Huong dan de_tai_tot_nghiep_marketing_manager

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Sieu thi dien may Viet Long - www.vietlongplaza.com.vn

HÖÔÙNG DAÃN ÑEÀ AÙN TOÁT NGHIEÄP

XAÂY DÖÏNG KEÁ HOAÏCH TIEÁP THÒ CHO SAÛN PHAÅM MÔÙI

– Ngaân saùch 400.000 USD _800.000 USD.

– Chieán löôïc Tieáp thò : 3 naêm

– Keá hoïach tieáp thò : 1 naêm

ÑEÀ CÖÔNG HÖÔÙNG DAÃN

ÑEÀ CÖÔNG HÖÔÙNG DAÃN1. Market Analysis_ Phaân tích thò tröôøng.2. The Marketing Environment_ Moâi tröôøng tieáp thò.3. Consumer Analysis_ Phaân tích khaùch haøng muïc tieâu.4. Current Situation Analysis_ Tình huoáng hieän taïi DN.5. Competitor Analysis _ Phaân tích ñoái thuû caïnh tranh.6. Sustainable Competitive_ Xaùc laäp lôïi theá caïnh tranh.7. Marketing Objectives_ Xaùc laäp muïc tieâu tieáp thò.8. Marketing Strategy _ Chieán löôïc tieáp thò.9. Brand positioning strategy_ Ñònh vò thöông hieäu.10. Marketing mix strategy_ Keá hoïach tieáp thò tích hôïp.11. Budget Marketing plan_ Ngaân saùch tieáp thò.12. Marketing audit _ Ñaùnh giaù hoïat ñoäng tieáp thò.

Toùmlöôïcñeàaùn

Marketing Strategy Planning ProcessMarketing Strategy Planning Process

Technology Political & Legal Social & Cultural Economic

CompanyCompanyMission, Objectives, Mission, Objectives,

& Resources& Resources

CompetitorsCompetitorsCurrent &Current &ProspectiveProspective

S.S.W.W.O.O.TT..

TargetMarket

ProductProduct PricePrice

PromotionPromotion

External Market EnvironmentExternal Market Environment

Targeting &Targeting &SegmentationSegmentation

Positioning &Positioning &DifferentiationDifferentiation

Narrowing Narrowing downdown to focused strategy to focused strategy with quantitative and qualitativewith quantitative and qualitative screening criteriascreening criteria

PlacePlace

CustomersCustomersNeeds and otherNeeds and other

SegmentingSegmentingDimensionsDimensions

1. Market Analysis.(Phaân tích thò tröôøng).

Quy moâ thò tröôøng.Xu höôùng ngaønh haøng.Phaân khuùc thò tröôøng.Thò tröôøng muïc tieâu.


Understand the Environment(opportunities and threats)

(i) Macro environment– political/regulatory– economic– technological– societal(ii) Market/industry environment– market size and potential– customer behaviour– segmentation– suppliers– channels– industry practices– industry profitabilityCarry out a formal marketing audit

2. The Marketing Environment(Moâi tröôøng tieáp thò).

Xu höôùng vaên hoùa/ xaõ hoäi.Xu höôùng kinh teá toång theå.Xu höôùng chính trò/phaùp lyù/theå cheá.Xu höôùng veà sinh thaùi hoïc/moâi tröôøng.Xu höôùng khoa hoïc vaø coâng ngheä.


Bases for Industry AnalysisBases for Industry Analysis

Market Factors

• Size

• Growth

• Stage in life cycle

• Cyclicity

• Seasonality

• Marketing mix

• Profits

• Financial ratios

Competitive Factors

• Concentration

• Power of buyers

• Power of suppliers

• Rivalry

• Threat of substitutes

• Capacity utilization

• Entries and exits

EnvironmentalFactors

• Technology

• Economic

• Social

• Political

• Regulatory

3. Consumer Analysis(Phaân tích khaùch haøng muïc tieâu).

Ñaùnh giaù nhu caàu/ mong muoán.Yeáu toá haáp daãn cuûa saûn phaåm.Lôïi ích-traõi nghieäm toøan dieän.Haønh vi-quyeát ñònh tieâu duøng.Ngaân saùch chi tieâu.Caùc coâng cuï tieáp thò ñöôïc NTD chaáp nhaän.Nieàm tin vaøo saûn phaåm vaø dòch vuï.Ñôøi soáng cuûa chaân dung NTD.


Thu nhaäp

29%

28%

7%3%1%1%1%2%

7%

21%

Under 700

From 700 to 1,400

From 1,400 to 2,100

From 2,100 to 4,200

From 4,200 to 7,000

From 7,000 to 10,500

From 10,500 to 14,000

Above 14,000

None

Refuse

Thu nhaäp bình quaân ôû thaønh thò

Nguoàn: Tayor Nelson Sofres

ÑVT: trieäu ñoàng

Nhoùmthu

nhaäpcao

chieám32%32%

CustomerCustomer--based brand equity pyramidbased brand equity pyramid

Stage 2: Customers and Transactions

Step 4 - Who Buys WhatCustomers and their purchases

Step 2 - Who BuysCustomer profiling

Step 5 - Why it is BoughtCustomer needs

Step 6 - Forming SegmentsCombining similar customers

Step 7 - Segment ChecklistReality check

Step 1 - Market MappingStructure and decision makers

Stage 3: Segmenting the Market

Stage 1: Your Market and How It Operates

Step 3 - What is BoughtPurchase options

The market segmentation process

THE BUYER’S EXPERIENCE CYCLE

Kim and Mauborgne, HBR, September-October 2000

Purchase Delivery Use Supplements Maintenance Disposal

How long doesit take to findthe product youneed?

Is the place ofpurchase attrac-tive and access-ible?

How secure is thetransactionenvironment?

How rapidly canyou make apurchase?

How long doesit take to getthe productdelivered?

How difficult isit to unpack andinstall the newproduct?

Does theproductrequiretraining orexpertassistance?

Is the producteasy to storewhen not inuse?

How effectiveare the product’sfeatures and functions?

Do you needother productsand services tomake thisproduct work?

If so, how costlyare they?

Does theproductrequireexternalmaintenance?

How easy is itto maintainand upgradethe product?

Does use of theproduct createwaste items?

How easy is itto dispose ofthe product?

4. Current Situation Analysis(Tình huoáng hieän taïi DN)

Ñaùnh giaù caùc chöông trình Marketing.Phaân tích ñieåm Ñieåm maïnh.Phaân tích ñieåm Ñieåm yeáu.Phaân tích cô hoäi.Phaân tích caùc nguy cô aûnh höôûng ñeán tieáp thò.


KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONS

ABS (Average Brand

Strength)

ABS (Average Brand

Strength)

TOOL 1TOOL 1

ABS được tính từAwareness, Trial, Share, Coverage

Tăng ngân sách quảng cáo hay điều chỉnh kế hoạch truyềnthông? Tặng hàng mẫu hay khuyến mãi đẩy? Tăng giá trịcộng thêm cho thương hiệu hay khuyến khích khách hàngtrung thành?

%

Total awareness

Trial

Coverage (weighted)

Share

ABS SCORE:

60

10

80

458

88

80

30

80

6730

97

BRAND BBRAND BBRAND ABRAND A BRAND CBRAND C

50

24

34

153

44

BRAND DBRAND D

50

8

26

153

74

2222 7777 4343 5151

Hiệu quả củathông điệp

truyền thông

Hiệu quả củathông điệp

truyền thông

Ấn tượng thương hiệu trongNTDMT có khớp với ý đồ địnhvị?

Có cần chỉnh sửa gì trong thông điệptruyền thông không? Phương tiệntruyền thông có tiếp cận đượcNTDMT không?

KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 2TOOL 2

Row profiles and Column profiles on axes 1 and 2 (84% )

BRAND DBRAND B

BRAND A

BRAND C

Quảng cáo hay

Quảng cáo nhiều

Giúp ăn được, ngủ được

Dễ tìm mua

Nhãn hiệu uy tín

Hàng ngoại

Chống lão hoá

Có nhân sâm Cao LyĐược người bán giới thiệu Được bác sĩ khuyên dùng

Ít tác dụng phụHiệu quả nhanh chóng

Giúp giảm stress hiệu quả

Hiệu quả cao về tăng cường trí lực

Hiệu quả cao về tăng cường thể lực

Hợp túi tiền

Đáng giá đồng tiền

-0.15

-0.1

-0.05

0

0.05

0.1

0.15

0.2

-0.15 -0.1 -0.05 0 0.05 0.1 0.15 0.2 0.25 0.3

Gia tăng “chất lượng cảm nhận/cộng thêm” và “lý do để tin vào chất lượng” là cần thiết choBRAND D để được “đáng giá đồng tiền” hơn và cạnh tranh trực tiếp vào phân khúc củaBRAND B

Tính phù hợpcủa

định vị

Tính phù hợpcủa

định vị

Các đặc tính định vị hiện tạicó phải là quan trọng nhấtđối với NTDMT? Match with consumers’ needs

Có cần điều chỉnh / bổ sung / hay thậmchí tái định vị thương hiệu cho phù hợphơn?3


0 10 20 30 40 50 60 70 80 90 1010

13

77

50

31

14

30

28

30

27

29

48

31

38

75

58

21

40

1

2

2

3

3

5

1

6

4

4

25

5

1

Yếu tố quantrọng nhất

Yếu tố quantrọng

Ñaùng giaù ñoàng tieàn

Hôïp tuùi tieàn

Hieäu quaû cao veà taêng cöôøng theå löïc

Hieäu quaû cao veà taêng cöôøng trí löïc

Giuùp giaûm stress hieäu quaû

Hieäu quaû nhanh choùng

Ít coù taùc duïng phuï

Ñöôïc baùc só khuyeân duøng

Ñöôïc ngöôøi baùn giôùi thieäu

Coù nhaân saâm Cao Ly

Choáng laõo hoùa

Haøng ngoaïi

Nhaõn hieäu coù uy tín

Deã tìm mua

Giuùp aên ñöôïc, nguû ñöôïc

Quaûng caùo nhieàu

Quaûng caùo hay

BRAND DBRAND D

BRAND A BRAND A

BRAND BBRAND B

BRAND CBRAND C

Hoạt độngtiếp thị

& hiệu quả

Hoạt độngtiếp thị

& hiệu quả

NTDMT có biết, thích, và tham gia quảngcáo (TV, báo, radio) và các hoạt độngkhuyến mãi hay không? Tại sao?

Những gì cần hiệu chỉnh, rútkinh nghiệm để hiệu quả hơntrong các hoạt động tiếp thị?

4


15

3

9

12

32

6

16

20

10

24

23

7

3

16

8

14

6

1

Hoạt động nhận được Hoạt động thích

%

BRAND DBRAND D BRAND A BRAND A BRAND BBRAND B BRAND CBRAND C

Vaät duïng quaûng caùo

Hoäi thaûo

Trình döôïc vieân thaêm vieáng

Phaùt thuoác maãu

Quaø taëng

Giaûm giaù/ Khuyeán maõi

Chöông trình tröng baøy SP

Thaêm hoûi vaøo caùc dòp ñaëc bieät

AÁn phaåm QC (aùp phích…) 13

10

12

11

29

10

12

23

7

7

17

6

6

11

6

4

9

5

12

6

10

8

21

13

11

16

8

4

12

7

5

8

4

3

11

2

11

5

11

7

19

7

13

13

9

5

13

5

7

11

4

2

5

2

Phân phối và cácchính sách công tyPhân phối và các

chính sách công ty

Có vấn đề gì trong phânphối? Các chính sách côngty ảnh hưởng đến mức độhài lòng của hệ thống phânphối như thế nào?

Phủ rộng hơn, sâu hơn hay phải điều chỉnhchính sách công ty? Nên tác động vàodoanh số, huê hồng, khuyến mãi, vận tải, đặt hàng, trưng bày, hay đội ngũ bán hàng?5


76

93

100

75

5

12

74

6

0 10 20 30 40 50 60 70 80 90 100

Brand C

Band A

Brand B

Brand D

Nhãn hiệu bánchạy nhất trong 3tháng qua

Nhãn hiệu có bántại hiệu thuốc

Tiềm năngcủa

thị trường

Tiềm năngcủa

thị trường

Tỉ lệ NTDMT có sử dụng sảnphẩm của ngành hàng và so vớicác ngành hàng cạnh tranh giántiếp

Có cần đặt mục tiêu kích cầu? Tăng sốlần sử dụng hay lượng dùng sản phẩmcủa NTDMT? Nên mở rộng kinh doanhsang các lĩnh vực liên quan không?6


41

6779

67

4530

14 12 15

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

HCM HÀ NỘI ĐÀ NẴNG

Viên nhộng

Viên sủi

Không sử dụng

Phân khúcthị trường

Phân khúcthị trường

Tiêu chuẩn chia phân khúc, độ lớn phânkhúc

Nên nhắm vào phân khúcnào, có đặc điểm gì?

7

A priori base = demographic profile

Non users(Female mostly)

White collar

Blue collar

50%

10%

40%Students

Profile of selected segment inrelation to energy drink:

Price sensitiveSeek masculinity

Need energy enhancingNeed thirst quenchingRed bull taste & flavor

Age: 18-40

SEC: BCD

Volume contribution: 70%

30%

CONCENTRATEDSTRATEGY

Select only one target market


5. Competitor Analysis(Phaân tích ñoái thuû caïnh tranh).

Thò phaàn caïnh tranh.Chöông trình tieáp thò.Thò phaàn truyeàn thoâng.Nhöõng ñieåm khaùc bieät vaø ñoäc ñaùo.Ñaùnh giaù toång theå SWOT.


Porter’s five forces of competitive intensity

Threat ofNew entrants

to market

Power ofBuyers

(customers)

Threat ofPotential substitutes

Power ofSuppliers

Current competitors

Customer

Competitive intensity

Forces driving industry

competition

Industry competitorsIntense rivalry if:Numerous or similar sized competitorsSlow industry growthHigh fixed costsLack of differentiationDiverse nature of competitorsHigh strategic stakesHigh exit barriers

(Rivalry among existing firms)

Suppliers

Powerful if:Few suppliersNo substitutesIndustry not importantCustomer of supplier groupSupplier group’s products are differentiatedThreat to forward integration

CustomersPowerful if:Large proportions of seller’s salesHigh proportion of buyer’s costsUndifferentiated productsLow buyer switching costsThreat of backward integrationSeller’s product not important to quality of buyer’s product

Potential entrants

Threat of new entrants

Barriers to entryEconomies of scale

Product differentiationCapital requirements

Switching costsAccess to distribution channels

Cost disadvantages additional to scaleGovernment policy

Entry deterring priceExperience

Threat of substitute products or services

Substitute

MARKET LEADER SWOT ANALYSIS

STRENGTHS OPPORTUNITIES

THREATSWEAKNESSES

REDBULLREDBULLINTERNAL EXTERNAL

POSITIVE

NEGATIVE

Good reputation (Thai)Brand = categoryHigh market shareGood product qualityGood distributionResourceful financeGood production

Good reputation (Thai)Brand = categoryHigh market shareGood product qualityGood distributionResourceful financeGood production

High growth rateSKU diversificationNew product form Higher consumer awarenessBrand extension

High growth rateSKU diversificationNew product form Higher consumer awarenessBrand extension

TO FORSEETO FORSEE

TO BUILDTO BUILD

Expensive pricingSales focus promotionNo brand buildingLittle innovationOnly in key citiesLow channel coverageFamily business

Expensive pricingSales focus promotionNo brand buildingLittle innovationOnly in key citiesLow channel coverageFamily business

New market entries with powerful brand buildingAttacked from other beveragesProduct form & packaging diversificationConsumer cost sensitivity

New market entries with powerful brand buildingAttacked from other beveragesProduct form & packaging diversificationConsumer cost sensitivity

MARKET POTENTIAL

CSD29%

TEA10%

SOYA MILK8%FRUIT JUICE

8%

ASIAN DRINKS6%

MILK9%

DKY (YOGURT)3%

BOTTLED WATER

3%

COFFEE15%

ENERGY DRINKS4%

BEER5%

Beverage market size = market penetration x volume per cap x population= 100% x 0.1lit x 365 x 80 million = 3 billion liters

Broad product market = energy drink= 4% x 3 billion= 120 million liters /year

Broad product market = energy drink= 4% x 3 billion= 120 million liters /year

6. Sustainable Competitive(Xaùc laäp lôïi theá caïnh tranh).

Xaùc laäp nhöõng yeáu toá lôïi theá caïnh tranh.Taïo neân söï khaùc bieät.Caïnh tranh veà giaù.Caïnh tranh taäp trung .Caïnh tranh theo thò tröôøng ngaùch.


The route to Sustainable Competitive Advantage (SCA)

Differentiation HighPrice

HighVolume

Sales Revenue

Low BusinessRisk

Low FinancialRisk

PositiveNPV SCA

Economiesof ScaleLearning

Curve

High CashFlows

GearingInterest CoverWorking Capital RatioOperational Leverage

Financial

OperationsLowerCosts

From Sri Srikanthan, Cranfield School of Management

7. Marketing Objectives(Xaùc laäp muïc tieâu tieáp thò).

Muïc tieâu veà thò phaàn.Muïc tieâu veà phaân khuùc.Muïc tieâu veà truyeàn thoâng.Muïc tieâu doanh soá .Xaùc laäp caùc chæ soá ño löôøng muïc tieâu(SMART).


8. Marketing Strategy(Chieán löôïc tieáp thò).

Chieán löôïc phaùt trieån.Phaùt trieån saûn phaåm hieän taïi.Phaùt trieån saûn phaåm môùi.Phaùt trieån thò tröôøng môùi.Nhöôïng quyeàn.

Chieán löôïc khoâng phaùt trieån.Chieán löôïc ruùt lui.Chieán löôïc boø söõa.Chieán löôïc naém giöû.


Strategic marketing planning• What is our purpose?

• What is our Market?

• Who are our customers?

• What are our products?

• What does the customer need?

• How well do our products satisfy these needs?

• What are our objectives?

• How can we allocate our resources optimally?

• What are our strategies?– What new products should be

developed?– How should we price our products?– What should our channel

strategies be?– What service levels should we

provide for our different customer groups?

– How should we communicate with our target markets?

• How should we measure the effectiveness of our plan?

Ansoff matrix

MarketPenetration

ProductDevelopment

MarketExtension

Diversification

Present Newincreasing technological newness

increasing market

newness

Present

New

PRODUCTS

MARKETS

Strategic planning exercise (gap analysis) 1 revenue

3. GAP ANALYSIS

4. GAP ANALYSIS

ANSOFF PRODUCT/MARKET (MARKET PENETRATION)

ANSOFF PRODUCT/MARKET MATRIX (NEW PRODUCTS/ NEW MARKETS)

(A) List principle products on the horizontal axis and principle markets on the vertical axis. In each smaller square write in current sales and achievable sales value during the planning period.

(B) Next, plot the market penetration position, point C. This point will be the addition of all the values in the right hand half of the small boxes in the Ansoff Matrix. If there is a gap, proceed to 4 below. Please note, revenue from (1) (2) (3) and (4) from the productivity box should be deducted from the market penetration total before plotting pointC.

Next, list the value of any new products you might develop which you might sell to existing markets. Alternatively, or as well as, if necessary, list the value of any existing products that you might sell to new markets. Plot the total value of these on the Gap Analysis Graph above, point D. If there is still a gap proceed to 5.

5. GAP ANALYSIS(Diversification)

6. GAP ANALYSIS (Capital Utilisation)

Finally, list the value of any new products you might develop for new markets until point E is reached. (Steps 3, 4 and 5 represent a sales growth focus).

If none of this gives the required return on investment consider changing the asset base. This could be(A) Acquisition(B) Joint Venture(Step 6 represents a capital utilisation focus)

1. OBJECTIVE(A) Start by plotting the sales position you wish to achieve at the end of the planning period, point E.(B) Next plot the forecast revenue position, point A

2. GAP ANALYSIS (Productivity)Are there any actions you can take to close the gap under the following headings? Plot the total value of these on the Gap Analysis Graph on the left, point B. (These represent cash and margin focus). Now proceed to 3 below.

Market 1

E (Objective)

D (New Products/Markets)

C (Market Penetration)

B (Productivity)

A (Forecast)

Better Product Mix (1)

Better Sales Calls (4)

Charge For Deliveries

Better Customer Mix (2)

Increase Price

More Sales Calls (3)

Reduce Discounts

Total

RevenueProductivity (NB: Not allfactors are mutually exclusive)

Rev /Vol.

t + 0 t + 1 t + 2 t + 3 (budget)

Market 1

Market 10

Produc

t 1

Produc

t 1

Produc

t 10

Produc

t 2

Produc

t 2

Produc

t 11

Produc

t 3

Produc

t 3

Produc

t 12

Etc. Etc. Etc.

Market 3 Market 3

Market 12

Market 2 Market 2

Market 11

Ect.

A:\mm5\spexerc1.cdr

Ect.

Ect.

Strategic planning exercise (gap analysis) 2 profit

3. GAP ANALYSIS

4. GAP ANALYSIS

ANSOFF PRODUCT/MARKET (MARKET PENETRATION)

ANSOFF PRODUCT/MARKET MATRIX (NEW PRODUCTS/ NEW MARKETS)

(A) List principle products on the horizontal axis and principle markets on the vertical axis. In each smaller square write in current profit and achievable profit value during the planning period.

(B) Next, plot the market penetration position, point C. This point will be the addition of all the values in the right hand half of the small boxes in the Ansoff Matrix. If there is a gap, proceed to 4 below.

Next, list the value of any new products you might develop which you might sell to existing markets. Alternatively, or as well as, if necessary, list the value of any existing products that you might sell to new markets. Plot the total value of these on the Gap Analysis Graph above, point D. If there is still a gap proceed to 5.

5. GAP ANALYSIS(Diversification)

6. GAP ANALYSIS (Capital Utilisation)

Finally, list the profit value of any new products you might develop for new markets until point E is reached. (Steps 3, 4 and 5 represent a sales growth focus).

If none of this gives the required return on investment consider changing the asset base. This could be(A) Acquisition(B) Joint Venture(Step 6 represents a capital utilisation focus)

1. OBJECTIVE(A) Start by plotting the profit position you wish to achieve at the end of the planning period, point E.(B) Next plot the forecast profit position, point A

2. GAP ANALYSIS (Productivity)Are there any actions you can take to close the gap under the following headings? Plot the total profit value of these on the Gap Analysis Graph on the left, point B. (These represent cash and margin focus). Now proceed to 3 below.

Market 1

E (Objective)

D (New Products/Markets)

C (Market Penetration)

B (Productivity)

A (Forecast)

Better Product Mix

Better Sales Calls

Charge For Deliveries

Better Customer Mix

Increase Price

Reduce Debtor Days

More Sales Calls

Reduce Discounts

Cost ReductionOthers (Specify)

Total

ProfitProductivity (NB: Not allfactors are mutually exclusive)

Rev /Vol.

t + 0 t + 1 t + 2 t + 3 (budget)

Market 1

Market 10

Produc

t 1

Produc

t 1

Produc

t 10

Produ

ct 2

Produc

t 2

Produc

t 11

Produ

ct 3

Produ

ct 3

Produc

t 12

Etc. Etc. Etc.

Market 3 Market 3

Market 12

Market 2 Market 2

Market 11

Ect.Ect.

Ect.

The output of the marketing planning processStrategic marketing plan contents

Marketing theory(Structures, frameworks, models)

Mission statementFinancial summary

Issue management

B.C.G. MatrixDirectional policy matrix

McDonald PRODUCTIVITY MATRIXBlake mouton matrix

ForecastingBudgeting

Measurement and review

Downside risk assessment

Market segmentation studiesMarket researchResponse elasticities

Porter matrixAnsoff matrixBcg matrixDirectional policy matrixGap analysis

Key success factors matrixMarket researchMarket segmentation studies

Market overview

Marketing Strategies

Marketing Objectives

Opportunities Threats

Portfolio summary

Assumptions

Resource Requirements

StrengthsWeaknesses

Issues to beAddressed

Market structureMarket trendsKey market segmentsGap analysis

Marketing auditMarket researchMarket segmentation studiesGap analysisProduct life cycle analysisDiffusion of innovationAnsoff matrixForecastingMarket research

ProductPricePromotionPlace

(4 x 4 ps)(Positioning/branding)

Strategic focusProduct mixProduct developmentProduct deletionMarket extensionTarget customer groups

(By product)(By segment)(Overall)(By product)(By segment)(Overall)(By product)(By segment)(Overall)

(By product)(By segment)(Overall)

The marketingPlanning process

Phase 1Goal setting

Phase 2Situation review

Phase 3StrategyFormulation

Phase 4ResourceAllocationAnd monitoring

Financial theory /Structure

Profitability analysis by products / segmentsComparative analysis of competitor productsExperience curves and cost structures

Cash flows and risk evaluationSensitivity analysis

Integrated financial planning Limiting resource analysis

Sensitivity analysisDecision treesProbability theory

Budgeting and financialplanningZero base budgets

Performance targets / ratiosCost, price, volume (CPV)analysisMarginal and absorption costingActivity base costing

Competitor analysisIndustry/sector analysisRisk evaluationRatio analysis, valuation studiesCost of capitalNPV analysisProject evaluationLife cycle costing

Development Processes and Product Planning

Phase 1Concept

Development

Phase 2 Phase 5Phase 4Phase 3System-Level

DesignDetailDesign

Testing andRefinement

ProductionRamp-up

Tested, pilotedand introduced

Plans

Designs

Development

PrototypesThe pattern of ProductDevelopment

9. Brand positioning strategy(Ñònh vò thöông hieäu).

Ñònh vò theo thuoäc tính.Ñònh vò theo lôïi ích cho NTD.Ñònh vò theo lôïi ích saûn phaåm.Ñònh vò theo thò tröôøng .Ñònh vò theo caïnh tranh.Ñònh vò phaân caáp saûn phaåm.


Programme guidelines suggested for different positioning on the directional policy matrix

Maintain or increasedominance

Differentiation - lineexpansion

Lead - Aggressivepricing for share

Aggressivemarketing

Broadendistribution

Tight control - go forscale economies

Expand, invest (organicacquisition, joint venture)

Expand - invest

Upgrade managementin key functional areas

Fund growth

Reduce in process -extend credit

Maintain or slightlymilk for earnings

Prune for less successfuldifferentiate for segments

Stabilise prices / raise

Limit

Hold widedistribution pattern

Emphasise cost reductionviz. variable costs

Maximise capacityutilisation

Focus on specificprojects

Maintain, reward efficiency,tighten organisation

Limit fixed investment

Tighten Credit- reduceaccounts receivableincrease inventory turn

Maintain selectivity-segment

Emphasise productquality

Maintain or raise

Maintain selectively

Segment

Tight control

Increase productivitye.g. specialisation

Invest selectively

Allocate key managers

Invest selectively

Reduce

Forego share for profit

Aggressively prune

Raise

Minimise

Gradually withdrawdistribution

Aggressively reducefixed & variable

Free up capacity

None

Cut back organisation

Minimise & divestopportunistically

Aggressively reduce

Invest selectivelyin share

Differentiation - lineexpansion

Aggressive - price forshare

Aggressivemarketing

Limited coverage

Tight - but not at expenseof entrepreneurship

Invest

Invest

Invest

Fund growth

Invest

Products

Market Share

Price

Distribution

Promotion

Cost Control

R & D

Production

Personnel

Investment

Working Capital

Investfor growth

Maintain marketposition, manage

for earnings SelectiveManagefor cash

Opportunisticdevelopment

10. Marketing mix strategy(Keá hoïach tieáp thò tích hôïp)

Chieán löôïc saûn phaåm.Chieán löôïc ñònh giaù.Chieán löôïc phaân phoái-baùn haøng.Chieán löôïc quaûng baù saûn phaåm .Chieán löôïc truyeàn thoâng tích hôïp.


The ten steps of the strategic marketing planning process

1. Mission

2. Corporate Objectives

3. Marketing Audit

4. SWOT Analysis

5. Assumptions

6. Marketing Objectives and Strategies

7. Estimate Expected Results

8. Identify Alternative Plans and Mixes

9. Budget

10. 1st Year Detailed Implementation Programme

Phase OneGoal Setting

Phase TwoSituation Review

Phase ThreeStrategy Formulation

Phase FourResource Allocation & Monitoring

Measurementand

Review

The Strategic Plan(Output of the Planning Process)

Mission StatementFinancial SummaryMarket OverviewSWOT AnalysisAssumptionsMarketing Objectives and Strategies3 Year Forecast and Budgets

© Professor Malcolm McDonald, Cranfield School of Management

The output of the marketing planning processStrategic marketing plan contents

Marketing theory(Structures, frameworks, models)

Mission statementFinancial summary

Issue management

B.C.G. MatrixDirectional policy matrix

McDonald PRODUCTIVITY MATRIXBlake mouton matrix

ForecastingBudgeting

Measurement and review

Downside risk assessment

Market segmentation studiesMarket researchResponse elasticities

Porter matrixAnsoff matrixBcg matrixDirectional policy matrixGap analysis

Key success factors matrixMarket researchMarket segmentation studies

Market overview

Marketing Strategies

Marketing Objectives

Opportunities Threats

Portfolio summary

Assumptions

Resource Requirements

StrengthsWeaknesses

Issues to beAddressed

Market structureMarket trendsKey market segmentsGap analysis

Marketing auditMarket researchMarket segmentation studiesGap analysisProduct life cycle analysisDiffusion of innovationAnsoff matrixForecastingMarket research

ProductPricePromotionPlace

(4 x 4 ps)(Positioning/branding)

Strategic focusProduct mixProduct developmentProduct deletionMarket extensionTarget customer groups

(By product)(By segment)(Overall)(By product)(By segment)(Overall)(By product)(By segment)(Overall)

(By product)(By segment)(Overall)

The marketingPlanning process

Phase 1Goal setting

Phase 2Situation review

Phase 3StrategyFormulation

Phase 4ResourceAllocationAnd monitoring

Financial theory /Structure

Profitability analysis by products / segmentsComparative analysis of competitor productsExperience curves and cost structures

Cash flows and risk evaluationSensitivity analysis

Integrated financial planning Limiting resource analysis

Sensitivity analysisDecision treesProbability theory

Budgeting and financialplanningZero base budgets

Performance targets / ratiosCost, price, volume (CPV)analysisMarginal and absorption costingActivity base costing

Competitor analysisIndustry/sector analysisRisk evaluationRatio analysis, valuation studiesCost of capitalNPV analysisProject evaluationLife cycle costing

Elements of theMarketing Communications Mix

1. Advertising1. Advertising

2. Public Relations2. Public Relations5. Direct Marketing5. Direct Marketing

3. SalesPromotion3. Sales

Promotion4. Personal Selling 4. Personal Selling

Integrated Marketing Communications (IMC) is the strategic integration of multiple means of

communicating with target markets

11. Budget Marketing plan(Ngaân saùch tieáp thò).Above the line.

TvPrint…

Below the line.Trade showDirect marketingother


Muïc tieâu Marketing:Ñaït doanh thu 3,000,000 USDÑaït soá löôïng söõa boät baùn ra 640 taán% thò phaàn chieám lónh 18%Möùc ñoä nhaän bieát TOM 60%

Muïc tieâu ñoái thoaïi:Taïo nhaän bieát roäng raõi vaø yeâu thích nhaõn hieäuThuùc ñaåy tieâu thuï.Phöông tieän truyeàn thoâng chuû ñaïo:- TVC 476 kyø phaùt- Print Ads 41 kyø phaùt- POSM (tôø rôi, brochure, banner, keä tröng baøy, poster)Keânh truyeàn thoâng:- Baùo PNTP, Thanh nieân, PN Aáp Baéc, PNVN.- Haø Noäi, HTV7, TH Ñaø Naüng, TH Vónh Long

Phaân boå Ngaân saùch:TVC 55% 66,000 USDPrint Ads 18.33% 22,000 USDPOSM 8.33% 10,000 USDPress 8.33% 7,500 USDFree Sampling 1.68% 2,000 USDDöï phoøng 10,41% 12,500 USD- Promotion 10,000 USD- Phaùt tôø rôi 2,500 USD

120,000 USD

Tính ra chi phí tieáp thò/saûn phaåm 280ñ/100gr

TOÙM LÖÔÏC NGAÂN SAÙCH

MARKETING BUGDET – FIRST YEAR

• Research 50,000 USD– U& A: 20,000– Product test: 10,000– Concept test: 10,000– Advert test: 10,000

• ATL 350,000 USD– TVCs: 250,000– Print: 30,000– PR/event: 50,000– Outdoor: 20,000

• BTL 220,000 USD– Trade: 50,000– Consumer: 100,000– POSM: 50,000– Pack label: 20,000

• Ad agency fee 50,000 USD

Ngaân saùch toång theå trong 2 naêm (2003-2005)Thò tröôøng TPHCM

THÖÏC HIEÄN VAØ PHAÂN BOÅ NGAÂN SAÙCHQUAÛNG CAÙO TREÂN BAÙO/ TAÏP CHÍ T9 T10 T11 T12 T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 T1 T2 T3 T4 T5 T6 T7 T8 T9

QUAÛNG CAÙOTruyeàn hìnhHTV7 200 200VTV3 200 200Baùo/ Taïp chíTuoåi treû TPHCM (Soá Thöù Baûy) 15 15 30Tieáp thò & Gia ñình 24 12 12 12 12 12 12 12 108Theá giôùi Phuï nöõ 13 26 13 13 65Toång ngaân saùch Quaûng caùo 37 41 25 40 12 12 12 12 12 603% Ngaân saùch 1.9% 2.1% 1.3% 2.1% 0.6% 0.6% 0.6% 0.6% 0.6% 31.3%KHUYEÁN MAÕIGiaûm giaù 15 15 30Quaûng caùo treân baùo/ taïp chí veà khuyeán maõi 13 7 20Baêng roân, daây côø, aùp phích hoã trôï 4 1 5PR (baùo chí) hoã trôï 1 0.5 1.5Toång ngaân saùch khuyeán maõi 33 23.5 56.5%/ Toång ngaân saùch 1.7% 1.2% 2.9%PRGiôùi thieäu saûn phaåm KITAÑöa tin 1 1 2Hoäi thaûo 3 3Hoïp baùo 3 3Ñaêng baøi veà trang söùc KITA 2 2Cuoäc thi thieát keá trang söùc "KITA & cuoäc soáng"Ñaêng baùo quaûng caùo veà cuoäc thi 26 26Nhaän baøi thi 0.5 0.5Chaám baøi 2.5 2.5Trao giaûi 3 3Toång ngaân saùch PR (Trieäu ñoàng) 1 33 2.5 5.5 42%/ Toång ngaân saùch 0.1% 1.7% 0.1% 0.3% 2.2%SAÛN XUAÁT QCTVC 120 120Print ad quaûng caùo treân baùo 3 3Toång coäng (Trieäu ñoàng) 123 123%/ Toång ngaân saùch 6.4% 6.4%PHAÂN PHOÁI/ TRÖNG BAØYThi baøy bieän baùn leû 30 50 80Keä tröng baøy/POSM 60 60Toång coäng phaân phoái/ Tröng baøy (Trieäu ñoàng) 90.1 50 140%/ Toång ngaân saùch 4.7% 2.6% 7.3%TOÅNG ÑAÀU TÖ 2 566 387 277 97 80 - 24 - - - - 24 - - 24 - 24 - - - - - - 24 1,930

Naêm 2004 Naêm 2005Naêm 2003 Toång 2003-2005

Media Plan

Media Plan

Media Plan

Media Plan

MAÃU THAM KHAÛO

12. Marketing audit(Ñaùnh giaù hoïat ñoäng tieáp thò).Market size.Marketing investment.Customer loyalty.Market value.Brand awareness.Distribution coverage.Price elesticity.


Summary - the marketing audit checklistExternal auditBusiness and economic environment

– economic– political/fiscal/legal– social/cultural– technological– intra company

The marketTotal market, size,growth and trends (value/volume) market characteristics, developments and trends

– products– prices– physical distribution– channels– customers/consumers– communication– industry practices

CompetitionMajor competitorssizemarket share/coveragemarket standing/reputationproduction capabilitiesdistribution policiesmarketing methodsextent of diversificationpersonal issuesinternational linksprofitabilitykey strengths and weaknesses

Internal auditmarketing operational variable

own company

sales (total, by geographical location, industrial type, customer, by product)market sharesprofit margins/costsmarketing information/researchmarketing mix variables as follows:

– product management– price– distribution– promotion– operations and resources

HEÄ THOÁNG NHAÄN DIEÄN THÖÔNG HIEÄU

Nhoùm Dz

PHAÂN COÂNG NHIEÄM VUÏTHÖÏC HIEÄN ÑEÀ AÙN

THANH VIEN

Card nhoùm 08Logo nhoùm 08Nhoùm Tröôûng

Duy Taân

Lan Anh Thu Thaûo Baûo Anh Phöông Thaûo Thanh Truùc Phöông Linh

Huy Cöôøng Hoà Baûo Tuaán Huøng Hoà Nhu

HOÏA ÑOÀ NAÕO SÖÛ DUÏNG HÌNH AÛNH, MAØU SAÉC VAØ NGOÂN TÖØPHAÙT TRIEÅN YÙ TÖÔÛNG ÑEÀ TAØI

Ms Nguyeãn Thò Thuøy DöôngMs Ms NguyeãnNguyeãn ThòThò ThuThuøøyy DDööôngông– Ñinh vò thöông hieäu– Phaân tích tình hình caïnh

tranh taïi thò tröôøng mieànTaây

– Nghieân cöùu thò tröôøng– Bieân taäp ñeà taøi– Chuaån bò noäi dung cho

slide– Thuyeát trình ñeà taøi

Mr Nguyeãn Höõu HaûoMrMr NguyeãnNguyeãn HHööõuõu HaHaûûoo– Tính toaùn ngaân saùch

chieán dòch– Chi phí truyeàn thoâng vaø

khuyeán maõi– Nghieân cöùu thò tröôøng– Phaân tích SWOT– Keá hoaïch PR vaø truyeàn

thoâng– YÙ töôûng cho TVC vaø

quaûng caùo Radio– Thuyeát trình ñeà taøi

Mr Lai Phong Myõ LinhMrMr Lai Lai PhongPhong MyõMyõ LinhLinh– Laäp keá hoaïch

khuyeán maõi– Phaân tích chaân dung Ñaïi

lyù taïi thò tröôøng TP. HCM

– Tham gia nghieân cöùu thòtröôøng

– Toång hôïp thoâng tin– Tham gia chuaån bò

thuyeáât trình

Mr Leâ Vónh Höng

– Art Director– Phaân tích hình thöùc

thöông hieäu– Ñònh höôùng saùng taïo

cho thöông hieäu, truyeànthoâng, bao bì vaø vaätphaåm QC

– Thieát keá logo, bao bì, vaät phaåm QC, ñeà taøi, powerpoint, photo…

– Nghieân cöùu thò tröôøng

Creative Power

THÔØI GIAN THÖÏC HIEÄNID Task Name Duration Start Finish

0Project1 314 days Mon 3/3/03 Tue 3/16/041 NGHIEÂN CÖÙU THÒ TRÖÔØNG 45 days Mon 3/3/03 Wed 4/16/032 QUAÛNG CAÙO BAÙO & TV 65 days Thu 4/17/03 Fri 6/20/033 SAÙNG TAÏO YÙ TÖÔÛNG 20 days Thu 4/17/03 Tue 5/6/034 PRODUCTION 45 days Wed 5/7/03 Fri 6/20/035 TVC 45 days Wed 5/7/03 Fri 6/20/036 Print Ad 45 days Wed 5/7/03 Fri 6/20/037 Catalogue 45 days Wed 5/7/03 Fri 6/20/038 Brochure 45 days Wed 5/7/03 Fri 6/20/039 Logo 45 days Wed 5/7/03 Fri 6/20/0310 CONCEPT FOR PR 15 days Thu 6/5/03 Thu 6/19/0311 CONCEPT FOR MEDIA 15 days Thu 6/5/03 Thu 6/19/0312 BOOK MEDIA 1 day Fri 6/20/03 Fri 6/20/0313 HOÄI NGHÒ KHAÙCH HAØNG 1 day Sat 6/21/03 Sat 6/21/0314 THOÂNG CAÙO BAÙO CHÍ 10 days Sun 6/22/03 Tue 7/1/0315 LAÀN 1 1 day Sun 6/22/03 Sun 6/22/0316 LAÀN 2 1 day Tue 7/1/03 Tue 7/1/0317 QUAÛNG CAÙO 180 days Sat 7/5/03 Tue 3/2/0418 TVC 30 days Sat 7/5/03 Tue 8/5/0319 BAÙO 180 days Sat 7/5/03 Tue 3/2/0420 NGAØY TUNG SAÛN PHAÅM 1 day Thu 7/10/03 Thu 7/10/0321 ÑAÙNH GIAÙ CHAÁT LÖÔÏNG 10 days Wed 3/3/04 Tue 3/16/04

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar003 Qtr 2, 2003 Qtr 3, 2003 Qtr 4, 2003 Qtr 1, 2004

TOÅ CHÖÙC COÂNG VIEÄC• Tuaàn thöù 1 :

– Hoïp nhoùm, vaø tìm hieåu caùc thaønh vieân, choïn Nhoùm Tröôûng.– Nghieân cöùu sô boä veà Ñeà Cöông Höôùng Daãn.

• Tuaàn thöù 2,3 :– Thaûo luaän choïn saûn phaåm, tìm hieåu vaø ñaùnh giaù Thöông hieäu Doanh Nghieäp

(taäp trung vaøo hoïat ñoäng tieáp thò)– Hoaøn taát ñeà cöông sô boä, ñònh höôùng thöïc hieän ñeà taøi cuûa nhoùm.

• Tuaàn thöù 4,5,6 :– Thu thaäp thoâng tin thöông hieäu, thò tröôøng, ñoái thuû caïnh tranh– Phaân tích caùc hoïat ñoäng tieáp thò vaø xaây döïng TH cuûa ñoái thuû.– Nghieân cöùu thò tröôøng caïnh tranh, Xaùc ñònh phaân khuùc, phaân tích ngöôøi tieâu

duøng– Ñaùnh giaù söùc maïnh cuûa Thöông hieäu.

• Tuaàn thöù 7,8,9 :– Xaùc ñònh chieán löôïc Marketing.– Xaây döïng lôïi theá caïnh tranh beàn vöõng.– Xaây döïng ñònh vò thöông hieäu.– Leân keá hoïach tieáp thò vaø chöông trình haønh ñoäng(ATL vaø BTL).– Thieát keá chi tieát chöông trình haønh ñoäng trong moät naêm.

• Tuaàn thöù 10 :– Toång hôïp, trình baøy ñeà aùn, in aán.

• Tuaàn thöù 11:– Chuaån bò baùo caùo

TRÌNH BAØY ÑEÀ CÖÔNG(nộp cho Ban Tổ Chức)

– Moâ taû sô boä, toång quan veà doanh nghieäp vaøthöông hieäu saûn phaåm(1 trang A 4).

– Ñaùnh giaù sô boä lôïi theá caïnh tranh (SWOT) cuûa thöông hieäu ñoù (1 trang A 4).

– Ñeà cöông chi tieát nhö höôùng daãn, nhöõng döïkieán seõ laøm trong keá hoïach tieáp thò (3 trangA 4).

– Thôøi gian bieåu ñeå hoaøn thaønh ñeà aùn vaø phaâncoâng coâng vieäc(1 trang A 4).

Tieâu chí ñaùnh giaù ñeà taøi :

1. Phaân tích chieán löôïc moät caùch heä thoáng vaø coù tínhthöïc tieãn.

2. Chieán löôïc tieáp thò döïa vaøo thöïc tieãn caïnh tranh cuûangaønh haøng.

3. Theå hieän ñaày ñuû Chieán löôïc: Saûn phaåm, Giaù, Phaânphoái, Truyeàn thoâng.

4. Ñöa ra ñöôïc phöông thöùc toå chöùc quaûn lyù phaân phoáivaø baùn haøng.

5. Phaân boå ngaân saùch phuø hôïp vôùi muïc tieâu tieáp thò(ATL vaø BTL).

6. Coù Phöông thöùc quaûn trò, ñaùnh giaù, theo doõi vaø ñieàuchænh keá hoïach tieáp thò.

7. Theå hieän toát vaø saùng taïo chöông trình haønh ñoängtrong moät naêm döïa treân chieán löôïc 3 naêm.

CHAÁM ÑIEÅM ÑEÀ TAØITHEO THANG ÑIEÅM 10

Tieâu chí ÑieåmPhöông phaùp thöïc hieän 20%Trình baøy ñeà taøi 20%

30%30%

Chieán löôïc nhaát quaùn

Tính khaû thi

Ñieåm daønh cho trình baøy ñeà taøi: 4 ñieåmÑieåm daønh cho luaän vaên cuûa nhoùm: 6 ñieåm

•CHUÙC CAÙC BAÏN THAØNH COÂNG !