■ Introduction
The term ‘control’ has received a bad press. The phrase smacks of coercive
action, limiting freedom and keeping costs to an absolute minimum.
The reality is somewhat different and managers should consider the con-
trol process as simply a mechanism to protect your strategic plans during
implementation. Murphy’s Law states that – ‘if anything can go wrong, it
will go wrong’. Hence a control system detecting and pre-empting the
inevitable problems that accompany implementation is a valuable asset.
Control can be defined as attempting to guarantee behaviour and sys-
tems conform to, and support, predetermined corporate objectives and
policies. Such ‘hard edged’ views illustrate the importance of linking
behaviour to overall strategic direction. This is a fundamental reason for
having control systems.
■ Control: the basic principles
The basis of control is the ability to measure. In essence it compares what
should happen with what actually happened or is likely to happen. Given
the importance of measurement, a tendency exists to measure what is
easy to quantify rather than what is important. Project managers must
guard against this and focus on the key areas. Good control systems often
detect and rectify problems before they become significant and managers
should remember that prevention is better than cure. Try to be proactive
rather than reactive.
The process is broken down into a series of simple steps. Firstly, a target
is set. Ideally, this is integrated into overall strategic planning. Secondly, a
method of measurement has to be determined and implemented. Finally,
measured results are compared with the predetermined target(s) and cor-
rective action, if required, is undertaken.
There are two sides to the control equation – inputs and outputs. If
only output is considered then the system is one of inspection as
opposed to control. Correctly addressing both sides of the equation allows
Control mechanisms aim to translate strategic plans into specific actions. The purpose is to
ensure behaviour, systems and operations conform to corporate objectives/policy. Marketing
managers need to be aware of a range of control variables; financial measures, budgets, per-
formance appraisal and benchmarking.