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Transcript of Mbe2 mkt stg info+one2call
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04/12/23 MBE.KU. . ดร พงษ์�ศั�กด� สวั�สดเก�ยรติ 1
Marketing Process Activities
Understand the organization’s missionUnderstand the organization’s mission
Set marketing objectivesSet marketing objectives
Gather, analyze, interpret “SWOT” informationGather, analyze, interpret “SWOT” information
Develop a marketing strategyDevelop a marketing strategy
Implement the marketing strategyImplement the marketing strategy
Design performance measuresDesign performance measures
Evaluate marketing efforts--change if neededEvaluate marketing efforts--change if needed
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04/12/23 MBE.KU. . ดร พงษ์�ศั�กด� สวั�สดเก�ยรติ 2
CHANGING ASSUMPTION IN STRATEGIC MARKETING
MARKETING DEPARTMENT DOES IN MARKETING
MARKETING INTEGRATES THE WORK OF EXPLOING
CREATING AND DELIVERING CUSTOMER VALUES
FOCUSES ON “INTERRUPTION” MARKETING
FOCUSES ON “PERMISSION” MARKETING
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FOCUSES ON ACQUIRING NEW CUSTOMERS
FOCUSES ON CUSTOMER RETENTION & LOYALTY
FOCUSES ON IMMEDIAT TRANSACTIONS
FOCUSES ON CAPTURING CUSTOMER
LIFE TIME VALUES (CLV)
MARKETING EXPENDITUREES ARE VIEW AS EXPENSES
MUCH MARKETING EXPENDITURES ARE VIEWED
AS INVESTMENT
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Strategic Planning
RESOURCES & OBJECTIVES
EVOLVING MARKET
OPPORUNITIES
LONG RUN LONG RUN PROFITABILITY PROFITABILITY AND GROWTHAND GROWTH
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Defining the Business Mission
• Answers the question: What business are we in and
where are we going?
• Focuses on the market(s) rather than the good or service
• Strategic Business Units may also have a mission statement
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SWOT Analysis
©South-Western College Publishing
SS
WW
OO
TT
Things the company does well.Things the company does well.
Things the company does not do well.Things the company does not do well.
Conditions in the external environment that favor strengths.Conditions in the external environment that favor strengths.
Conditions in the external environment that do not relate to existing strengths or favor areas of current weakness.
Conditions in the external environment that do not relate to existing strengths or favor areas of current weakness.
InternalInternal
ExternalExternal
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04/12/23 MBE.KU. . ดร พงษ์�ศั�กด� สวั�สดเก�ยรติ 7
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Strategic Choices Taken from SWOT
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
กลยุ�ทธ์�เชิงรุ�ก Proactive
กลยุ�ทธ์�รุ�วมดำ��เนินิก�รุ Joint Venture etc.
กลยุ�ทธ์�เพิ่�มคุ�ณภ�พิ่หรุ�อปรุ�บปรุ�งจุ�ดำอ�อนิ Improve Quality
กลยุ�ทธ์�ชิะลอหรุ�อหล"กเล"�ยุง Retrenchment or Divestitures
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PotentialEntrants
(Threat of mobility)Barrier to entry
Suppliers(Supplier power)
IndustryCompetitors
(Segment rivarity)
Buyers(Buyer Power)
SubstituteProduct
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Factors Influencing Company Marketing Strategy
Targetcustomers
Product
Promotion
Place Price
Mar
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g
info
rmat
ion
syst
em
Marketing
planningsystem
Marketing
organization
system Mar
ketin
g
orga
niza
tion
and
impl
emen
tatio
n
Demographic/Demographic/economiceconomic
environmentenvironment
Social/Social/culturalcultural
environmentenvironment
Technological/Technological/physicalphysical
environmentenvironment
Political/Political/legallegal
environmentenvironmentCompetitors
Marketingintermediaries
PublicsSuppliers
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SWOT Analysis
Production Costs Marketing Skills Employee Capabilities Financial Resources Available Technology Company/Brand Image
Strengths and WeaknessesStrengths and WeaknessesINTERNALINTERNAL
Strengths and WeaknessesStrengths and WeaknessesINTERNALINTERNAL
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SWOT Analysis
Opportunities and ThreatsOpportunities and ThreatsEXTERNALEXTERNAL
Opportunities and ThreatsOpportunities and ThreatsEXTERNALEXTERNAL
POLITICAL / LEGALECONOMICSOCIALTECHNOLOGYCOMPETITIVEDEMOGRAPHIC
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Environmental ScanningCollection and interpretation of information about forces, events and relationships in the external environment
that may affect the future of the organization or the
marketing plan implementation.
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Environmental Scanning Examination of macroenvironmental forces
SocialDemographicEconomicTechnologicalPolitical / LegalCompetitive
Helps identify market opportunities
Provides guidelines for design of marketing strategy
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Political
• ecological/environmental issues
• current legislation home market
• future legislation • European/international
legislation • regulatory bodies and
processes • government policies • government term and change • trading policies • funding, grants and initiatives • home market
lobbying/pressure groups • international pressure groups • wars and conflict
Economic
• home economy situation • home economy trends • overseas economies and
trends • general taxation issues • taxation specific to
product/services • seasonality/weather issues • market and trade cycles • specific industry factors • market routes and
distribution trends • customer/end-user drivers • interest and exchange rates • international trade/monetary
issues
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Social
• lifestyle trends • demographics • consumer attitudes and
opinions • media views • law changes affecting social
factors • brand, company, technology
image • consumer buying patterns • fashion and role models • major events and influences • buying access and trends • ethnic/religious factors • advertising and publicity • ethical issues
Technological
• competing technology development
• research funding • associated/dependent technologies • replacement technology/solutions • maturity of technology • manufacturing maturity and
capacity • information and communications • consumer buying
mechanisms/technology • technology legislation • innovation potential • technology access, licencing,
patents • intellectual property issues • global communications
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เป#นิปรุะโยุชินิ�ในการบรรลุ�วั�ติถุ�ประสงค์�
เป#นิอ�นิตรุ�ยุในการบรรลุ�วั�ติถุ�ประสงค์�
ภ�ยุในิ(ค์�ณลุ�กษ์ณะของ
องค์�กร)
Strengthsจุ�ดแข!ง
Weaknessesจุ�ดอ"อน
ภ�ยุนิอก(ค์�ณลุ�กษ์ณะของส#ง
แวัดลุ$อม)
Opportunitiesโอกาส
Threatsอ�ปสรรค์
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SW
• Resources: financial, intellectual, location
• Customer service • Efficiency • Infrastructure • Quality • Staff • Management • Price • Delivery time • Cost • Capacity • Relationships with
customers • Brand strength • Local language knowledge • Ethics • principles
OT
• Political/Legal • Market Trends • Economic condition • Expectations of
stakeholders(ผู้()ถื�อเงนิเดำมพิ่�นิ)
• Technology • Public expectations • Competitors and
competitive actions • Bad PR • Criticism (Editorial) • Global Markets
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Wal-Mart
S
Wal-Mart is a powerful retail brand. It has a reputation for value for money, convenience and a wide range of products all in one store.
W
Wal-Mart is the World's largest grocery retailer and control of its empire, despite its IT advantages, could leave it weak in some areas due to the huge span of control.
O
To take over, merge with, or form strategic alliances with other global retailers, focusing on specific markets such as Europe or the Greater China Region.
T
Being number one means that you are the target of competition, locally and globally.
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Starbucks
S
Starbucks Corporation is a very profitable organization, earning in excess of $600 million in 2004.
W
Starbucks has a reputation for new product development and creativity.
O
New products and services that can be retailed in their cafes, such as Fair Trade products.
T
Starbucks are exposed to rises in the cost of coffee
and dairy products.
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ก�รุวเคุรุ�ะห�ป+จุจุ�ยุดำ)�นิต��งๆก�รุวเคุรุ�ะห�ป+จุจุ�ยุดำ)�นิต��งๆก�รุวเคุรุ�ะห� SWOT
ก�รุปรุะเมนิป+จุจุ�ยุภ�ยุนิอก
ก�รุวเคุรุ�ะห�ป+จุจุ�ยุภ�ยุในิเพิ่��อปรุะเมนิศั�กยุภ�พิ่ธ์�รุกจุ
ก�รุปรุะเมนิจุ�ดำแข็0งจุ�ดำอ�อนิข็องธ์�รุกจุ
ก�รุวเคุรุ�ะห�โอก�สและข็)อจุ��ก�ดำข็องอ�ตส�หกรุรุม
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ก�รุวเคุรุ�ะห� SWOT ก�รุวเคุรุ�ะห� SWOT
3
- องคุ�กรุม"ข็นิ�ดำใหญ่� ม"กรุะบวนิก�รุ ข็�3นิตอนิม�ก เข็)มงวดำ ล��ชิ)�
- ธ์�รุกจุม"ก�รุข็ยุ�ยุต�วอยุ��งม�กและรุวดำเรุ0ว ท��ให)สรุ)�งบ�คุล�กรุรุองรุ�บไม�เพิ่"ยุงพิ่อ
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- นิโยุบ�ยุข็องรุ�ฐบ�ล กฎรุะเบ"ยุบข็)อบ�งคุ�บ ดำ)�นิก�รุเงนิ
- คุว�มผู้�นิผู้วนิท�งเศัรุษฐกจุ - สถื�นิก�รุณ�ก�รุเม�องไม�แนิ�นิอนิ- พิ่ฤตกรุรุมผู้()บรุโภคุท"�เปล"�ยุนิแปลงตลอดำเวล�- ก�รุเผู้ชิญ่ก�บก�รุแข็�งข็�นิในิธ์�รุกจุดำ)�นิก�รุชิ��รุะ
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TO
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ก�รุสรุ)�งพิ่�นิธ์มตรุ ก�รุสรุ)�งพิ่�นิธ์มตรุ
ก�รุพิ่�ฒนิ�ภ�ยุในิ: คุ�ณภ�พิ่ ปรุะสทธ์ภ�พิ่ ก�รุตอบสนิองต�อล(กคุ)� ก�รุพิ่�ฒนิ�ท"มง�นิ ก�รุพิ่�ฒนิ�ภ�ยุในิ: คุ�ณภ�พิ่ ปรุะสทธ์ภ�พิ่
ก�รุตอบสนิองต�อล(กคุ)� ก�รุพิ่�ฒนิ�ท"มง�นิ
กลยุ�ทธ์�ธ์�รุกจุ: ลดำต)นิท�นิคุ��ใชิ)จุ��ยุ สรุ)�งคุว�มแตกต��ง ม��งเนิ)นิล(กคุ)� กลยุ�ทธ์�ธ์�รุกจุ: ลดำต)นิท�นิคุ��ใชิ)จุ��ยุ สรุ)�งคุว�มแตกต��ง ม��งเนิ)นิล(กคุ)�
ก�รุเจุ�ะตล�ดำก�รุเจุ�ะตล�ดำ
พิ่�ฒนิ�ผู้ลตภ�ณฑ์� พิ่�ฒนิ�ผู้ลตภ�ณฑ์�
พิ่�ฒนิ�ตล�ดำ/ล(กคุ)�ใหม�พิ่�ฒนิ�ตล�ดำ/ล(กคุ)�ใหม�
กลยุ�ทธ์�
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Competitive Advantage
The set of unique features of a company and its products that are perceived by the
target market as significant and superior to the
competition.
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Competitive Advantage
Niche StrategiesNiche Strategies
CostCost
Product/Service Differentiation
Product/Service Differentiation
Types of Competitive Advantage
Types of Competitive Advantage
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Cost Leadership•Obtain inexpensive
raw materials•Create efficient
operations•Design products for
manufacture•Control overhead costs•Avoid marginal
customers
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Cost Competitive Advantage
Being the low-cost competitor in an industry while maintaining satisfactory
profit margins.
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Sources of Cost Reduction
Experience CurvesExperience Curves
Efficient LaborEfficient Labor
No-frills ProductsNo-frills Products
Government SubsidiesGovernment Subsidies
Product DesignProduct Design
ReengineeringReengineering
Production InnovationsProduction Innovations
New Delivery MethodsNew Delivery Methods
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DifferentiationCompetitive Advantage
Advantage achieved when a firm provides something that is unique and valuable
to buyers beyond simply offering a lower price than
the competition.
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Common Differential Advantages
•Brand names
•Strong dealer network
•Product reliability
•Image
•Service
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PRODUCT DIFFERENTIATION
1) PERFORMANCE 2) FEATURE3) CONFORMANCE
4) DURABILITY5) RELIABILITY 6) REPARABILITY7) STYLE 8) DESIGN
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SERVICE DIFFERENTIATION1) DELIVERY 2) INSTALLATION3) TRAINING 4) CONSULTANT SERVICE5) REPAIR 6) MISCELLANEOUS
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PERSONAL DIFFERENTATION
1) COMPETANCE
2) COURTSY3) CREDITABILITY
4) RELIABILITY5) RESPONSIBILITY 6)
COMMUNICATION
IMMAGE DIFFERENTIATION
1) SYMBOL
2) WRITEN AUDIO VISUAL
3) ATMOSPHERE
4) EVENT
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Sources of Differential Competitive Advantage
Value impressions
• Features of a product that signal value
VALUE PERSIVE
Augmented products
• Features of a product that are not expected by the customer
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NicheCompetitive Advantage
Advantage achieved when a firm seeks to target and effectively serve a small segment of the market.
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Niche Competitive Advantage
•Used by small companies with limited resources
•May be used in a limited geographic market
•Product line may be focused on a specific product line
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SustainableCompetitive Advantage
A differential advantage
that cannot be copied
by the competition.
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Sources of Sustainable Competitive Advantage
PatentsPatents
CopyrightsCopyrights
LocationsLocations
EquipmentEquipment
TechnologyTechnology
Customer ServiceCustomer Service
PromotionPromotion
Organization’sOrganization’s Skills and Assets Skills and Assets
Organization’sOrganization’s Skills and Assets Skills and Assets
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1. Intensive Growth Strategies:
1. Market-penetrationstrategy
(Diversificationstrategy)
3. Product-developmentstrategy
2. Market-developmentstrategy
CurrentCurrentmarketsmarkets
NewNewmarketsmarkets
CurrentCurrentproductsproducts
NewNewproductsproducts
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MarketPenetration
MarketDevelopment
ProductDevelopment
DiversificationMarket development
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Strategic Alternatives
MarketPenetration
MarketPenetration
Increase market share among existing customers.
Increase market share among existing customers.
MarketDevelopment
MarketDevelopment
Attract new customers to existing products
Attract new customers to existing products
DiversificationDiversification Introduce new products into new markets.
Introduce new products into new markets.
ProductDevelopment
ProductDevelopment
Create new products for present markets
Create new products for present markets
1. Intensive Growth Strategies:
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2. Integration Growth
BackwardForwardHorizontalVertical
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3. Diversification
ConcentrictHorizontalConglomerate
4.DOWN SIZING
Theatre business Bowling and Karaoke business Advertising business Rental and Services business Films Distribution business
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Portfolio Matrix
Tools for allocating resources among products or strategic
business units on the basis of relative market share and
market growth rate.
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BCG Portfolio Matrix
MARKET SHARE DOMINANCE
HIGH LOW
MA
RK
ET
GR
OW
TH
RA
TE
LO
W
H
IGH
High growthMarket leaders Require cash
Low growth
High market shareHigh cash flow
Low growthLow market shareMinimal cash flow
? High growth
Low market shareNeed cash
Poor profit margins
$$$$
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Portfolio Matrix Example
Notebook Computer
(STAR)
Palmtop(PROBLEM
CHILD)
Personal Computer
(CASH COW)
MainframeComputer
(DOG)
MA
RK
ET
GR
OW
TH
RA
TE
LO
W
H
IGH
MARKET SHARE DOMINANCE
HIGH LOW
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Strategies for Resource Allocation
BuildBuild
HoldHold
HarvestHarvest
DivestDivest
Provide financial resources if SBU (Problem Child) has potential to be a Star.
Preserve market share if SBU is a successful Cash Cow. Use cash flow for other SBUs.
Increase short-term cash return. Appropriate for all SBUs except Stars.
Get rid of SBUs with low shares in low-growth markets.
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Industry attractiveness at
•Industry attractiveness•Market size•Market growth•Profitability•Cyclicality•Ability to recover from inflation•World scope
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Business strength at•Business strength
•Market position•Domestic market share•World market share•Share growth•Share compared with leading competitor
•Competitive strengths•Quality leadership•Technology•Marketing•Relative profitability
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Marketing PlanMarketing Plan
• MIS / MARKETTING RESERCH• MARKETING ENVIRONMENT• CONSUMER MARKETTING / BUYER BEHAVIOR PEST• ORGANIZATION MARKETING / BEHAVIOR• COMPETITOR S/W
1. ANALYSING MKT OPPORTUNITY
2. RESERCH AND SELECTING
MEASURING / FORECASTING MARKETTING IDENTIFY MARKETTING SEGMENT / SELECT
TARGET MARKETTING / DEVELOPING MARKETTING POSITION
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1.Business Mission
2.External environment analysis
@ Opportunity
@ Treats
3.Internal environment analysis
@Strength
@Weakness
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4.Goal formulation
$ Hierachical
$ Quantitative
$ Realistic
$ Consistent
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5. Strategy Formulation Over Cost Leadership Differentiation Focus on customers
Cost leadershipProduct
differentiation
Focus on customers
Marketing Engineering
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6. Program Formulation
7. Implementation
8. Feedback and Control
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3. DESIGN MARKETTING STARTEGIES MARKETTING STARTEGY LEADER / CHANLANGER MARKETTING STARTEGY DIFFERENT STAGE OF PRODUCT LIFE
CYCLE MARKETTING STARTEGY GLOBAL MARKET
4. PLANNING MARKETTING PROGRAM4. PLANNING MARKETTING PROGRAM DEVELOPING / TESTING /
LAUNCHING MANAGE PRODUCT / PRODUCT
LINEBRANDS PACKAGE AND SERVICE
DESIGN PRICING STARTEGI
5. ORGANIZING IMPLEMENTING 5. ORGANIZING IMPLEMENTING CONTROLLING MARKETTING EFFORCONTROLLING MARKETTING EFFOR MARKETTING ORGANIZATION
IMPLEMENTING MARKETTING PROGRAM EVALUATE AND CONTROLLING MARKETTING
PERFORMANCE
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PricePrice
Marketing Mix: The “Four Ps”
PromotionPromotion
PlacePlace
ProductProduct
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ผลุติภั�ณฑ์� (Product) ร*ปลุ�กษ์ณะ (Features)
ค์�ณภัาพ (Quality) ร*ปแบบ (Style)
ขนาด (Size) ติราสนค์$า (Brand)
การบรรจุ�หี�บหี"อ (Packaging) ส"วันประสมผลุติภั�ณฑ์� (Product Mix)
สายผลุติภั�ณฑ์� (Product Line) การร�บประก�น (Warranty)
การติดติ�,ง (INstallation) การใหี$บรการ (Servicing)
ฯลุฯ
การจุ�ดจุ.าหีน"าย (Place)การก.าหีนดช่"องทางการจุ�ดจุ.าหีน"าย(Channel of Distribution)การกระจุายติ�วัสนค์$า(Physical Distribution)
การส"งเสรมการติลุาด(Promotion)
การโฆษ์ณา (Advertising) การขายโดยใช่$พน�กงานขาย
(Personal Selling) การส"งเสรมการขาย (Sale
Promotion)การใหี$ข"าวัแลุะการประช่าส�มพ�นธ์�(Publicity and Public Relation)
ล(กคุ)�(Customer)
ราค์า (Price)การก.าหีนดวั�ติถุ�ประสงค์�ในการติ�,งราค์า(Pricing objective)
วัธ์�การติ�,งราค์า (Pricing Method) นโยบายแลุะกลุย�ทธ์�ราค์า
(Pricing Policies and Strategies)ฯลุฯ
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PromotionDesignProduct MixEtc.
Segment choice
Product Price Distribution Communication
Channels Logistics SalesForce
AD ./ PR Promotion
MarketingMix
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Marketing control
• Annual plan control
• Profitability control• Startegic control
Marketing planMarketing plan Executive summary Current market situation
Marketting situation Product situation Competitive situation Marcro environment situation
Opportunity and issue analysis Opportunity / threath strength / weeknes
Objective Financial objective Marketting objective
Marketting startegies Action program Project profit / loss stagement Control
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Marketing Plan Checklist
A. Marketing data collectiona) Product background, market size, growth and other significant characteristics
• Unusual seasonal pattern• Geographic concentration• Ethnic, age, income or other
b) Competitive Situation• Competitors’ production capacities• Competitors’ product attributes• Competitors’ particular talents or capabilities to fill the needs• Competitive price structures• Competitive channels of distribution, etc
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B. Product Marketing opportunity
a) Consumer needs Price / size / shape Packaging Service Quality, etc.
b) Competitive strength Price / size / shape Packaging Service Quality, etc.
c) Company’s particular talents or capabilites to fill the need.
Price / size / shape Product quality Company’s dealers network Production capacity
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d) Area of opportunities Price / size / shape Packaging Service Quality, etc.
C. Product Strategies and plansa) Sales forecast
Short and long term projection Sales objectives Sales strategies
b) Sales / Distribution channels Objectives Strategies
c) Sales force plan Objectives Strategies
d) Pricing and profit List price and trade margins Suggested retail. price Delivered company profit margins and trade margins
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e) Market expansion plan General objectives Strategies Ares of expansion Desired timing and season factors
f) Export market plan General objective Volume to be exported Pricing and desired timing
g) Sales promotion Objectives Basic strategies Program of activities Benefits and costs
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h) Advertising Objectives Basic advertising strategies Benefits and costs
i) Market research Objectives Basic strategies Program of activities Benefits and costs
D. Other Considerations
1. Manufacturing
a) Requirements to meet sales projection Assumptions Present production capacity Additional machineries requirements
Lead time from commitment of
investment to availability of initial finished stock.
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b) Possible manufacturing problems
anticipated
2. Other Investments
a) Land, buildings, trucks and other
requirements
b) Lead time requirements
c) Cost, etc.
3. Technical Research
a) Most significant technical problems
b) Planned technical approach
c) Schedule of events in technical
development
d) Applications of this development work
in other areas.
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4. Packaging Development
a) Planned approach
b) Advantages VS disadvantages
c) Schedule of events in packaging
development Design Costing and available sources Consumer / dealer
preference probing Transit test
5. Legal Considerations
a) Trademark
b) Government restrictions
c) Other legal requirements
E. Financial Summary and Schedule
Projected Budget of Expenditures : Selling expenses, Sale promotion, Advertising, Market research, others.
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Following Up the Marketing Plan
Implementation
Evaluation
Control Marketing Audit
ComprehensiveSystematicIndependentPeriodic
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1.ผู้ลตภ�ณฑ์�ท"�โดำดำเดำ�นิ2.เห0นิโอก�สท�งก�รุตล�ดำก�อนิคุนิอ��นิ3.ม"รุะบบก�รุบรุห�รุจุ�ดำก�รุท�งก�รุตล�ดำท"�ดำ"4.อ�ศั�ยุฐ�นิทรุ�พิ่ยุ�กรุก�รุตล�ดำเดำมท"�ม"อยุ(�แล)ว5.ส��อส�รุท�งก�รุตล�ดำอยุ��งถื(กต)อง6. ป+จุจุ�ยุอ��นิๆ
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PROSPECTCUSTOMER
CLIENT
SUPPORTER
ADVOCATE
PARTNER
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MISMIS CHANGING CUSTOMER NEEDS NEW COMPETITOR INITIATIVE CHANGING DISTRIBUTION CHANNAL
4 M + I4 M + I MAN
MONEY
MATERIAL
MACHINE
+ INFORMATION
NEED MIS BECAUSENEED MIS BECAUSEMARKETING CHANGEMARKETING CHANGE
LOCAL
BYER NEED
PRICE
NATIONAL GLOBAL
BUYER WANT
NON PRICE
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Marketing Analysis Looking at the 5 C’s
Company Competition
Customers
Context
Costs
Competition
Strengths & weaknessesCompetitive advantageGoals, plans, interest
Costs
VariableFixedMarginalContribution marginB-EEconnomies of scaleLearning curveExperience curve
Context
Economic, social,Technological, LegalBusiness system (Macro)KSFThreats (Substitution tech., integration
Customer
SegmentsBenefitsCustomer behaviorCustomer’s customer
5 C’s
Company
Strengths & weaknessesCompetitive advantageResourcesUnique skills
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The Marketing Research Process
Define theproblem
andresearch
objectives
Define theproblem
andresearch
objectives
Develop the
researchplan
Develop the
researchplan
Collectthe
informa-tion
Collectthe
informa-tion
Analyzethe
informa-tion
Analyzethe
informa-tion
Presentthe
findings
Presentthe
findings
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Research Limitations
• Test market products are offered at unprofitable levels
• Researchers ignore factors that influence sales
• The test marketing ends before consumers repurchase the product
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Ethical Responsibilities
• Responsibility to respondents• Preserving respondent anonymity• Avoiding mental stress for respondents• Avoiding questions detrimental to
respondents• Avoiding use of dangerous equipment
or techniques• Avoiding deception of respondents• Avoiding coercion of respondents
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Ethical Responsibilities
• Responsibility to clients• Providing confidentiality• Providing technical integrity• Providing administrative integrity• Providing guidance on research usage
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Ethical Responsibilities
• Responsibility to employees• Creating ethical work environment• Avoiding opportunities for unethical
behavior
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BRAND
ATTRIBUTE
BENEFIT
VALUES
CONSUMER
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Total market situationเมษ�ยุนิ 2542= 2.5 ล)�นิ=3.0% / สงคุ�โปรุ= 41% เพิ่รุ�ะรุ�คุ�ส(ง ม"คุชิจุ.รุ�ยุเดำ�อนิ ป>2544=3.6=4% 2546=22=34% 2547=27=34%
Pager market size0.9-1.0 ล)�นิเคุรุ��อง โฟ้นิล3งคุ� 0.35 ล)�นิ 60เปอรุ�เซนิต�เป#นิว�ยุรุ��นิ 20ข็)อคุว�มแรุกไรุ)ส�รุะ และเป#นิว�นิเวยุ� Research on age below 25
Cost / Mobile unit / FeaturePromotion / After sale service
Non frequency user Cost 500 รุ�ยุเดำ�อนิ / Mobile unit รุ�คุ�แพิ่ง / Feature ใชิ)ง�นิไดำ)นิ)อยุ(ไม�ม"เกมส�ฯลฯ) Promotion ไม�โดำนิใจุ / After sale service ไม�สะดำวก จุ�ดำบรุก�รุม"นิ)อยุ
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Brand name Target group Product develop Marketing test Follow up research Lanch Product feb 43 6 year=14 million
200,000 /month
TEST Target groupAIS customersPotential customersNonuser
Pricing ……Break event…5.5 บ�ท x 168 นิ�ท"=924 บ�ท168x3+500 =1,004 บ�ท
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Output (Feb2000)
BKK 65%Male 62%Age 16-30 =
50%Education
HS/VS 19%
Income<10,000 = 32%
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TIME TO WIN•HIGH QUALITY•BETTER SERVICE•LOW COST •PRODUCT IN TREND / INVENT / INNOVATE•CUSTOMER SATISFACTION•CUTOMER RELATION MANAGEMENT•ADAPTATION @ CUSTOMIZATION•HIGH MARKET SHARE•PRODUCT IMPROVEMENT (continuously)•ENTERING HIGH GROWTH @ POTENTIAL
MARKET