Huong Dan de Tai Tot Nghiep Marketing Manager

8/3/2019 Huong Dan de Tai Tot Nghiep Marketing Manager

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


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HNG DAN

EAN TOT NGHIEP

XAY DNG

KEHOACH TIEP THCHO SAN PHAM M I Ngan sach 400.000 USD _800.000 USD.

Chien lc Tiep th : 3 nam

Ke hoach tiep th : 1 nam


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ECNGHNG DAN


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E CNG HNG DAN1. M arket Analysis_ Phan tch th trng.2. The M arketing Environment_M oi trng tiep th.

3. Consumer Analysis_Phan tch khach hang muc tieu.4. Current Si tuation Analysis_Tnh huong hien tai DN.5. Competi tor Analysis _Phan tch oi thucanh tranh.

6. Sustainable Competit ive_Xac lap li thecanh tranh.7. M arketing Objectives_Xac lap muc tieu tiep th.8. M arketing Strategy _Chien lc tiep th.

9. Brand posi t ioning strategy_nh v thng hieu.10. M arketing mix strategy_Kehoach tiep th tch hp.11. Budget M arketing plan_Ngan sach tiep th.

12. M arketing audit _anh giahoat ong tiep th.


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Tom

lcean


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Marketing Strategy Planning ProcessMarketing Strategy Planning Process

Technology Political & Legal Social & Cultural Economic

CompanyCompany

Mission, Objectives,Mission, Objectives,& Resources& Resources

CompetitorsCompetitorsCurrent &Current &ProspectiveProspective

S.S.

W.W.

O.O.

TT..

Target

Market

ProductProduct PricePrice

PromotionPromotion

External Market EnvironmentExternal Market Environment

Targeting &Targeting &

SegmentationSegmentation

Positioning &Positioning &

DifferentiationDifferentiation

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

PlacePlace

CustomersCustomersNeeds and otherNeeds and other

SegmentingSegmentingDimensionsDimensions


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1. M arket Analysis.

(Phan tch th trng).

Quy mothtrng.

Xu hng nganh hang.

Phan khuc thtrng.

Thtrng muc tieu.

ECNG HNG DAN


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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 profitability

Carry out a formal marketing audit


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2. The Marketing Environment

(M oi trng tiep th).

Xu hng van hoa/ xahoi.

Xu hng kinh tetong the. Xu hng chnh tr/ phap ly/ theche.

Xu hng vesinh thai hoc/ moi trng. Xu hng khoa hoc vacong nghe.

ECNG HNG DAN


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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

Environmental

Factors Technology

Economic

Social

Political

Regulatory


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3. Consumer Analysis

(Phan tch khach hang muc tieu).

anh gianhu cau/ mong muon.

Yeu tohap dan cua san pham.

Li ch-trai nghiem toan dien.

Hanh vi-quyet nh tieu dung. Ngan sach chi tieu.

Cac cong cutiep thc NTD chap nhan.

Niem tin vao san pham vadch vu. i song cua chan dung NTD.

ECNG HNG DAN


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Thu nhap

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 nhap bnh quan thanh th

Nguon: Tayor Nelson Sofres

VT: trieu ong

Nhomthu

nhap

caochiem32%32%


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CustomerCustomer--based brand equity pyramidbased brand equity pyramid


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Stage 2: Customers and Transactions

Step 4 - Who Buys WhatCustomers and their purchases

Step 2 - Who Buys

Customer profiling

Step 5 - Why it is Bought

Customer needs

Step 6 - Forming Segments

Combining similar customers

Step 7 - Segment Checklist

Reality check

Step 1 - Market Mapping

Structure and decision makers

Stage 3: Segmenting the Market

Stage 1: Your Market and How It Operates

Step 3 - What is Bought

Purchase options

The market segmentation process


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THE BUYERS EXPERIENCE CYCLE

Kim and Mauborgne, HBR, September-October 2000

Purchase Delivery Use Supplements Maintenance Disposal

How long doesit take to findthe product you

need?

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

How secure is thetransactionenvironment?

How rapidly canyou make a

purchase?

How long doesit take to getthe product

delivered?

How difficult isit to unpack andinstall the newproduct?

Does theproductrequire

training orexpertassistance?

Is the producteasy to storewhen not inuse?

How effectiveare the productsfeatures andfunctions?

Do you needother productsand services to

make thisproduct work?

If so, how costlyare they?

Does theproductrequire

externalmaintenance?

How easy is itto maintainand upgradethe product?

Does use of theproduct createwaste items?

How easy is itto dispose ofthe product?


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4. Current Si tuation Analysis

(Tnh huong hien tai DN)

anh giacac chng trnh Marketing. Phan tch iem iem manh.

Phan tch iem iem yeu.

Phan tch c hoi.

Phan tch cac nguy c anh hng en tiep th.

ECNG HNG DAN


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KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONS

ABS(Average Brand

Strength)

ABS(Average Brand

Strength)

TOOL 1TOOL 1

ABS c tnh tAwareness, Trial, Share,

Coverage

Tng ngn sch qung co hay iu chnh k hoch truynthng? Tng hng mu hay khuyn mi y? Tng gi trcng thm cho thng hiu hay khuyn khch khch hngtrung thnh?

%

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 77774343

51

51


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Hiu qu cathng ip

truyn thng

Hiu qu cathng iptruyn thng

n tng thng hiu trongNTDMT c khp vi nhv?

C cn chnh sa g trong thng iptruyn thng khng? Phng tintruyn thng c tip cn cNTDMT khng?

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

Qung co hay

Qung co nhiu

Gip n c, ngc

D tm mua

Nhn hiu uy tn

Hng ngoi

Chng lo ho

C nhn sm Cao Ly

c ngi bn gii thiu c bc skhuyn dng

t tc dng ph

Hiu qu nhanh chng

Gip gim stress hiu qu

Hiu qu cao v tng cng trlc

Hiu qu cao v tng cngth lc

Hp ti tin

ng gi ng tin

-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 tng cht lng cm nhn/cng thm v l do tin vo cht lng l cn thit choBRAND D c ng gi ng tin hn v cnh tranh trc tip vo phn khc ca

BRAND B

KEY MARKET INDICATOR

STRATEGIC BUSINESS DECISIONS

TOOL 3


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Tnh ph hpca

nh v

Tnh ph hpca

nh v

Cc c tnh nh v hin tic phi l quan tr ng nht

i vi NTDMT? Matchwith consumers needs

C cn iu chnh / b sung / hay thmch ti nh v thng hiu cho ph hp

hn?3


10

1377

50

31

1430

28

30

27

29

48

31

38

75

58

21

40

1

2

2

3

3

5

1

6

4

4

25

5

1

Yu t quantrng nht

Yu t quantrng

ang gia ong tien

Hp tui tien

Hieu qua cao ve tang cng the lc

Hieu qua cao ve tang cng tr lc

Giup giam stress hieu qua

Hieu qua nhanh chong

t co tac dung phu

c bac s khuyen dung

c ngi ban gii thieu

Co nhan sam Cao Ly

Chong lao hoa

Hang ngoai

Nhan hieu co uy tn

De tm mua

Giup an c, ngu cQuang cao nhieu

Quang cao hay

BRAND DBRAND D

BRAND ABRAND A

BRAND BBRAND B

BRAND CBRAND C


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Hot ngtip th

& hiu qu

Hot ngtip th

& hiu qu

NTDMT c bit, thch, v tham gia qungco (TV, bo, radio) v cc hot ngkhuyn mi hay khng? Ti sao?

Nhng g cn hiu chnh, rtkinh nghim hiu qu hntrong cc hot ng tip th?

4


15

3

9

12

32

6

16

20

10

24

23

7

3

16

8

14

6

1

Hot ng nhn c Hot ng thch

%

BRAND DBRAND D BRAND ABRAND ABRAND BBRAND B BRAND CBRAND C

Vat dung quang cao

Hoi thao

Trnh dc vien tham vieng

Phat thuoc mau

Qua tang

Giam gia/ Khuyen mai

Chng trnh trng bay SP

Tham hoi vao cac dp ac biet

An pham QC (ap phch) 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


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Phn phi v ccchnh sch cng ty

Phn phi v ccchnh sch cng ty

C vn g trong phnphi? Cc chnh sch cngty nh hng n mc hi lng ca h thng phnphi nh th no?

Ph rng hn, su hn hay phi iu chnhchnh sch cng ty? Nn tc ng vodoanh s, hu hng, khuyn mi, vn ti,t hng, trng by, hay i ng bn hng?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

Nhn hiu bnchy nht trong 3thng qua

Nhn hiu c bnti hiu thuc


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Tim nngca

th trng

Tim nngca

th trng

Tl NTDMT c s dng snphm ca ngnh hng v so vicc ngnh hng cnh tranh gintip

C cn t mc tiu kch cu? Tng sln s dng hay lng dng sn phmca NTDMT? Nn m rng kinh doanhsang cc lnh vc lin quan khng?6


41

6779

6745

30

14 12 15

0%

10%

20%

30%40%

50%

60%

70%

80%

90%

100%

HCM H NI NNG

Vin nhng

Vin si

Khng s dng


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Phn khc

th trng

Phn khcth trng

Tiu chun chia phn khc, ln phnkhc

Nn nhm vo phn khcno, c c im g?

7

A priori base = demographic profile

Non users

(Female mostly)

White collar

Blue collar

50%

10%

40%

Students

Profile of selected segment in

relation to energy drink:Price sensitive

Seek masculinity

Need energy enhancingNeed thirst quenching

Red bull taste & flavor

Age: 18-40

SEC: BCD

Volume contribution: 70%

30%

CONCENTRATED

STRATEGY

Select only one target market



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5. Competitor Analysis

(Phan tch oi thucanh tranh).

Thphan canh tranh. Chng trnh tiep th.

Thphan truyen thong. Nhng iem khac biet vaoc ao.

anh giatong theSWOT.

ECNG HNG DAN

Porters five forces of competitive intensity


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Porters five forces of competitive intensity

Threat ofNew entrants

to market

Power ofBuyers(customers)

Threat of

Potentialsubstitutes

Power ofSuppliers

Current competitors

Customer

Competitive intensity

F d i i Potential entrants


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Forces driving

industry

competition

Industry competitors

Intense rivalry if:Numerous or similar sized competitors

Slow industry growth

High fixed costs

Lack of differentiation

Diverse nature of competitors

High strategic stakes

High exit barriers

(Rivalry among existing firms)

Suppliers

Powerful if:

Few suppliers

No substitutes

Industry not important

Customer of supplier group

Supplier groups products are

differentiated

Threat to forward integration

CustomersPowerful if:

Large proportions of sellers sales

High proportion of buyers costs

Undifferentiated products

Low buyer switching costsThreat of backward integration

Sellers product not important to

quality of buyers product

Potential entrants

Threat of new entrants

Barriers to entry

Economies of scaleProduct differentiation

Capital requirements

Switching costs

Access to distribution channels

Cost disadvantages additional to scale

Government policy

Entry deterring price

Experience

Threat of substitute products or services

Substitute

MARKET LEADER SWOT ANALYSIS


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MARKET LEADER SWOT ANALYSIS

STRENGTHS OPPORTUNITIES

THREATSWEAKNESSES

REDBULLREDBULL

INTERNAL EXTERNAL

POSITIVE

NEGATIVE

Good reputation (Thai)

Brand = category

High market share

Good product qualityGood distribution

Resourceful finance

Good production

Good reputation (Thai)

Brand = category

High market share

Good product qualityGood distribution

Resourceful finance

Good production

High growth rate

SKU diversification

New product formHigher consumer awareness

Brand extension

High growth rate

SKU diversification

New product formHigher consumer awareness

Brand extension

TO FORSEETO FORSEE

TO BUILD

TO BUILD

Expensive pricing

Sales focus promotion

No brand building

Little innovationOnly in key cities

Low channel coverage

Family business

Expensive pricing

Sales focus promotion

No brand building

Little innovation

Only in key cities

Low channel coverage

Family business

New market entries

with powerful brand building

Attacked from other beverages

Product form & packagingdiversification

Consumer cost sensitivity

New market entries

with powerful brand building

Attacked from other beverages

Product form & packaging

diversification

Consumer cost sensitivity

MARKET POTENTIAL


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MARKET POTENTIAL

CSD

29%

TEA

10%

SOYA MILK8%FRUIT JUICE

8%

ASIAN DRINKS6%

MILK

9%

DKY (YOGURT)

3%

BOTTLED

WATER

3%

COFFEE

15%

ENERGY DRINKS4%

BEER

5%

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

ECNG HNG DAN


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6. Sustainable Competitive

(Xac lap li thecanh tranh).

Xac lap nhng yeu toli thecanh tranh. Tao nen skhac biet.

Canh tranh vegia.

Canh tranh tap trung .

Canh tranh theo thtrng ngach.

ECNG HNG DAN

The route to Sustainable Competitive


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The route to Sustainable Competitive

Advantage (SCA)

Differentiation High

Price

HighVolume

Sales Revenue

Low Business

RiskLow Financial

Risk

PositiveNPV

SCA

Economies

of ScaleLearning

Curve

High Cash

Flows

Gearing

Interest Cover

Working Capital RatioOperational Leverage

Financial

Operations LowerCosts

From Sri Srikanthan, Cranfield School of Management

ECNG HNG DAN


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7. M arketing Objecti ves

(Xac lap muc tieu tiep th).

Muc tieu vethphan. Muc tieu vephan khuc. Muc tieu vetruyen thong.

Muc tieu doanh so. Xac lap cac chsoo lng muc tieu

(SMART).

ECNG HNG DAN

ECNG HNG DAN


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8. M arketi ng Strategy(Chien lc tiep th).

Chien lc phat trien. Phat trien san pham hien tai .

Phat trien san pham mi.

Phat trien thtrng mi.

Nhng quyen.

Chien lc khong phat trien. Chien lc rut lui.

Chien lc bosa.

Chien lc nam gi.

ECNG HNG DAN


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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 resourcesoptimally?

What are our strategies?

What new products should be

developed? How should we price our products?

What should our channelstrategies be?

What service levels should weprovide for our different customergroups?

How should we communicate with

our target markets?

How should we measure the effectivenessof our plan?


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Ansoff matrix

Market

Penetration

Product

Development

MarketExtension

Diversification

Present New

increasing technological newness

increasing

market

newness

Present

New

PRODUCTS

MARKETS

Strategic planning exercise (gap analysis) 1 revenue


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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 principlemarkets on the vertical axis. In each smaller square write in currentsales and achievable sales value during the planning period.

(B) Next, plot the market penetration position, point C. This pointwill 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 4below. Please note, revenue from (1) (2) (3) and (4) from theproductivity box should be deducted from the market penetrationtotal before plotting pointC.

Next, list the value of any new products you might develop whichyou might sell to existing markets. Alternatively, or as well as, ifnecessary, list the value of any existing products that you might sell

to new markets. Plot the total value of these on the Gap AnalysisGraph 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 productsyou might develop for new markets untilpoint E is reached. (Steps 3, 4 and 5represent a sales growth focus).

If none of this gives the required return oninvestment consider changing the assetbase. This could be(A) Acquisition(B) Joint Venture(Step 6 represents a capital utilisationfocus)

1. OBJECTIVE(A) Start by plotting the sales position you wish to achieve at theend 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 thefollowing headings? Plot the total value of these on the GapAnalysis Graph on the left, point B. (These represent cash andmargin 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

Prod

uct1

Prod

uct1

Prod

uct1

0

Prod

uct2

Prod

uct2

Prod

uct1

1

Prod

uct3

Prod

uct3

Prod

uct12

Etc.

Etc.

Etc.

Market 3Market 3

Market 12

Market 2Market 2

Market 11

Ect.

A:\mm5\spexerc1.cdr

Ect.

Ect.

Strategic planning exercise (gap analysis) 2 profit


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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 principlemarkets on the vertical axis. In each smaller square write in currentprofit and achievable profit value during the planning period.

(B) Next, plot the market penetration position, point C. This pointwill 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 4below.

Next, list the value of any new products you might develop whichyou might sell to existing markets. Alternatively, or as well as, ifnecessary, list the value of any existing products that you might sellto 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 newproducts you might develop for newmarkets until point E is reached. (Steps 3, 4and 5 represent a sales growth focus).

If none of this gives the required return oninvestment consider changing the assetbase. This could be(A) Acquisition(B) Joint Venture(Step 6 represents a capital utilisationfocus)

1. OBJECTIVE(A) Start by plotting the profit position you wish to achieve at theend 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 thefollowing headings? Plot the total profit value of these on the GapAnalysis 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 Reduction

Others (Specify)

Total

ProfitProductivity (NB: Not allfactors are mutually exclusive)

Rev /Vol.

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

Market 1

Market 10

Prod

uct1

Prod

uct1

Prod

uct1

0

Prod

uct2

Prod

uct2

Prod

uct1

1

Prod

uct3

Prod

uct3

Prod

uct12

Etc

.Etc

.Etc

.

Market 3Market 3

Market 12

Market 2

Market 2

Market 11

Ect.Ect.

Ect.

The output of the marketing planning process

St t i k ti l t t

Marketing theory

(St t f k d l )

The marketingPlanning process

Financial theory /

St t


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Strategic marketing plan contents (Structures, frameworks, models)

Mission statement

Financial 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

MarketingStrategies

MarketingObjectives

Opportunities

Threats

Portfolio summary

Assumptions

ResourceRequirements

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 deletion

Market extensionTarget customer groups

(By product)(By segment)(Overall)




Phase 1Goal setting

Phase 2

Situation review

Phase 3StrategyFormulation

Phase 4

ResourceAllocationAnd monitoring

Structure

Profitability analysis by products/ segments

Comparative analysis ofcompetitor products

Experience curves and coststructures

Cash flows and risk evaluationSensitivity analysis

Integrated financial planningLimiting 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


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p g

Phase 1

ConceptDevelopment

Phase 2 Phase 5Phase 4Phase 3

System-LevelDesign

DetailDesign

Testing andRefinement

ProductionRamp-up

Tested, pilotedand introduced

Plans

Designs

Development

Prototypes

The pattern of Product

Development

ECNG HNG DAN


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9. Brand positioning strategy

(nh v thng hieu).

nh vtheo thuoc tnh. nh vtheo li ch cho NTD.

nh vtheo li ch san pham.

nh vtheo thtrng . nh vtheo canh tranh.

nh vphan cap san pham.

ECNG HNG DAN

Programme guidelines suggested for different


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g g gg

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, rewardefficiency,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

Invest

for growth

Maintain market

position, manage

for earningsSelective

Manage

for cash

Opportunistic

development

ECNG HNG DAN


43/80

10. M arketi ng mix strategy(Kehoach tiep th tch hp) Chien lc san pham.

Chien lc nh gia.

Chien lc phan phoi-ban hang.

Chien lc quang basan pham .

Chien lc truyen thong tch hp.

ECNG HNG DAN


44/80

The output of the marketing planning process

Strategic marketing plan contents

Marketing theory

(Structures, frameworks, models)

The marketingPlanning process

Financial theory /

Structure


45/80

Mission statement

Financial 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

MarketingStrategies

MarketingObjectives

Opportunities

Threats

Portfolio summary

Assumptions

ResourceRequirements

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 deletion

Market extensionTarget customer groups

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



Phase 1Goal setting

Phase 2

Situation review

Phase 3StrategyFormulation

Phase 4

Resource

AllocationAnd monitoring

Profitability analysis by products

/ segmentsComparative analysis ofcompetitor products

Experience curves and coststructures

Cash flows and risk evaluationSensitivity analysis

Integrated financial planningLimiting 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


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Marketing Communications Mix

1. Advertising1. Advertising

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

3. SalesPromotion

3. SalesPromotion4. Personal Selling4. Personal Selling

Integrated Marketing Communications (IMC)

is the strategic integration of multiple means ofcommunicating with target markets


47/80


48/80

ECNG HNG DAN


49/80

11. Budget Marketing plan

(Ngan sach tiep th). Above the line.

Tv Print

Below the line. Trade show Direct marketing other

ECNG HNG DAN

Muc tieu Marketing: at doanh thu 3,000,000 USD at so lng sa bot ban ra 640 tan TOM LC


50/80

at so lng sa bot ban ra 640 tan % th phan chiem lnh 18%

Mc o nhan biet TOM 60% Muc tieu oi thoai:

Tao nhan biet rong rai va yeu thch nhan hieuThuc ay tieu thu.

Phng tien truyen thong chu ao:

- TVC 476 ky phat- Print Ads 41 ky phat- POSM (t ri, brochure, banner, ke trng bay, poster)

Kenh truyen thong:- Bao PNTP, Thanh nien, PN Ap Bac, PNVN.

- Ha Noi, HTV7, TH a Nang, TH Vnh Long Phan bo Ngan sach:

TVC 55% 66,000 USD Print Ads 18.33% 22,000 USD POSM 8.33% 10,000 USD

Press 8.33% 7,500 USD Free Sampling 1.68% 2,000 USD D phong 10,41% 12,500 USD

- Promotion 10,000 USD- Phat t ri 2,500 USD

120,000 USD Tnh ra chi ph tiep th/san pham 280/100gr

TOM LC

NGAN SACH

MARKETING BUGDET FIRST YEAR


51/80

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

Ngan sach tong the trong 2 nam (2003-2005)Th trng TPHCM


52/80

gTHC HIEN VA PHAN BO NGAN SACH

QUANG CAO TREN BAO/ TAP CH 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

QUANG CAOTruyen hnhHTV7 200 200

VTV3 200 200

Bao/ Tap ch

Tuoi tre TPHCM (So Th Bay) 15 15 30

Tiep th & Gia nh 24 12 12 12 12 12 12 12 108

The gii Phu n 13 26 13 13 65

Tong ngan sach Quang cao 37 41 25 40 12 12 12 12 12 603

% Ngan sach 1.9% 2.1% 1.3% 2.1% 0.6% 0.6% 0.6% 0.6% 0.6% 31.3%KHUYEN MAIGiam gia 15 15 30

Quang cao tren bao/ tap ch ve khuyen mai 13 7 20

Bang ron, day c, ap phch ho tr 4 1 5

PR (bao ch) ho tr 1 0.5 1.5

Tong ngan sach khuyen mai 33 23.5 56.5%/ Tong ngan sach 1.7% 1.2% 2.9%

PR

Gii thieu san pham KITAa tin 1 1 2

Hoi thao 3 3

Hop bao 3 3

ang bai ve trang sc KITA 2 2

Cuoc thi thiet ke trang sc "KITA & cuoc song"ang bao quang cao ve cuoc thi 26 26Nhan bai thi 0.5 0.5Cham bai 2.5 2.5

Trao giai 3 3Tong ngan sach PR (Trieu ong) 1 33 2.5 5.5 42%/ Tong ngan sach 0.1% 1.7% 0.1% 0.3% 2.2%

SAN XUAT QCTVC 120 120

Print ad quang cao tren bao 3 3

Tong cong (Trieu ong) 123 123%/ Tong ngan sach 6.4% 6.4%

PHAN PHOI/ TRNG BAYThi bay bien ban le 30 50 80Ke trng bay/POSM 60 60

Tong cong phan phoi/ Trng bay (Trieu ong) 90.1 50 140%/ Tong ngan sach 4.7% 2.6% 7.3%

TONG AU T 2 566 387 277 97 80 - 24 - - - - 24 - - 24 - 24 - - - - - - 24 1,930

Nam 2004 Nam 2005Nam 2003 Tong2003-2005

Media Plan


53/80

Media Plan


54/80

Media Plan


55/80

Media Plan


56/80

MAU THAM KHAO


57/80

ECNG HNG DAN


58/80

12. M arketing audi t

(anh giahoat ong tiep th). Market size. Marketing investment.

Customer loyalty. Market value.

Brand awareness. Distribution coverage. Price elesticity.

Summary - the marketing audit checklistExternal auditB i d i i t Internal a dit


59/80

Business 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 links

profitabilitykey strengths and weaknesses

Internal audit

marketing operational variable

own company

sales (total, by geographical location,industrial type, customer, by product)

market shares

profit margins/costs

marketing information/research

marketing mix variables as follows:

product management

price

distribution

promotion operations and resources


60/80


61/80


62/80

HE THONG NHAN DIENTHNG HIEU

Nhom Dz


63/80


64/80


65/80


66/80

PHAN CONG NHIEM VU

THC HIEN E AN


67/80

THANH VIEN

Card nhom 08Logo nhom 08 Nhom TrngDuy Tan

Lan Anh Thu Thao Bao Anh Phng Thao Thanh Truc Phng Linh

Huy Cng Ho Bao Tuan Hung Ho Nhu

HOA O NAO S DUNG HNH ANH, MAU SAC VA NGON TPHAT TRIEN Y TNG E TAI


68/80

Ms Nguyen Th Thuy DngMsMs NguyenNguyen ThTh ThuThuyy DDngng


69/80

g y y gg yg y yy gg

inh v thng hieu Phan tch tnh hnh canh

tranh tai th trng mienTay Nghien cu th trng

Bien tap e tai Chuan b noi dung cho

slide

Thuyet trnh e tai

Mr Nguyen Hu HaoMrMr NguyenNguyen HHuu HaHaoo


70/80

g yg yg Tnh toan ngan sach

chien dch

Chi ph truyen thong vakhuyen mai Nghien cu th trng

Phan tch SWOT Ke hoach PR va truyenthong

Y tng cho TVC vaquang cao Radio

Thuyet trnh e tai

Mr Lai Phong My LinhMrMr LaiLai PhongPhong MyMy LinhLinh


71/80

g yg y Lap ke hoach

khuyen mai

Phan tch chan dung aily tai th trng TP.HCM

Tham gia nghien cu thtrng Tong hp thong tin

Tham gia chuan bthuyet trnh

Mr Le Vnh Hng


72/80

Art Director Phan tch hnh thc

thng hieu nh hng sang tao

cho thng hieu, truyen

thong, bao b va vatpham QC Thiet ke logo, bao b,

vat pham QC, e tai,powerpoint, photo Nghien cu th trng

Creative Power

THI GIAN THC HIEN


73/80

ID Task Name Duration Start Finish

0Project1 314 days Mon 3/3/03 Tue 3/16/04

1 NGHIEN CU TH TRNG 45 days Mon 3/3/03 Wed 4/16/032 QUANG CAO BAO & TV 65 days Thu 4/17/0 Fri 6/20/033 SANG TAO Y TNG 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 6/20/03

10 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 HOI NGH KHACH HANG 1 day Sat 6/21/03 Sat 6/21/0314 THONG CAO BAO CH 10 days Sun 6/22/0 Tue 7/1/0315 LAN 1 1 day Sun 6/22/03 Sun 6/22/0316 LAN 2 1 day Tue 7/1/03 Tue 7/1/0317 QUANG CAO 180 days Sat 7/5/03 Tue 3/2/0418 TVC 30 days Sat 7/5/03 Tue 8/5/0319 BAO 180 days Sat 7/5/03 Tue 3/2/0420 NGAY TUNG SAN PHAM 1 day Thu 7/10/03 Thu 7/10/03

21 ANH GIA CHAT LNG 10 days Wed 3/3/04 Tue 3/16/04

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

03 Qtr 2, 2003 Qtr 3, 2003 Qtr 4, 2003 Qtr 1, 2004

TO CHC CONG VIEC Tuan th 1 :

Hop nhom va tm hieu cac thanh vien chon Nhom Trng


74/80

Hop nhom, va tm hieu cac thanh vien, chon Nhom Trng.

Nghien cu s bo ve e Cng Hng Dan. Tuan th 2,3 :

Thao luan chon san pham, tm hieu va anh gia Thng hieu Doanh Nghiep(tap trung vao hoat ong tiep th)

Hoan tat e cng s bo, nh hng thc hien e tai cua nhom. Tuan th 4,5,6 :

Thu thap thong tin thng hieu, th trng, oi thu canh tranh Phan tch cac hoat ong tiep th va xay dng TH cua oi thu. Nghien cu th trng canh tranh, Xac nh phan khuc, phan tch ngi tieu

dung

anh gia sc manh cua Thng hieu. Tuan th 7,8,9 :

Xac nh chien lc Marketing. Xay dng li the canh tranh ben vng. Xay dng nh v thng hieu. Len ke hoach tiep th va chng trnh hanh ong(ATL va BTL). Thiet ke chi tiet chng trnh hanh ong trong mot nam.

Tuan th 10 : Tong hp, trnh bay e an, in an.

Tuan th 11: Chuan b bao cao

TRNH BAY E CNG


75/80

(np cho Ban T Chc) Mo ta s bo, tong quan ve doanh nghiep va

thng hieu san pham(1 trang A 4). anh gia s bo li the canh tranh (SWOT)

cua thng hieu o (1 trang A 4). e cng chi tiet nh hng dan, nhng d

kien se lam trong ke hoach tiep th (3 trangA 4).

Thi gian bieu e hoan thanh e an va phancong cong viec(1 trang A 4).

Tieu ch anh gia e tai :


76/80

1. Phan tch chien lc mot cach he thong va co tnhthc tien.

2. Chien lc tiep th da vao thc tien canh tranh cua

nganh hang.3. The hien ay u Chien lc: San pham, Gia, Phanphoi, Truyen thong.

4. a ra c phng thc to chc quan ly phan phoiva ban hang.5. Phan bo ngan sach phu hp vi muc tieu tiep th

(ATL va BTL).

6. Co Phng thc quan tr, anh gia, theo doi va ieuchnh ke hoach tiep th.7. The hien tot va sang tao chng trnh hanh ong

trong mot nam da tren chien lc 3 nam.

CHAM IEM E TAI


77/80

THEO THANG IEM 10

Tieu ch iem

Phng phap thc hien 20%Trnh bay e tai 20%

30%30%

Chien lc nhat quanTnh kha thi

iem danh cho trnh bay e tai: 4iem

iem danh cho luan van cua nhom: 6 iem


78/80


79/80

CHUC CAC BAN

THANH CONG !


80/80

Documents

Huong Dan de Tai Tot Nghiep Marketing Manager