1. Chapter Seventeen Planning and Controlling Global Marketing

2. Copyright © Houghton Mifflin Company. All rights reserved.17 - 2 Figure 17.1: Planning and Controlling Global Marketing

3. Copyright © Houghton Mifflin Company. All rights reserved.17 - 3 The Global Planning Process

4. Copyright © Houghton Mifflin Company. All rights reserved.17 - 4 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

5. Copyright © Houghton Mifflin Company. All rights reserved.17 - 5 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

6. Copyright © Houghton Mifflin Company. All rights reserved.17 - 6 Figure 17.3: GE’s Business Screen for Evaluating SBUs

7. Copyright © Houghton Mifflin Company. All rights reserved.17 - 7 Recent Approaches to Strategic Planning Business System Approach Figure 17.4: Macro Business Systems

8. Copyright © Houghton Mifflin Company. All rights reserved.17 - 8 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

9. Copyright © Houghton Mifflin Company. All rights reserved.17 - 9 Recent Approaches to Strategic Planning (cont’d) Key Success Factors

10. Copyright © Houghton Mifflin Company. All rights reserved.17 - 10

11. Copyright © Houghton Mifflin Company. All rights reserved.17 - 11 Recent Approaches to Strategic Planning (cont’d) Business Models

12. Copyright © Houghton Mifflin Company. All rights reserved.17 - 12 Corporate Planning in the Global Age: Assigning Global Mandates Global Business Strategy Planning The Global Marketing Planning Process

13. Copyright © Houghton Mifflin Company. All rights reserved.17 - 13 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

14. Copyright © Houghton Mifflin Company. All rights reserved.17 - 14 Corporate Planning in the Global Age: Assigning Global Mandates (cont’d) Coordinating the Global Planning Process

15. Copyright © Houghton Mifflin Company. All rights reserved.17 - 15 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

16. Copyright © Houghton Mifflin Company. All rights reserved.17 - 16 Corporate Planning in the Global Age: Assigning Global Mandates (cont’d) Centralized Versus Localized Marketing

17. Copyright © Houghton Mifflin Company. All rights reserved.17 - 17 Figure 17.8: Decision- Making Responsibility Grid

18. Copyright © Houghton Mifflin Company. All rights reserved.17 - 18 Figure 17.9: Decision-Making Responsibility Grid

19. Copyright © Houghton Mifflin Company. All rights reserved.17 - 19 Figure 17.9: Decision-Making Responsibility Grid (cont’d)

20. Copyright © Houghton Mifflin Company. All rights reserved.17 - 20 Controlling Global Marketing Operations Selecting a Control Metric –Performance Against Global Market Potential –Global Market Coverage

21. Copyright © Houghton Mifflin Company. All rights reserved.17 - 21 Figure 17.10: Selection of “Must Win” Markets

22. Copyright © Houghton Mifflin Company. All rights reserved.17 - 22 Controlling Global Marketing Operations (cont’d) –Global Versus Local Share of Market

23. Copyright © Houghton Mifflin Company. All rights reserved.17 - 23 Figure 17.11: Relevant Global Rankings

24. Copyright © Houghton Mifflin Company. All rights reserved.17 - 24 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

25. Copyright © Houghton Mifflin Company. All rights reserved.17 - 25 Source: Michael Goold, Strategic Control (London: Economist Books, 1990), p. 33. Reprinted by permission. Figure 17.12: Strategic Control Processes of Eighteen Multinationals

26. Copyright © Houghton Mifflin Company. All rights reserved.17 - 26

27. Copyright © Houghton Mifflin Company. All rights reserved.17 - 27 Conflict Between Headquarters and Subsidiaries Universal Problem Facing Global Marketing Executives

28. Copyright © Houghton Mifflin Company. All rights reserved.17 - 28

29. Copyright © Houghton Mifflin Company. All rights reserved.17 - 29 Creating a Global Learning Organization Figure 17.13a: Global Learning on a Cross-Border Basis

30. Copyright © Houghton Mifflin Company. All rights reserved.17 - 30 Creating a Global Learning Organization (cont’d) Figure 17.13b: Global Learning on a Cross-Border Basis