Global marketing presents formidable problems to managers responsible for marketing control. Each national market is different from every other market.Distance and differences in language,custom and practices create communications problems.
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In larger companies the size of operations and number of country subsidiaries often result in the creation of an intermediate headquarters, which adds an organizational level to the control practices,compares these practices with domestic marketing control,and identifies the major factors that influence the design of a global control system.
1.Internal & Extranal:-
Every plan is conceived in the midst of uncertain internal and external forces that influence marketing success.Market growth, customer response to a new product,competitive moves,government regulations and costs are just a few of the uncertain factors about which assumptions must be made to formulate a plan. Therefore,when a company plans,it must also make provisions to monitor the results of plan implementation programs and make adjustments to plans where necessary.Planning necessitates control.
2.Managerial literature:-
In the managerial literature,control is defined as the process by which managers assure that resources are used effectively and efficiently in the accomplishment of the organization's objectives.Control activities are directed toward programs initiated by the planning process.In the ongoing enterprise,however,the data measures and evalutions generated by the control process are also a major input to the planning process.Thus,planning and control are intertwined and interdependent.The planning process can be divided into two related phases:-
A.Strategic planning is the selection of opportunities defined in terms of products and markets,and the commitment of resources,both human and financial,to achieve these objectives,and
B.Operational planning is the process in which strategic product-market objectives and resource commitments to these objectives are translated into specific projects and programs. In global operations,marketing control presents additional challenges.The rate of environmental change in a global company is a dimension of each of the national markets in which the company operates and the multiplicity of environments,each changing at a different rate and each exhibiting unique characteristics, adds to the complexity of this dimension.In addition,the multiplicity of national environments challenges the global marketing control system with much greater environmental heterogeneity and therefore greater complexity in its control.
Conclusion:-
Finally,global marketing causes special communications problems associated with the great distance between markets and headquarters and differences among managers in languages, customs and practices.The need for control is underlined by the fact that when making marketing decisions,executives are right or substantially right considerably less than 100 percent of the time.Indeed,if an organization makes no mistakes,it is a good indication that there is an excessive level of conservatism in decision making.
1.Internal & Extranal:-
Every plan is conceived in the midst of uncertain internal and external forces that influence marketing success.Market growth, customer response to a new product,competitive moves,government regulations and costs are just a few of the uncertain factors about which assumptions must be made to formulate a plan. Therefore,when a company plans,it must also make provisions to monitor the results of plan implementation programs and make adjustments to plans where necessary.Planning necessitates control.
2.Managerial literature:-
In the managerial literature,control is defined as the process by which managers assure that resources are used effectively and efficiently in the accomplishment of the organization's objectives.Control activities are directed toward programs initiated by the planning process.In the ongoing enterprise,however,the data measures and evalutions generated by the control process are also a major input to the planning process.Thus,planning and control are intertwined and interdependent.The planning process can be divided into two related phases:-
A.Strategic planning is the selection of opportunities defined in terms of products and markets,and the commitment of resources,both human and financial,to achieve these objectives,and
B.Operational planning is the process in which strategic product-market objectives and resource commitments to these objectives are translated into specific projects and programs. In global operations,marketing control presents additional challenges.The rate of environmental change in a global company is a dimension of each of the national markets in which the company operates and the multiplicity of environments,each changing at a different rate and each exhibiting unique characteristics, adds to the complexity of this dimension.In addition,the multiplicity of national environments challenges the global marketing control system with much greater environmental heterogeneity and therefore greater complexity in its control.
Conclusion:-
Finally,global marketing causes special communications problems associated with the great distance between markets and headquarters and differences among managers in languages, customs and practices.The need for control is underlined by the fact that when making marketing decisions,executives are right or substantially right considerably less than 100 percent of the time.Indeed,if an organization makes no mistakes,it is a good indication that there is an excessive level of conservatism in decision making.
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