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
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 3TOOL 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
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 4TOOL 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
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 5TOOL 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
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 6TOOL 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
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 7TOOL 7
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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)
(By product)(By segment)(Overall)
(By product)(By segment)(Overall)
(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
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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
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The output of the marketing planning process
Strategic marketing plan contents
Marketing theory
(Structures, frameworks, models)
The marketingPlanning process
Financial theory /
Structure
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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)
(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
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ECNG HNG DAN
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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
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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
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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
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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
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Media Plan
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Media Plan
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Media Plan
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MAU THAM KHAO
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ECNG HNG DAN
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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
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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
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HE THONG NHAN DIENTHNG HIEU
Nhom Dz
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PHAN CONG NHIEM VU
THC HIEN E AN
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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
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Ms Nguyen Th Thuy DngMsMs NguyenNguyen ThTh ThuThuyy DDngng
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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
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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
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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
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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
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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
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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
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(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 :
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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
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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
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CHUC CAC BAN
THANH CONG !
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