Control is important because: 1.

Simple process of control ‡ ‡ ‡ ‡ Set targets ± quantified objectives and/or budgets. Determine the method(s) of measurement Measure the results at the end of each period Compare results against the targets and identify variances ‡ Identify and implement any necessary corrective action. .

e. ‡ Physical resources analysis ± analysis of plant and equipment utilisation.g. monitoring capital expenditure. selling costs.Control Techniques ‡ Financial analysis e. ‡ Others. . . marketing resources. . ‡ Market analysis ± I. variance analysis. sales targets. . .g. market demand. other measures of productivity and product quality ‡ Systems analysis ± consider the effectiveness of implementation and application of marketing resources. market share. . cash flow. ratio analysis. ‡ Sales analysis ± e.

‡ Competitor benchmarking ± compares performance in key areas against that of competitors. ‡ Others? .Benchmarking ‡ µBenchmark¶ core operational standards against the very best in business. ‡ Process benchmarking ± compare one process from within the organisation to another.

(tend to be backward looking) ‡ Customer perspective ± e.Balanced Scorecard ‡ Assesses performance across a wider dimension other than just financial performance.g. quality. ‡ Innovation and learning ± e. satisfaction and retention. skills.g.g. employee behaviour. ‡ The financial perspective ± traditional financial measures. product development. Takes a shareholder¶s perspective. ‡ Internal perspective ± e. idea generation. .

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