chapter seventeen planning and controlling global marketing
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Chapter Seventeen
Planning and Controlling Global
Marketing
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Figure 17.1: Planning and Controlling Global Marketing
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The Global Planning Process
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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
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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
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Figure 17.3: GE’s Business Screen for Evaluating SBUs
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Recent Approaches to Strategic Planning
• Business System Approach
Figure 17.4: Macro Business Systems
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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
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Recent Approaches to Strategic Planning (cont’d)
• Key Success Factors
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Recent Approaches to Strategic Planning (cont’d)
• Business Models
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Corporate Planning in the Global Age: Assigning Global Mandates
• Global Business Strategy Planning
• The Global Marketing Planning Process
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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
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Corporate Planning in the Global Age: Assigning Global Mandates (cont’d)
• Coordinating the Global Planning Process
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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
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Corporate Planning in the Global Age: Assigning Global Mandates (cont’d)
• Centralized Versus Localized Marketing
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Figure 17.8: Decision-Making Responsibility Grid
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Figure 17.9: Decision-Making Responsibility Grid
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Figure 17.9: Decision-Making Responsibility Grid (cont’d)
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Controlling Global Marketing Operations
• Selecting a Control Metric
– Performance Against Global Market Potential
– Global Market Coverage
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Figure 17.10: Selection of “Must Win” Markets
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Controlling Global Marketing Operations (cont’d)
– Global Versus Local Share of Market
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Figure 17.11: Relevant Global Rankings
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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
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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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Conflict Between Headquarters and Subsidiaries
• Universal Problem Facing Global Marketing Executives
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Creating a Global Learning Organization
Figure 17.13a: Global Learning on a Cross-Border Basis
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Creating a Global Learning Organization (cont’d)
Figure 17.13b: Global Learning on a Cross-Border Basis