1. 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

2. International Context of Control
Each international market is different, so strategies and controls will vary
Distance, 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.

3. 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

4. Principles of a control system.
Aim to translate strategic plans into actions (Drummond and Ensor 2001).
Ensure that behaviour and operations conform to corporate objectives
Organisations need to measure, compare and analyse variances so that timely corrections can be made
Effective control involves the measurement of inputs as well as outputs.
Control is important because:
‘You can’t manage what you can’t measure’ adage
Gaining importance to measure ROI in marketing
Moves afoot to include branding in financial accounts.

5. 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.

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

7. Benchmarking
‘Benchmark’ core operational standards against the very best in business.
Process benchmarking – compare one process from within the organisation to another.
Competitor benchmarking – compares performance in key areas against that of competitors.
Others?

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