Chapter Seventeen Planning and Controlling Global Marketing

Chapter Seventeen

Planning and Controlling Global

Marketing

Copyright © Houghton Mifflin Company. All rights reserved. 17 - 2

Figure 17.1: Planning and Controlling Global Marketing


The Global Planning Process


Corporate Versus Business Planning

• Traditional Corporate Planning Models

– The Boston Consulting Group Approach

– The General Electric/McKinsey Approach

– Profit Impact of Marketing Strategy (PIMS)

– Scenario Planning


Perspectives, No. 135, “The Experience Curve-Reviewed, 14 The Growth Share Matrix or the Product Portfolio.” Adapted by permission from the Boston Consulting Group, Inc. 1973.

Figure 17.2: Boston Consulting Group Matrix


Figure 17.3: GE’s Business Screen for Evaluating SBUs


Recent Approaches to Strategic Planning

• Business System Approach

Figure 17.4: Macro Business Systems


Source: Reprinted with permission of The Free Press, a Division of Simon & Schuster Adult Publishing Group, From COMPETITIVE ADVANTAGE: Creating and Sustaining Superior Performance by Michael E. Porter. Copyright© 1985,

1998 by Michael E. Porter. Pp. 46-47.

Figure 17.5: Micro Business Systems


Recent Approaches to Strategic Planning (cont’d)

• Key Success Factors



Recent Approaches to Strategic Planning (cont’d)

• Business Models


Corporate Planning in the Global Age: Assigning Global Mandates

• Global Business Strategy Planning

• The Global Marketing Planning Process


Source: Reprinted with permission from Helmut Becker and Hans B. Thorelli: International Marketing Strategy.Copyright 1980, Pergaman Press PLC.

Figure 17.6: Global Marketing Planning Matrix


Corporate Planning in the Global Age: Assigning Global Mandates (cont’d)

• Coordinating the Global Planning Process


Source: Reprinted from LONG RANGE PLANNING, Vol 23, No 3, p. 18. Copyright 1990, with kind permission from Elsevier Science Ltd., The Boulevard, Langford Lane, Kidlington, OX5 1GB, UK

Figure 17.7: Hoechst Planning System


Corporate Planning in the Global Age: Assigning Global Mandates (cont’d)

• Centralized Versus Localized Marketing


Figure 17.8: Decision-Making Responsibility Grid


Figure 17.9: Decision-Making Responsibility Grid


Figure 17.9: Decision-Making Responsibility Grid (cont’d)


Controlling Global Marketing Operations

• Selecting a Control Metric

– Performance Against Global Market Potential

– Global Market Coverage


Figure 17.10: Selection of “Must Win” Markets


Controlling Global Marketing Operations (cont’d)

– Global Versus Local Share of Market


Figure 17.11: Relevant Global Rankings


Controlling Global Marketing Operations (cont’d)

– Elements of a Control Strategy

• Developing Standards

• Measuring and Evaluating Performance

• Analyzing and Correcting Deviations from the Standards

• Making Strategic Control Work


Source: Michael Goold, Strategic Control (London: Economist Books, 1990), p. 33. Reprinted by permission.

Figure 17.12: Strategic Control Processes of Eighteen Multinationals



Conflict Between Headquarters and Subsidiaries

• Universal Problem Facing Global Marketing Executives



Creating a Global Learning Organization

Figure 17.13a: Global Learning on a Cross-Border Basis


Creating a Global Learning Organization (cont’d)

Figure 17.13b: Global Learning on a Cross-Border Basis

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Chapter Seventeen Planning and Controlling Global Marketing