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A marketing plan is a comprehensive outline showing the overall marketing effort for an organization. The market mix can be used to come up with a marketing process. The marketing plans are important since they describe the tactics and strategies that are to be employed. Marketing plans aim at making enterprises come with the solutions with awareness of what customers expect. There are formal and informal marketing controls discussed below.

Types of input controls. Formal marketing controls entails input control which are the plans that can’t be implemented without the proper tools in place for them to succeed. Any control type is used to meet an objective.

Control to safeguard assets. They protect the physical and non physical assets,  preventing their loss from either internal or external events. Physical assets are financial resources and cleaning materials while non physical include intellectual property. Techniques to be used include restrictions, locking premises, and proper management supervision.

Controls to ensure information involving finances are reliable and accurate. Internal controls aid in the collection of reliable information for financial and management reporting. Decisions will be made on the basis of this information. Techniques used include regular account reconciliation, segregating duties, independent checks among others.

Controls to ensure operational and financial requirements are complied with. The plan should contain compliance obligations. It should outline techniques such as assigning responsibilities, well documented procedures, and conducting audits to ensure they are adhered to.

Control that ensure the plan’s objectives are met. If the marketing plans is curbed with issues such as lack of accurate financial information and difficulty decision making, the plan will fail. Internal control, ensures that the right information is available for corrective actions to be undertaken towards achieving the plan’s objectives.

 Process controls. Process control are activities that occur in the implementation and mainly influence behavior.They include;

Management strategies. This stands above the others for their commitment to the marketing strategy is the main determinant of failure or success of the plan. Employees look onto the leaders. Non committed leaders make employees loose commitment  (Ferrell & Michael, 270)

Another process control is systems used in compensating and evaluating employees. The marketing plan should offer compensation and evaluation to employees on criteria related to the marketing strategies (Ferrell & Michael, 270).

Internal communication programs that enhance communication among the employees and alliavation of problems among them (Ferrell & Michael, 270).

Authority and empowerment among the employees is an important control process in planning since it enhances performance through job satisfaction (Ferrell & Michael, 271)

Output Controls. Marketing Audits will be used in measuring performance standards,  though systematically examining the firm’s marketing objectives, strategies and performance and identifies problems and possible solutions. Market audit provides  the primary means to entail set up a performance standard through which overall performance is measured.It offers the cleaning company aid in evaluating marketing activities by proving a supply and demand demand index through which price is measured, indicate efficiency and effectiveness as a measure of distribution performance, and exploiting different alternative for improving ongoing implementation of marketing activities based on IMC strategies.   (Dugdale & Lyne, 90).

  1. Informal Marketing controls.

These are unwritten, mechanisms that are employee based that affect their behaviors  as individuals and groups. They are faced with certain issues as discussed;

Employee self control; employees manage their behaviors. They establish their personal objectives and monitor their results. Their objectives are highly dependent on how they feel about their jobs. Employees with high satisfaction and are strongly committed will establish objectives that are in accordance with the marketing plan, strategies, goals and objectives. It is also dependent on rewards they get. However, if some of these attributes lack, the employee’s re demoralized towards their work. Demoralized employees usually won’t work to attain the outlined objectives hence marketing plans are likely to fail. Employee self control is enhanced through empowerment which creates more job satisfaction (Ferrell & Michael, 271).

Employee social control; deals with the norms, standards and ethics that are found in working groups. The social interaction can be a powerful motivator influencing employees’ behavior. The work group’s norms provide peer pressure that makes employees to conform to work to the outlined plan of the  firm’s objectives. Positive influence encourages employees to increase their efforts and performance in attaining the plan’s objectives. On the other hand negative influences such as shirking and slacking responsibilities highly demoralizing them. Social control is enhanced by increasing communication and relationship amid the workers; it enhances their openness (Ferrell & Michael, 271).

Cultural control; it entails the behavior and social norms of the entire firm. Cultural control establishes shared values to all members. Marketing plans are for effective and efficient when everyone is guided by the same beliefs and values since commitment is increased to the organizational goals. Lack of organizational culture and rituals will imply that everyone does what they deem to be right to achieve certain results other than using the usual means. This makes it difficult to coordinate employees in a coordinated way in achieving the objectives. Leaders and managers are supposed to formulate a well   organizational culture that are supposed to be followed in conducting activities for easier goal attainment (Ferrell & Michael, 271).


Dugdale, David, and Stephen Lyne. Budgeting Practice and Organisational Structure. Oxford: CIMA Pub., 2010. Print.

Ferrell, O. C., and Michael D. Hartline. Marketing Strategy. 3rd ed. Mason, Ohio: Thomson/South-Western, 2005. Print.








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