In the last years the Marketing Controlling function gained importance at Hansgrohe. On the one hand due to the fact, that Marketing budgets are – besides personnel cost – one of the major overhead cost positions and therefore need a profound planning and controlling. On the other hand the increasing volatility in the world-wide economy brought up the requirement to put more emphasis on directing Marketing budgets more flexibly.
In the following paragraphs we would like to give an insight into selected procedures and tools.
Marketing planning and budgeting
The Marketing planning, which is carried out by the Marketing managers in the subsidiaries, is going hand-in-hand with the Marketing budgeting process led by the Controllers.
Based on the strategic goals set in the Business plans, a Marketing Roadmap is set up for the upcoming years. This Marketing Roadmap contains the major new products to be introduced as well as the main Corporate Communication messages. This mid-range planning sets the starting point for the yearly budget planning.
Budget Controlling in Marketing
Flexibilization of Marketing budgets
Volatility is considered as the new normal – this is what we experience in many of the markets. In order to be able to react if a market is cooling-off or starting up, the Marketing budgets have been structured fl exibly.
This means, that at the beginning of the year, only 80% of the Marketing budgets are directly released and can be used for marketing activities and campaigns. The remaining 20% of the budget can only be used upon the approval of a formal request.
This formal request can be either brought up in one of the Quarterly Strategic Review Meetings with the Board or via a Workfl ow release procedure.
To see at a glance which activities belong to the 80% directly released budget and which are the ones frozen in the beginning of the year, each Marketing Manager has to prioritize his budget in 1-2-3 activities:
- Prio 1 = 80% directly released
- Prio 2 = 10% frozen budget
- Prio 3 = 10% frozen budget
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