Marketing controlling works to ensure the effectiveness and efficiency of market-based business management. It has several functions, including planning, information, management coordination, and control. Marketing controlling uses various tools at both the strategic and operational levels, such as balanced scorecards, portfolios, and ABC analysis, to monitor marketing activities, develop action options, and analyze variances from plans. It aims to support both strategic marketing planning and the operational implementation and control of marketing goals.

1. PREMIUM POWERPOINT SLIDES
Marketing controlling

2. MARKETING CONTROLLING
POWERPOINT TEMPLATE

3. 1. QUOTE & DEFINITION
2. basics
3. functions
4. FORMS
5. TOOLS
6. CHECKLISTS
AGENDA

4. A MAN WHO STOPS
ADVERTISING TO SAVE MONEY IS
LIKE A MAN WHO STOPS A CLOCK
TO SAVE TIME.
Henry Ford (Founder of Ford Motor Company)

5. BASICS
Key Distinctions
MARKETING
Marketing includes all
actions used to market a
product. The task is to
identify and fulfill the
requirements of
customers and other
stakeholders
CONTROLLING
Controlling is a part of the
business management
system. Its main task is to
plan, manage and control
all business sectors.
Marketing
controlling
Marketing controlling
works to ensure the
effectiveness and
efficiency of market-
based business
management.

6. BASICS
Effectiveness and Efficiency
EFFICIENCY
Efficiency is related to completeness
and accuracy and is achieved with a
specific goal. This also corresponds to
economic efficiency in many cases.
„Doing things right“
Economic efficiency
EFFECTIVENESS
Effectiveness is defined as the degree
of achieving goals, meaning the ratio
of the target that is achieved. The
underlying expense is irrelevant.
„Doing the right things“
Degreeof effect

7. BASICS
Arrangement of Marketing Controlling
1. VARIANT: Functional and
disciplinary assignment to the
central controlling
2. VARIANT: Functional and disciplinary
allocation for marketing and sales
Management
Marketing/ Sales
Controlling
Controlling
PurchasingMarketing/ Sales Finance HR
3. VARIANT: Functional and disciplinary
classification of central controlling and
marketing and sales
Production
Marketing/ Sales Controlling

8. Situation analysIS
GOAL DEFINITION
StrategY
CONCEPT
PLANNINGIMPLEMENTATION
DISTRIBUTION
EVALUATION
GOAL ACHIEVEMENT
BASICS
Closed Loop in the Marketing Process

9. FUNCTIONS
Overview
Planningfunction:
supports strategic and operational marketing planning regarding
decision-making and implementation
Informationfunction:
problem-related information
(specifically market research and
marketing accounting)
Management coordination
function:
tasks apart from the routine of
marketing, coaching &
consulting, project and
cooperation controlling
Controlfunction:
marketing supervision
Marketing
controlling
controllingensures
the effectiveness
and efficiency of
market-based
business
management

10. FUNCTIONS
Activities of Marketing Controlling
determines data associated with marketing
defines requirements and structures information
supply
defines reference objects (e.g. products, orders,
customers, etc.)
sets the date and time of providing information
tests the profitability of long-term investment
decisions in marketing (e.g. programs for marketing
closing)

11. FUNCTIONS
Marketing Controlling in Marketing Process
Corporate goals
PLAN ACTION
PERFORM ACTION
EVALUATE ACTION
ACTION GOALS
FIGURES
MEASURED SUCCESS
PLANNED/ ACTUAL DATA
REPORTING
MEASURES FOR IMPROVEMENT
Marketing plan and marketing goals
Marketing process Marketing controlling

12. FUNCTIONS
Marketing Controlling in Marketing Process
MARKETING GOALS
CONTROL AND COORDINATION FUNCTION
Information system Planningsystem Control system
Market
research
Cost accounting
Environmental
information
Business
information
Strategic
planning
Business
Business field
Marketing mix
Operational Planning
Ensuring the
achievement of:
 Actions
 Organizational units
 Product-market
relationships

13. FORMS OF MARKETING CONTROLLING
Introduction
The Marketing Controlling division is
divided into two large subsections:
In large companies, these two
subsections are often carried out in two
separate and independent subdivisions.
Strategic
Marketing
Operational
Marketing

14. tomonitor
marketing
activities
todevelop
appropriate
options for action
to conduct a root
cause analysis
toanalyze reason
for variance
FORMS OF MARKETING CONTROLLING
Operational Marketing Controlling
Objective:
to commission, implement and control marketing goals and
facilitate a smooth flow of information within the marketing
department

15. TOOLS OF MARKETING CONTROLLING
Strategic Tools: Balanced Scorecard
BALANCED
SCORECARDS
show the link
between strategy
development and
implementation.
Vision and
Strategy
Financial
How should we
appear to our
shareholders to
have financial
success?
x
xx
x
Initiatives
Targets
Measures
Objectives
Customer
How should we
appear to our
customers to
achieve our vision?
x
x
x
x
Initiatives
Targets
Measures
Objectives
Learning and
Growth
How can we
sustain our ability
to change and
improve to achieve
our vision?
x
x
x
x
Initiatives
Targets
Measures
Objectives
INT. Business
Process
Which business
processes should
we master to satisfy
our shareholders
and customers? x
x
x
x
Initiatives
Targets
Measures
Objectives

16. TOOLS OF MARKETING CONTROLLING
Strategic Tools: Balanced Scorecard – Advantages and Disadvantages
DISADVANTAGES
 wide range or big expense
 high costs (including the amount of
introductions of those involved)
 lack of know-how
 time factor (BSC is frequently carried out
by executives/ experts who are already
overloaded with work)
-
 all objectives align with corporate
strategy
 no biased views (other aspects
considered secondary are also involved)
 demand response (response to changed
market requirements by revised
measures)
 the focus is on the future
 active decisions rather than passive
responses
 information and communication
 measurability
ADVANTAGES +

17. TOOLS OF MARKETING CONTROLLING
Strategic Tools: Portfolios
Build
selectively
Invest
to build
Protect
position
Limited
expansion
Selectivity for
earnings
Build
selectively
Divest
Manage for
earnings
Protect and
refocus
weak medium strong
weakmediumstrong
MARKETATTRACTIVENESS
1. Market attractiveness and
competitive analysis:
BUSINESS STRENGTH/ COMPETITIVE POSITION
2. Market share and market
growth analysis:
Question Marks Stars
Poor Dogs Cash Cows
low medium high
MARKETGROWTHRATE
RELATIVE MARKET SHARE
pORTFOLIOS are simultaneous views of all business units and the study of balance and weighing
low-risk and high-risk units.

18. TOOLS OF MARKETING CONTROLLING
Operational Tools: ABC Analysis
ABC ANALYSis
ranks certain
objects (e.g.
products, product
groups, customers,
etc.) according to
their importance.
What contributes
most to your
success?
100
%
100%20%
A B C
40% 60% 80%
80%
60%
40%
20%
Salesprofitmargin
customer
BENEFIT: Allows companies to easily determine the difference and economic importance of
objects under consideration and control marketing actions accordingly

19. CHECKLISTS
Are you familiar with the main functions of marketing controlling?
Do you know the difference between operational and strategic marketing controlling?
Do you know the tools of marketing controlling?
Have you selected a productive tool for your business?
Can you implement it?
Do you know the difference between effectiveness and efficiency?
Do you know the responsibilities of marketing controlling?

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