Chapter Seventeen Planning and Controlling Global Marketing

Copyright © Houghton Mifflin Company. All rights reserved Figure 17.1: Planning and Controlling Global Marketing

Copyright © Houghton Mifflin Company. All rights reserved The Global Planning Process

Copyright © Houghton Mifflin Company. All rights reserved 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

Copyright © Houghton Mifflin Company. All rights reserved 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 Figure 17.2: Boston Consulting Group Matrix

Copyright © Houghton Mifflin Company. All rights reserved Figure 17.3: GE’s Business Screen for Evaluating SBUs

Copyright © Houghton Mifflin Company. All rights reserved Recent Approaches to Strategic Planning Business System Approach Figure 17.4: Macro Business Systems

Copyright © Houghton Mifflin Company. All rights reserved 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 Figure 17.5: Micro Business Systems

Copyright © Houghton Mifflin Company. All rights reserved Recent Approaches to Strategic Planning (cont’d) Key Success Factors

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Copyright © Houghton Mifflin Company. All rights reserved Recent Approaches to Strategic Planning (cont’d) Business Models

Copyright © Houghton Mifflin Company. All rights reserved Corporate Planning in the Global Age: Assigning Global Mandates Global Business Strategy Planning The Global Marketing Planning Process

Copyright © Houghton Mifflin Company. All rights reserved 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

Copyright © Houghton Mifflin Company. All rights reserved Corporate Planning in the Global Age: Assigning Global Mandates (cont’d) Coordinating the Global Planning Process

Copyright © Houghton Mifflin Company. All rights reserved 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

Copyright © Houghton Mifflin Company. All rights reserved Corporate Planning in the Global Age: Assigning Global Mandates (cont’d) Centralized Versus Localized Marketing

Copyright © Houghton Mifflin Company. All rights reserved Figure 17.8: Decision- Making Responsibility Grid

Copyright © Houghton Mifflin Company. All rights reserved Figure 17.9: Decision-Making Responsibility Grid

Copyright © Houghton Mifflin Company. All rights reserved Figure 17.9: Decision-Making Responsibility Grid (cont’d)

Copyright © Houghton Mifflin Company. All rights reserved Controlling Global Marketing Operations Selecting a Control Metric –Performance Against Global Market Potential –Global Market Coverage

Copyright © Houghton Mifflin Company. All rights reserved Figure 17.10: Selection of “Must Win” Markets

Copyright © Houghton Mifflin Company. All rights reserved Controlling Global Marketing Operations (cont’d) –Global Versus Local Share of Market

Copyright © Houghton Mifflin Company. All rights reserved Figure 17.11: Relevant Global Rankings

Copyright © Houghton Mifflin Company. All rights reserved 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

Copyright © Houghton Mifflin Company. All rights reserved Source: Michael Goold, Strategic Control (London: Economist Books, 1990), p. 33. Reprinted by permission. Figure 17.12: Strategic Control Processes of Eighteen Multinationals

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Copyright © Houghton Mifflin Company. All rights reserved Conflict Between Headquarters and Subsidiaries Universal Problem Facing Global Marketing Executives

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Copyright © Houghton Mifflin Company. All rights reserved Creating a Global Learning Organization Figure 17.13a: Global Learning on a Cross-Border Basis

Copyright © Houghton Mifflin Company. All rights reserved Creating a Global Learning Organization (cont’d) Figure 17.13b: Global Learning on a Cross-Border Basis