The role of marketingcontrolling in the organization and in the distribution network

Tolnay, Anita and Oszterhuberné Bartus, Ildikó and Kerekes, Etelka (2019) The role of marketingcontrolling in the organization and in the distribution network. In: International Conference of Economics PhD Students and Researchers in Komárno : Book of Abstracts. Selye János Egyetem; Univerzita J. Selyeho, Komárno, pp. 191-202. ISBN 9788081223341

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Abstract

Nowadays, the ever-changing, turbulent environment increasingly requires the performance measurement, monitoring, prior planning and controlling at company level, which are critical to the success of companies. Controlling as a result-oriented management, which means regulation, direction and supervision, is essential for the efficient operation of a company. Its role has grown in the face of intensely changing market conditions, which nowadays interweaves every aspects of business. Controlling, which is designed to control a number of distinct areas (financial, accounting, sales, manufacturing, sales, R&D), is critical to the effective operation of organizations. The main purpose of this article is to present the importance of marketing controlling in the distribution channel chain, which is significantly different from other areas of corporate controlling. While controlling alone is strongly financial in nature, marketing controlling has psychographic measurable and less measurable elements. Our study describes the basics, tasks and tools of marketing controlling based on international and domestic scientific articles. Each of the processed literature supports the controlling elements that play a key role in the competitive performance of businesses and perform different functions as operating areas. The importance of marketing controlling, which greatly influences the profitability and competitiveness performance of companies, is attempted to be substantiated by the results obtained in the laboratory R&D market based primarily on 'soft' factors. The analytical laboratory market is characterized by a narrow and low number of specialized segments of micro, small and medium-sized enterprises active in the SME sector. Naturally, the conceptual scope and extent of this study do not permit all the possible issues to be examined from every aspects, thus it will be endeavored to point out merely the most relevant considerations.

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