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Kinh Do Corporation
Sales Strategy
Prepared by: Trần Phương Nam Nguyễn Thái Khánh Ngọc Trần Thị Ngọc Quý Trương Thị Thu Thảo
Sales Strategy
TABLE OF CONTENTS
1 EXECUTIVE SUMMARY................................................................................3
1.1 Background.................................................................................................3
1.2 Objectives....................................................................................................3
1.3 Overview......................................................................................................3
2 REASONS FOR PLANNING IN 2015
3 CUSTOMER SEGMENTATION...................................................................3
4 SWOT................................................................................................................3
5 COMPETITORS ANALYSIS.........................................................................3
6 MARKETING MIX.........................................................................................3
6.1 Product…………………………………………………………………………………………3
6.2 Pricing……………………………………………………………………………………………3
6.3 Place……………………………………………………………………………………………3
6.4 Promotion……………………………………………………………………………………….3
7 CHANNELS ASSESSMENT..........................................................................3
7.1 Channels Available…………………………………………………………………………….3
8 SALES FORECAST........................................................................................3
9 COMMUNICATION PLAN...........................................................................3
10 ATTACHMENT..............................................................................................3
10.1 Sales Demonstration…………………………………………………………………………3
10.2 Job Description………………………………………………………………………………..3
11 BIBLIOGRAPHY…………………………………………………………………………...….3
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1 EXECUTIVE SUMMARY
Domestic confectionery industry condition: Confectionery is known as one of the sectors growth and stability in Vietnam. The role of confectionery industry is increasingly asserted while holding a large proportion of the food industry (up from 20% to 40% in 10 years).
Vietnam currently has 30 manufacturing enterprise scales. This is about 1,000 small manufacturing base and a number of companies are importing foreign candy. The local firms dominate the market, in which the market now accounts for a large proportion (Kinh Do Corporation, Hai Ha Confectionery JSC, JSC BIBICA) is 42%, other 38% now. Goods imports accounted for only 20%.
Kinh Do corporation try to make some strategic for sales marketing:
Promotional activities increase in packaged food due to the poor economy
Health awareness continues to influence new product development and marketing campaigns
Tougher competition encourages local manufacturers to make more efforts to remain competitive
Private label becomes more popular in packaged food A positive outlook for packaged food over the forecast period
Recognizing consumers are increasing for health problems related to sugar intake, so obesity, diabetes or high blood pressure are considered to be a major problem for manufacturer’s cake candy. Therefore, to meet the diverse needs of different customer groups, the company is moving in the direction of investment products and confectionery functional health benefits.
Moreover, after a long time stable operation in the confectionery industry, KDC is making an important turning point in deciding deeper into fast moving consumer goods (FMCG) sectors such as food and beverages. Specifically, Kinh boost investment in three items: noodles (comprehensive cooperation with Saigon Vewong), vegetable oil (24% of the shares purchased Vocarimex, towards raising the level of investment up 51%).
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1.1 Background
In the long term, the confectionery industry continues to be identified with strong growth potential due to factors such as young generation, healthy awareness of the increasing, along with the investment in the sector is growing.
Kinh Do Corporation is a business group of Vietnam with an emphasis on food production, including baked goods, confections, snacks and soft drinks. Kinh Do is operating with a range of Strategic Business Units, including the brand names of Merino, Celano, Solite, AFC, Cosy, Slide, Sachi and so on. Each of these SBUs has particular mission and goal, which can be planned independently towards others.
The corporate group also includes companies in the fields of financial services, real estate and a retail bakery chain. Kinh Do Corporation manages a wide range of brand names like buns, cookies, crackers, snacks, cakes, ice creams, moon-cakes. And instant noodles, cooking oil are the two new products that come onto the market in 2015.
Kinh Do is a well-known brand in Vietnam, it was confirmed by the heart of the founders, quality products and the trust of consumers. In 1993, Kinh Do was found by Tran Kim Thanh with net income 14 billion VDN and 6000 labors. Now, Kinh Do Corp. is developing many stores at HCM city and spread out 64 provinces with more 150 distributors.
1.2 Objectives
In FMCG, noodles are suitable for stepping into other business areas of staple foods. According to Nielsen, the noodles outlets across the country more than the confectionery outlets. If business success noodles, then from the distribution point is, sold more other essential foods with wheat will come easier. There are specific essential food items, we will soon be announced to the market. The goal of the business is aimed at the family kitchen Vietnam, so instant noodles, cooking oil, sauces, etc. will be the main products in 2015. Besides, there are many other products launched in the near future.
On the road ahead, Kinh Do Company has 3 main objectives in the future plan:
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Sales Strategy
First, KDC will focus on the some areas of business strategy "Food & products essential" to bring "happiness" to everyone.
KDC focus on supermarkets and schools by directive and in-directive way.
Expanding the joint venture, association, cooperation with partners, bringing the brand grows economic.
KDC will continue to seek investment opportunities in companies consistent with the strategy of food and essential products (food & flavor).
1.3 Overview
Kinh Do’s strength:During 1994-2012, Kinh Do has launched one after another: snack (1994), cookie (1996), bakerycake (1997), moon cake (1998), chocolate (1998), Solite soft cake (2005), Wei Yo yogurt (2007) andSachi rice snack (2012). Therefore, Kinh Do workforce acquired professional skills and tactics in promoting new product to their customers, dealers, and intermediaries. And on strategic scope, Kinh Do Directorsand senior managers also acquired experience inmanaging resources forpromotional campaigns, and inamplifying their reputation advantages for instant noodle:
Kinh Do’s experience in launching new products Expansive distribution network Food safety production system Long-established relationship between Stable financial situation
2 REASONS OF PLANNING FOR THE YEAR 2015
Kinh Do Corp. wants to achieve more and more in the future: Gaining the high consumption amount of instant noodle Becoming the 4th rank on instant noodle consumption in Vietnam market Social tendency fast-moving lifestyle like people spend more on packaged food To impulse the expansion in untapped rural areas
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3 CUSTOMER SEGMENTATION
Current: Kinh Do has 200 distributors, 200.000 retailers over the domestic and international markets. The table below lists some the main wholesalers/ retailers/ distributors of Kinh Do Coperation in Viet Nam.
Wholesalers/Retailers/Distributors Contact
230 Nguyen Trai Street, District 1, Nguyen Cu Trinh Ward, HCMCTel: 08.38370799-38379088 Fax: 08.39256788 Email: [email protected]
119-205 Nguyen Thai Hoc, District 1, Pham Ngu Lao Ward, HCMCTel: (84-8) 38.360.143Fax: (84-8) 36.370.560Email: [email protected]: [email protected] or [email protected]. Lien/ Ms. ThaoTel: 3775-1888(ext. 307, 303)Email: [email protected]
An Phu – An Khanh new residence, District 2, An Phu Ward, HCMC Tel: + 84(0) 8 3 5190 390Fax: + 84(0) 8 3 5190 373 Email: [email protected]
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In 2015 : Kinh Do will launch new products, there are cooking oil and instant noodles. Kinh Do has to have the places to market, promote and sell them and make them become well-known to the end users so the best place is supermarkets and groceries. Hence, Kinh Do absolutely needs to focus more on those places and maintains the business with them. Besides, Kinh Do still has to maintain the partnership with other distributors and retailers/wholesalers to gain profit.
4 SWOTThe purpose of making SWOT is to analyze strength , weakness as well as opportunities to prepare suitable marketing strategy for Kinh Đô Corporation in the long run . The micro environment : STRENGTHS
Kinh Đô Corporation is well known for its professional leaders in the risky world of stocks that requires good vision and strategic planning .
Moreover, the company has overcome the economic crisis in the past five years which proved that the leaders are able to forecast the risk and create appropriate strategic planning as well as exit strategy for the company to ensure the sustainable development .
Modern production line was invested . Production technology was overestimated in compared to the peers . Specifically:
- The Europe production line for Crackers worth 2 million USD with a capacity of 20 tons / day was put into production in 2000 .
- The Denmark production line for Cookie worth 2 million USD with a capacity of 10 tons / day was put into production in 1996.
The huge sale department was trained by the company . Kinh Đô Corporation also implements new policies to main human resources and attract talent . Besides , the company builds up human resource management team to keep up with the growth and expansion of the company in the future .
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WEAKNESSES
Kinh Đô Corporation are focusing on business sector like financial investment, real estate, stocks which affects confectionary business .
A global development requires high qualified human resources . A family business will prevent the promotion of good workers .
The macro environment : OPPORTUNITIES
Trend in international economic integration and export promotion policies . Science and technology increases enables developers to create application
of modern technology in order to meet the criteria of the domestic and export market .
The increasing in income represents for a potential domestic market . The export market has great potential as trade barriers (tariff ) are abolished
. The local competitors are small and weak .
THREATS
Competitors appear more and more when Vietnam joined World Trade Organization
Intensity of competition will be higher Substitute products appear The export market gets more difficult due to high standard of food safety Brain drain ( Talent works for international companies )
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5 COMPETITORS ANALYSIS
Kinh Đô Bibica
ABC (Asia Bakery
& Confectionery)
Leaders
1. Tran Kim Thanh: CEO, Chairman of the Board.
2. Tran Le Nguyen: Vice Chairman, General Manager.
3. Vuong Ngoc Xiem, Vương Buu Linh: Vice President.
1. Jung Woo Lee: Chairman of the Board
2. Truong Phu Chien: Vice Chairman, General Manager
3. Phan Van Thien-Nguyen Quoc Hoang: Vice President
1. Kao Sieu Luc: Chairman of the board, CEO
Headquarter
Thu Duc District, Ho Chi Minh
city
Tan Binh District, Ho
Chi Minh city
Binh Tan District, Ho
Chi Minh city
Revenue
4600 Billions:
Before tax: 612 billions
After tax: 500 billions
1052.8 Biillions:
Before tax: 57.58 billions
After tax: 44.94 billions
Type of company Joint-stock company
Joint-stock company
Family company
Strengths High product quality
Consumer gained trust
High product quality
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Well trained staff
Popular leaders Strong
brand/Well known
Price segmentation (suitable to all people)
Big market High
technology
Vietnam honor of high quality 1997-2006
One of 100 Vietnam strongest brands
The Company's products are sold primarily in domestic market
Revenue from domestic consumption accounts for 96% - 97% of total company revenue
Sales in the Mekong Delta, 42 distributors in the Southeast region, 23 distributors in Central Region and 30 distributors in Northern areas
Production from exports accounted for only 3% - 4% of total revenue
The majority of products are malt products.
108 distributors, including 13 distributors have been sold company’s products all over the country
Well known brand
Consumer gained trust
Product price target to medium-high class cunsumer
More than 400 types of cakes
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Weakness
Family business style, talent limitted
Lack of new, dynamic leaders
Focus on business besides confectionary sach as real estate, stock, and bond
Confectionaries are not necessities, not cater to the essential needs of human beings, and there are many other products to replace. Thus, reducing the purchasing power will lead to lower impacts of company's revenue
Exchange rate fluctuations lead to changes in input costs and impacts on the company
Talent limitted Lack of new,
dynamic leaders Not joint stock
Operating Model Retailer, Bakery Retailer
Retailer, Bakery,
Workshop
Price Mechanism High, Price competition
Medium-high, Price competition
Medium, Price competition
Marketing Gather feedback through marketers and distributions,
Through professional consulting companies to conduct surveys-market demand
Media
Gather feedback through marketers and distributions
Media Tasting products Etc.
Media Gather feedback
direct from customers
Etc.
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Sales Strategy
Etc.
Product Sources
Domestic supplies
Bidding type Binh Dong
flour company Vinamilk Etc.
Domestic supplies
Fixed contract Bien Hoa sugar
company Etc.
Domestic supplies
Developing/Reduce Scale Developing
Developing-Internal
contradiction with Lottle
Developing
6 MARKETING MIX
6.1 Product
By the name of “The King of confectionery”, Kinh Do has introduced many product lines to serve the diverse needs of Vietnamese consumers with the best quality such as bread, cakes, mooncakes, cookie, salty biscuits, sweet biscuits, etc.
Among of them, the two of the products made the reputation of Kinh Do are the two brands: COSY and exclusive mooncakes product line.
For the COSY product line, it has many choices namely COSY Marie Biscuits, COSY Cream Sandwich Biscuits, COSY Coconut Butter Biscuits, etc. They are very crisp cakes, soft and sweet taste to satisfy a large number of consumers in Ho Chi Minh in particular and Vietnam in general.
The mooncake product line also is a typical and indispensable product on every Mid-Autumn Festival. There is no denying the fact that not only quality products, but also nice, luxurious and subtle packaging, Kinh Do’s mooncakes are always one of the top choices of consumers confidence. Indeed, according to the report of Kinh Do, “in 2011, mooncakes brought a turnover of 650 billion VND, increased by 743 billion VND in 2012, respectively accounted for 15% and 17% yearly turnover. In 2013, according to estimate of the HSC, the vast sales of mooncakes reached at 800 billion VND up 7.7%.” Apparently, Kinh Do has brought the product line of
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Sales Strategy
compassion, integral and meaningful gifts to families, friendship and partners.
Notably, in 2015, Kinh Do will focus on a new product line, which is instant noodles and cooking oil.
It can be said that with every kind of products, Kinh Do is non-stop creativity in tasty, nutritious ingredients and design that aims to be suitable for all Vietnamese consumers.
6.2 Pricing
Developing and managing the right pricing strategy is a vital condition to ensure business operations are highly effective. Kinh Do is always able to set and maintain a competitive market price. By comparison, Kinh Do’s products are cheaper than other foreign brands three times.
In 2015, pricing strategy is still conducted by the following 3 criterions: time- based pricing, bundle pricing and personalized pricing.
1st. Time-based pricing:
As mentioned above, mooncake is a typical product line of Kinh Do, and an indispensable product in every Mid-Autumn Festival season. Time before and between season are considered a peak period for both sellers and buyers. From 3 years onwards, because more and more demand for donating, the price will slightly increase, which is totally reasonable. Nevertheless, after this period, reducing costs is a critical thing. To do this for another distinctive products on Father’s Day, Mother’s Day, Valentine’s Day, Women’s Day, etc. similar to mooncake product line.
2nd. Bundle pricing:
Kinh do still maintains strategy that does not cut the price directly in promotion programs because it can lead customers to negative sentiments when the price rises again. Instead, making product packs from different cakes with attractive prices, or carrying out the strategy “Buy 2 get 3”, “Buy 2 get 1“ in order to stimulate purchasing power and increase revenue. This project will be applied to all products.
3rd. Personalized pricing:
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Sales Strategy
Kinh Do is considering the project that more creative in shaping of birth cakes, no longer use the samples in the catalog. Allowing customers to print their images onto the birth cakes or following the customers’ requirements. The flavors are also replaced with more diverse savors like corn, mango or green tea, and should substitute entire traditional sponge cakes for ice-creams. Obviously, depending upon the season and the level of difficulty, or be easy and much, or less customers’ requests, the price will be high or low.
6.3 Place
Kinh Do’s products are sold at almost convenient locations of districts in HCMC. Kinh Do not only sells directly to customers but also distributors or sales teams. A nice view on a popular road, or the canteens in schools (primary schools, secondary schools), universities, colleges, dormitories; retailers near residential area, even places attracts many tourists like stations or airports are a great advantage to hope for bringing a large number of potential customers to store.
Kinh Do also introduces products in supermarkets (markets), and PGs always help shoppers to choose the appropriate products. Displaying eye-catching products and advertising near the counters, or at gate of supermarkets (markets) and allowing consumers to sample. This leads to stimulate purchasing power, and at once, the brand will be widely promoted thanks to the customers who tried the product and narrate their relatives or friends.
In addition, wholesale distribution is also one of important issues, in particular, on holidays, or meetings, customers demand a large number of cakes. More importantly, in the long run, Kinh Do concentrates on researching a strategy to expand distributions, exporting the products to foreign markets rather than just the stores in Viet Nam.
6.4 Promotion
Promotion is an instrumental factor for any corporation to create excitement for customers, to assert the quality and unique flavor of the product. Additionally, the purpose of promotion is to let more customers know and maintain brand and stores.
It can be said that Kinh Do has done quite good in marketing of products on channels like television, TV commercials, newspapers, websites, Facebook.
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Besides, Kinh Do still keeps up strategic discount, promotion on holidays. When buying in bulk, consumers or companies will receive a 3%-5% discount (the more the customers buy, the more reduction they get) or free gifts from Kinh Do.
A plan of accumulating points and membership cards is still consideration in 2015. Its purpose is to build customer loyalty to the brand. More specifically, basing on this strategy, each time customers buy cakes at the store with the value from 80.000VND, they will collect 1 point. Moreover, gathering 15 points, 30 points and 45 points, customers will get 5% discount and Silver card, 10% discount and Gold card, 15% discount and Diamond card respectively.
Kinh Do also has charity funds and campaigns to offer their products that help the poor and underprivileged children, families in hospitals, orphanages, etc. This is a fully-humane plan with the aim of creating a great consumers’ sympathy for Kinh Do’s brand.
Last but not least, offering products for sale with preferential prices and good services to boarding-schools, companies, conferences or events is a task which is implementing due to its large and stable source of profits will brings to store.
7 CHANNELS ASSESSMENT
7.1 Channels Available
Direct Marketing
Paid Advertisingo Radioo Televisiono Internet
Printo Newspaperso Magazineso Billboards
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Direct Mailo Letterso Coupon
Telemarketingo Customer serviceo Direct marketingo Inquiry handling
One-on-One Sellingo Presentation materials
8 SALES FORECAST
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September October November December37,860 40,135 41,450
50,430 52,240 52,680 53,370
87,630 90,100 92,815 94,820
2.12 2.13 2.14 2.170.33 0.34 0.36 0.40
78,864 80,642 85,889 89,94716,642 17,762 18,965 21,34895,506 98,404 104,854 111,295
S TOTAL $954,925
Sales Strategy
Estimated Expense
Because two products are newly launched to the market so our team is unable to predict all the components needed in sales forecast. We just can estimate the total sales and expense. The amount of both products is quite low because it is new and hard to compete with other popular cooking oil brands in Viet Nam such as Tuong An, Meizan, Neptune, Simply, Marvela, Cai Lan. The graph below demonstrates the proportion of consumers used cooking oil brands in Hanoi and HCMC.
Soure: Vinaresearch,Vietnamese cooking oil market 9/2012,.
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ADVERTISING $103,200
PRODUCING $315,000
TRANSPORTING $50,000
PACKAGING $50,000
TOTAL $518,200
Sales Strategy
The Market Share of Instant Noodle Companies in Vietnam
COMPANY MARKET SHARE
VINA ACECOOK 51,5%
MASAN CONSUMER 16,5%
ASIA FOOD 12,1%
OTHERS (MILIKET-COSULA, VIFON,…)
20%
Source: VTC/2014
9 COMMUNICATION PLAN
Training sale team the differences between our products and others brands about price, the quality of products thereby they will persuade the retailers.
Training sale team the way to communicate with customers, retailers effectively, make sure customers understand well the differences about our products compare to others brands.
Training them to build trust and maintain long-term good rapport with both customers and retailers.
-With customers, sale team should make a call to ask he/she about their satisfactory to our service and products, they also text sms, email marketing for consumers when having promotional programs as well as frequently visit them. It’s a good way to caring for customers.
-With retailers, sale team ask them about which products get high/low revenue; customers’ feedback on products, service.
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Finding out new customers.
10 ATTACHMENT
10.1 Sales Demonstration (Training):
After new sales-staffs are hired, they have to take part in sales training. The company will assign them to play role playing with the artificial situation: some of them will be customers (entrepreneurs, corporations, retailers, wholesalers), others will be salespeople. Salespeople’s task is meeting the customer, have a conversation with the customers to introduce products, convince them to buy and make a deal with customers. This training will create the opportunity for them to practice selling skills as well as build experience and confidence in each salesperson when facing real meeting with customers. There are 6 example questions (open and close questions) for those staff to refer:
Why should I choose your company?
What kinds of products you can supply or us?
Do you have any promotion or benefit for us?
Have you ever cooperated with any food supplier?
Why don’t you cooperate with it anymore?
Do you guarantee those problems will not repeat?
10.2 Job Description
AREA SALES MANAGER JOB DESCRIPTIONKINH DO COPORATION
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Sales Strategy
Quantity 10
Salary Negotiation
Job DescriptionI. Responsibilities:
Managing and operating from the business/sale in each area and develop it through recruiting and training salespeople.
Become a representative of Kinh Do Coporation to customers and partners.
II. Duties:
1. Identifying, building up department goals and managing the implementation of the business action plan.
Sets out clear objectives consistent with the objectives and strategies of the company for each member of the sales team in their localities (Distributor / Sales Supervisor / sales and services staff).
Reviewing and assessing implementation progress in comparison to the objectives of the weekly/monthly meeting and finding solution for each problem promptly and efficiently.
2. Supervising and reporting
Conveying information about the job instructions, procedures and company policies to the sales team in each region; ensuring information clearly communicated and linked to the objectives, strategies and corporate policies.
Monitoring the distributors and ensuring they comply with commitment between them and our company about orientation, policies, resources and delivery.
Implementing the inspection and supervising to ensure the compliance of sales teams, sales services staffs, delivery staffs, sales coordinators.
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Sales Strategy
Supervising the activities of the sales team through monitoring tools and provide feedback/recognition and reward staff’s achievement.
Each sales manager propose sales solutions for their area and those solution must be based on the principles: logic, benefit, and no conflict with general market.
3. Training
Solving problems that arise in the area, guiding salespeople solve problems in their daily work.
Rating and providing feedback on the progress of the work of the sales team through the Sales Training Test and The Personal Consultation
Training salespeople how to work in group
III. Job Requirement
Male Holding Bachelor’s degree or higher degree At least 2 years of experience works in area sales manager position or fast-
moving consumer goods field Candidates who have worked in the food/ drinking/ confectionary industry will be prioritized
Be able to communicate, negotiate, persuade well Having good analytical skills and problem solving skills Leadership skills and training staff skills Specialist knowledge about goods distribution system.
IV. Other information Trial period: 2 months are maximum Working hours: 48 hours/week and depend on work/job
Training opportunities: many training and development opportunities, high inside promotion.
Co-worker: Friendly, cooperative, professional
Day off: depends on the government’s law
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Welfare : attractive and cooperative Other bonus: depends on the corporation’s policy
V. Workplace (Viet Nam):
Central region/ West Highland region / Southeast region / Ho Chi Minh City/ Mekong Delta
VI. Contact: Mr. Phạm Thạch Văn
Email: [email protected] hoặc [email protected]
(Candidates must write down the vacancy/position and region that you would like to apply for )
10 BIBLIOGRAPHY
Ba mục tiêu chính sắp tới của Kinh Đô. (19/12/2013, 12 19). Retrieved 1 3, 2015, from baomoi: http://www.baomoi.com/Ba-muc-tieu-chinh-sap-toi-cua-Kinh-Do/45/12706364.epi
Bakery in Vietnam. (2014, 3). Retrieved 1 1, 2014, from EuromonitorInternational: http://www.euromonitor.com/bakery-in-vietnam/report
Kinh Đô bắt đầu kinh doanh mì ăn liền. (2014, 11 22). Retrieved 1 6, 2015, from thetimesaigons: http://www.thesaigontimes.vn/123036/Kinh-Do-bat-dau-kinh-doanh-mi-an-lien.html
Kinh Đô lãi 200 tỷ đồng với bánh trung thu? (02/10/2013, 20 2). Retrieved 12 30, 2014, from gafin: http://gafin.vn/2013100205292032p0c36/kinh-do-lai-200-ty-dong-voi-banh-trung-thu.htm
Le, H. (2014, 11 22). Kinh Đô bắt đầu kinh doanh mì ăn liền. Retrieved 1 4, 2015, from thesaigontimes: http://www.thesaigontimes.vn/123036/Kinh-Do-bat-dau-kinh-doanh-mi-an-lien.html
Q, V. (2014, 7 2). Cuộc chiến tỷ đô của những gói mỳ tôm. Retrieved 1 6, 2015, from vietnamnet: http://m.vietnamnet.vn/vn/kinh-te/183841/cuoc-chien-ty-do-cua-nhung-goi-my-tom.html
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QUẢN LÝ BÁN HÀNG KHU VỰC (Area Sales Manager). (n.d.). Retrieved 1 1, 2015, from kinhdo: http://www.kinhdo.vn/career/65/quan-ly-ban-hang-khu-vuc-area-sales-manager.html
Tu, H. (2014, 7 11). Anh em hàng bánh Trần Lệ Nguyên đổi hướng Kinh Đô. Retrieved 12 31, 2014, from vietnamnet: http://vietnamnet.vn/vn/kinh-te/185396/anh-em-hang-banh-tran-le-nguyen-doi-huong-kinh-do.html
Tung, A. (n.d.). Các nhãn hiệu dầu ăn trên thị trường Việt Nam. Retrieved 1 3, 2015, from cesti.gov.vn: http://www.cesti.gov.vn/the-gioi-du-lieu/cac-nhan-hieu-dau-an-tren-thi-truong-viet-nam.html
Tuyen, N. (2014, 6 23). Kinh Đô sẽ chuyển hết mảng bánh kẹo cho công ty con. Retrieved 12 30, 2014, from http://kinhdoanh.vnexpress.net/tin-tuc/doanh-nghiep/kinh-do-se-chuyen-het-mang-banh-keo-cho-cong-ty-con-3008166.html
Unit salesCooking oil (1litter/bottle)
Instant noodle (package)Total unit sale
Unit priceCooking oil
Instant noodle
SalesCooking oil
Instant noodle
STotal sales
Vu, N. A. (2014, 7). Ngành Bánh Kẹo Việt Nam. Retrieved 12 30, 2014, from vietbanksc: http://www.vietinbanksc.com.vn/News/2014/7/28/319212.aspx
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Unit sales January February March April June July August
Cooking oil (1litter/bottle)
29,550 30,215 30,690 32,780 33,210 34,880 36,500
Instant noodle
(package)
36,720 38,870 40,560 43,700 44,660 47,830 48,235
Unit priceCooking oil $1.90 2.00 2.02 2.05 2.07 2.08 2.10
Instant noodle
$0.22 0.24 0.25 0.27 0.28 0.30 0.31
SalesCooking oil $56,145 60,430 61,994 67,199 68,745 72,550 76,650
Instant noodle
$8,078 9,329 10,140 11,799 12,505 14,349 14,953
Total sales 64,223 69,759 72,134 78,998 81,250 86,899 91,603
Sales Strategy
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