Consulting Project for Habeco

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Consulting Project for Habeco

  1. 1. HABECO Project Report Page 1 of 46 HABECO Project Report ACCT 2118: INDUSTRY PROJECT G2 – Suhor Anuar Tofu 28/03/2013
  2. 2. HABECO Project Report Page 2 of 46 RMIT International University Vietnam Bachelor of Commerce Program Assignment Cover Page Subject Code: ACCT2118 Subject Name: INDUSTRY PROJECT Location & Campus (SGS or HN) where you study: RMIT Vietnam SGC Title of Assignment: (In the form of a question) How to increase market shares of Habeco in emerging industry from the perspectives of marketing and price management? Team Name Tofu Student names: Luong Thi Hong Phan Huynh Thanh Thi Phuong Dong Trinh Hoang Dao Luu Minh Trang Nguyen Thanh Lam Student Numbers: S3311428 S3309738 S3357651 S3310020 S3278578 Lecturer and Group number: G2 – Suhor Anuar Assignment due date: 28/04/2013 Date of Submission: 28/04/2013 Number of pages including this one: 45 Word count 4,308
  3. 3. HABECO Project Report Page 3 of 46 Table of Contents I. Project Background .............................................................................................................5 A. Overview..........................................................................................................................5 B. Problem Identification ......................................................................................................6 1. Unreasonable price in retailer outlets...........................................................................6 2. Lower brand recognition in the South: .........................................................................7 C. Objectives........................................................................................................................7 II. Analysis and diagnosis........................................................................................................8 1. Unreasonable price in retailer outlets:..............................................................................8 a. Customers are price sensitive......................................................................................8 b. There is no regulated price policy ................................................................................8 2. Low recognition in the South market:...............................................................................9 a. The Southern customers have low brand awareness ..................................................9 b. There are many differentiation in customers’ behaviors.............................................10 III. Literature Review...............................................................................................................11 1. Review on brand recognition issue ................................................................................11 2. Review on price management issue ..............................................................................13 IV. Research methodology.....................................................................................................14 A. Research conducting process........................................................................................14 1. Identify keywords for the research topic:....................................................................14 2. Search for Information: ..............................................................................................15 3. Evaluate the sources: ................................................................................................15 B. Limitations of research:..................................................................................................16 C. Limitations of information: ..............................................................................................16 V. Recommendations .............................................................................................................17 1. Launching the main chain of stores supports the control of stable price:.......................17 2. Pushing up marketing advertisement for brand development in the Southern market...19 a. Surveys from customers ............................................................................................20 b. Advertising via public media ......................................................................................20 c. Sponsorship for events ..............................................................................................20 VI. References.........................................................................................................................22 VII. Appendix: ........................................................................................................................27 1. PESTLE Analysis...........................................................................................................27
  4. 4. HABECO Project Report Page 4 of 46 2. SWOT............................................................................................................................31 3. Rich picture....................................................................................................................32 4. Ishikawa diagram...........................................................................................................33 5. 5 WHYS.........................................................................................................................34 6. Gap analysis: .................................................................................................................35 7. Concept Fan Framework ...............................................................................................36 8. Force Field analysis:......................................................................................................37 9. Evaluation checklist: ......................................................................................................39 10.Gantt Chart ....................................................................................................................45
  5. 5. HABECO Project Report Page 5 of 46 I. Project Background A. Overview Recently, Vietnam has become one of the top countries in the South East Asia for the consumption of beer and there is a significant decline in the special sales tax for beer from 75% to 45% as stated in the WTO agreements (Tuoitrenews 2012). Although the political and social factors create an incentive for foreign players in high-end segment, but demand for domestic brands like (Hanoi beers, Saigon beers, Bivina and Huda) still in high demand in middle and low segment (Vietnamnews 2010) and they account for more than 65% of market share (SSI, 2012). However, PESTEL analysis (Appendix 1) indicates beer industry in Vietnam will reach the saturated stage soon as competition has reached its climax. In assertion for that, movement within the market also reflects the industry life cycle, as the average growth rate is approximately 15% and forecasted to be downward (Euromonitor, 2011). In the current stage, the expansion of market shares is probably the best move in the emerging industry before moving toward the maturity stage but Habeco, accounts for 17.3% of market shares in 2012, seems to be struggled to increase its stake further due to certain drawbacks. To be precise, the constraint from the weak brand reputation in the South due to ineffective price control and low brand recognition will hinder Habeco from expanding its market shares.
  6. 6. HABECO Project Report Page 6 of 46 B. Problem Identification 1. Unreasonable price in retailer outlets As the target in the economy segments that customers are price sensitive (SSI 2012), any changes in price would impact on customer loyalty. According to FPT Securities 2008, Habeco is not detailed in setting price policy. Although providing floor price, there are no the ceiling prices regulated as a certain range for distribution channel. Therefore, wholesalers and retailers automatically set the price to take their advantage. The same as others brands, Habeco is facing problem of seasonal price. For example, on Tet Holiday 2013; Hanoi beer‟s price was increased from VND 200,000 to VND 240,000 (VnExpress 2013). Tiger and 333 beer also increases the price but slighter, from VND 270,000 to 280,000 and from VND 195,000 to 205,000 respectively. As a result, Habeco probably creates customers‟ reaction to switch to others brands with higher reputation which they think more worthy for their higher spending. Brewery Company Horeca Sector Consumers Wholesalers Retailers Consumers
  7. 7. HABECO Project Report Page 7 of 46 2. Lower brand recognition in the South: One of the reasons for the failure in the South market is to build brand awareness. While entering the South market, Habeco did not have effective strategic marketing for its new target customer (FPTS 2010). There are no advertisement campaigns on TV/newspapers or panels in the retailers/supermarkets. Therefore, the failure of building brand image is the barrier to access customers (Dantri 2011). Others brand such as Heineken has many extensive advertising campaigns in the Southern Vietnam such as “Light up the light” for Bitexco - the highest tower in Vietnam (Euromonitor 2012). Hence, it hinders the expansion of Habeco brand awareness. Besides that, the difference in the customers‟ taste is also a obstacle in expanding market of Hanoi beer. According to The case of Bivina beer in Vietnam, while Northerners favor “stouter beer”, the Southerners tend to beer with lighter taste. C. Objectives After apply the recommendation to overcome the existent problem, Habeco aim to achieve following objectives: Expand the brand‟s awareness to the south market to 60% so that Habeco‟s products are popular in most of south people via the advertising campaign Take over about 15% market share in 2013 and increase that percentage each year stably Achieve at least 25% return on sale annually Reach to the second place (behind Sabeco and surpass VBL ) in the beer industry market in Vietnam in 2016 Increase the customer consumption for Habeco beer product to 2 billion litters in 2015.
  8. 8. HABECO Project Report Page 8 of 46 II. Analysis and diagnosis Habeco is the leader beer brand in the North market of the economy segment (Mekong 2008). However, since the market become tighter and more competitive, especially after Vietnam joined WTO in 2007, the company could be left behind others if they do not recognize and adapt the changes in the market (Euromonitor 2012). 1. Unreasonable price in retailer outlets: a. Customers are price sensitive According to Food Beverage in Vietnam 2011, Vietnamese consumers have the growth of income and are westernized. Therefore, most of Vietnamese customers intend to prefer foreign brands to domestic brands (From Beijing to Budapest – Winning Brands, Winning Formats 2005/2006). Besides that, international brands usually have significant investment on marketing campaigns and promotion for their products through “multiple avenues” consisting of TV or promotional programs. This creates competitive market for local brands and leads the consumers to be price sensitive. Furthermore, a recent study from Nielsen (Thanh Nien News 2011) is provided that the price of goods is increasing rapidly, which results from the increase of inflation rate. That makes the customers pessimistic about their personal finance and changes their purchase behavior. Plus, Lewis and Shoemarker (1997) indicate that price is a vital feature in the formation of the customers‟ perception about the product quality. That is a reason interpreting the consumers have high reliance on price and any changes on it, there are an impact on their degree of brand loyalty. This explains why the consumers are price sensitive. Therefore, Habeco targets on economy segment (FPTS 2008 & SSI 2012). b. There is no regulated price policy According to FPT Securities 2008, Habeco does not have defined price policy, the agents at the first tier of supply chain sell the products “not lower than regulated price” but the ceiling price is not set as a certain range for distribution channel. This means that distributors or retailers automatically set the price leading to the price fluctuation and bad impact on the
  9. 9. HABECO Project Report Page 9 of 46 end users‟ benefits. That fluctuation is reflected apparently in holidays like Tet holidays; the demand of beer consumption in those special occasions is boosted; which creates chance for distributors to relatively increase the price (Vu Nghi & Bach Hoan 2011). For example, on Tet Holiday 2013; Hanoi beer‟s price was increased from VND 200,000 to VND 240,000 (VnExpress 2013). Tiger and 333 beer also increases the price but slighter, from VND 270,000 to 280,000 and from VND 195,000 to 205,000 respectively. When comparing to the price and prestige of other brands, Habeco is still quite new beer brand in the Southern market. Plus the customers are price sensitive; hence with the deviation in price referred to the instance above, this company can create customers‟ reaction to switch to others familiar brands with higher reputation, which they consider to deserve for their higher spending. 2. Low recognition in the South market: a. The Southern customers have low brand awareness Brand awareness is the key factor to gain customer loyalty (Khan 2012) which contributes to the success of the company. According to Dan tri (2010), customer usually makes their decision of purchasing before visiting the store. When going to the stores/supermarkets, they do not spend too much time to compare and consider between many brands, especially food and drink products. Therefore, the failure of building brand image is the barrier to access customers (Dantri 2011), which is problem Habeco has faced. Although entering the South market for a certain period, Habeco is still a vague brand name to most of Southern consumers compared to Sabeco and VBL. While Heineken, Tiger beer and especially Saigon beer; Habeco‟s direct competition product, are known by the entire Southern consumers, there are a small number of them acknowledging about Hanoi beer. The reason is that Habeco did not have effective marketing campaigns (FPTS 2008). As evidence, the sponsorship for a football team does not bring benefits to the company since it cannot increase its brand awareness (VTC The Thao 2013). Besides that, there are no advertisement campaigns on TV/newspaper or panels in the retailers/supermarkets. Inversely, others brands has many extensive advertising campaigns in the South and do focus on public advertising to increase the customers‟ brand awareness. For example, Heineken organized the event “Light up the night” at Bitexco - the highest tower in South of Vietnam to introduce Heineken STR bottle as well as impress the status of its brand (Euromonitor 2012). In addition, building brand image of Heineken and Tiger via advertising on TV is quite successful. For Saigon and Larue
  10. 10. HABECO Project Report Page 10 of 46 brand, they attract a lot of customers by the wide appearance of posters or panels appear in the small restaurants. Therefore, lack of these advertisements limits Hanoi beer to widen its brands and gain customers‟ awareness. b. There are many differentiation in customers’ behaviors With emerging state of beer industry, most of the players will try to target the market to acquire as many market shares as possible by expansion and renewing strategies before it reaches the mature stage. Hence, Habeco recognizes the presence in the dynamic and potential market like the Southern market will create huge advantages in term of its expansion. However, the company is not wholly successful in penetrating this market. To be explained, beside low brand awareness due to lack of advertising campaigns, customers‟ behaviour is also one of the obstacles. There are many beer existing brands in the South like Foster, Larue or BGI and even dominating that market such as Saigon beer, Heineken or Tiger (Beer in Vietnam 2012), which is favoured by the Southern customers. Those current beer brands are positioning definitely and the choice of customers over them has become their habit gradually so Habeco has the difficulty in influencing their customers‟ behaviours and compete with them. Moreover, according to The case of Bivina beer in Vietnam, in general the Vietnamese consumers prefer beer with “little foam and sweeter taste”. Specifically, customer behaviours in the South are different from in the North. Under the same source, while Northerners favour “stouter beer”, the Southerners tend to beer with “lighter” taste. These differences can be considered to explain the previous strategies of Habeco in invading Southern market are not effective.
  11. 11. HABECO Project Report Page 11 of 46 III. Literature Review 1. Review on brand recognition issue Brand recognition is the extent to which target market is able to identify a brand by its visual attributes. Veryzer (1998) stated the importance of brand recognition, which derived from visual dimension of design, playing a critical role in the initial consumer perception for product properties as well as product choice. Similarly, Berkowitz et al (1987) believed that high recognition of certain brands (organisations) in shop displays, advertisements would shape consumer beliefs about product‟s quality in a positive way. For instance, Borja de Mozota (2004) conducted an empirical research to measure the influence of certain high brand recognition companies and one of these is Apple. The results showed that customers usually attached, consciously and subconsciously, high functional qualities for Apple‟s products and some people admitted that they had placed orders without products experience in Apple Store. On the other hand, Aaker (1996) indicated that having massive presence of any particular brands does increase the brand recognition, but it should be looked at interrelated perspective, as the brand should represent emotions, associations, self-affirmation and identification of the target market. Aaker and Keller (1990) asserted that though buying decision of any popular products is based on the high brand recognition but to a certain extent, the customers‟ self-concept matters as well. Speaking of the current context of economy, Walia (2013) believed that current recession hits hard particularly on fast-moving consumer goods (FMCG) industry because most of shoppers have been pressed to save money by choosing cheap brands instead of putting favour on private brands. However, he believed that high-equity brands from Unilever and Procter & Gamble like Ariel detergent, Flora margarine, Cif creams or Comfort fabric conditioner still can insulate against the switching tendency of consumers due to advantage of large coverage of brand recognition. Research of Kantar Worldpanel in 2012 (cited in San 2012) revealed the value of each category of products from perspective of consumers as follow:
  12. 12. HABECO Project Report Page 12 of 46 The figures from research of Kantar Worldpanel showed that beverage category has lowest perceived value, in comparison with different categories, because of particular consumer behaviours like rationalising, bulk buying, prioritise familiar brands and down-trading (San, 2012). Thus, Ms Mai Thi Tuyet Hoa (Director of Consumer Research Vietnam at AC Nielsen) believed that FMCG companies, who want to do well in Vietnam market, should not only concern about the price-sensitive consumers but also take care of increasing the perceived value for consumers in a higher segment as well because brand familiarity also takes part in production selection. Liaw (2011) concluded that brand recognition could become a weapon for enterprises to expand the market shares as well as a buffer to back up when industry turns to saturated state. However, the key to achieve high brand recognition is to fulfil the gap between customers and enterprises by developing a mutual relationship via branding activities.
  13. 13. HABECO Project Report Page 13 of 46 2. Review on price management issue Control the final price of product or service listed in the market for the end-consumers is an important stage for every company, as price captures the correlation between demand and supply (Abratt & Pitt 1987). According to Yeoman and McMahon-Beattie (2004), world-class product is a crucial key to success because it can increase the value of offering but pricing is vital either as it is a fundamental indicator in optimising “product‟s true worth out there in the real market place”. However, Lowengart and Mizrahi (2000) claimed that though pricing can be utilised in marketing and competitive strategy to generate revenues for the firm, but it is also a “double-edged sword” because external environment can heavily affect the price in the market and firms should be concerned about such fluctuation. On the other hand, Stamer and Diller (2006) stated that firms should be very careful about the uncontrolled price differentiation in the market as the value consciousness and price perceptions of each target market can be varied greatly. Diller et al (2000) supported by stating that “Price seekers” in the fast-moving consumer goods industry are very sensitive toward price variance cause they spend “a lot of time and effort in prince information search” and they have low concern for quality. To support above statement of Stamer and Diller; Tellis and Gaeth (1990) believed that price uncertainty benefits retailers as they can earn a portion of margin and it leads to high preference in stocking firm‟s products, but it can damage that firm severely in brand reputation. Taking into account the high CPI of Vietnam over the last 3 years (2009-2012), FTA research (2012) asserted ideas of Deller et all (2000) that price rises caused either by controlled factors (expenditures along the supply chain, overhead) or uncontrolled factors (inflation) will cause a significant reduction in customer beliefs. For instance, consumption of foreign dairy products in modern channels has been reduced by 46% at the end of 2012 because the price had been increased approximately 15% in the quarter 3 of 2011 (Ministry of Industry and Trade‟s Market Management Board in Vietnam, 2012). Olcer (cited in San 2012) commented on traits of Vietnamese consumers, as “most of them are price-sensitive, very wise purchasers, appreciating value for money products and are very progressive in terms of looking for new products and better quality that improve their lives”. Therefore, if companies that not taking into accounts these traits then it will be a losing a game for them.
  14. 14. HABECO Project Report Page 14 of 46 IV. Research methodology The main focus of this report is to analyse Habeco‟s situation through problem and root causes‟ identification to provide possible solutions which can help the company overcome their problems and seize potential opportunity. During the research process, many reliable sources are used in order to make sure information found is relevant and reliable. A. Research conducting process Research process is the key factor that impacts on the quality and reliability of the information found. Three main steps of processing the research were conducted as following: 1. Identify keywords for the research topic: In order to ensure all important aspects were taken into account, a list of topic sentences was made and considered in order to choose the most appropriate one that follows the right direction and meets the research team‟s objectives. Next, keywords were determined to avoid missing relevant data during the process. They were divided into two categories: Company - related information: Habeco‟s website provides information related to the company such as company‟s background, operating activities, financial reports. Industry - related information: information about the market trends, competitors, opportunities and threats were found via online newspapers, business reports, researches and case studies from many online databases. As Habeco focuses on the domestic market, most of information found is in Vietnamese. As a result, keywords are inputted in both English and Vietnamese to avoid missing relevant data.
  15. 15. HABECO Project Report Page 15 of 46 2. Search for Information: Although there are many online sources that provide information related to the company and its industry, the scope of research is too wide that we didn‟t find as much relevant information as we expected. Therefore, the research team narrowed down to credible news websites, government websites, researches from universities, online books in PDF file type, and academic databases such as ProQuest, EBSCohost and RMIT databases to ensure the relevancy and credibility of information. 3. Evaluate the sources: All data collected from the online sources were then evaluated by using the evaluation checklist (see the appendix 9). Even though the scope of the research was narrowed down, information found might not be helpful enough for the purpose of this report. Therefore, 6 criteria were developed in order to evaluate the sources found in step 2:  Accuracy - it refers to the quality of the information. Does the source appear to be professional? Is the information justified by evidence? Is there any peer- review from scholarly journals?  Authority - it refers to the author or the publisher of the information. Is the information published by credible publishers? Is the author‟s name cited clearly in the source? What are his credentials?  Objectivity – it refers to the detachment of the author‟s personal opinion from his article. Does the source contain any personal opinions? If yes, are there any opposing arguments presented in the source? Are there any assumptions made?  Coverage – it refers to the consistency of the source. Is the information consistent with other findings, other sources? Are there any references, citation in the source? Are the references credible, helpful?  Currency – it refers to the timeliness of the information. When was the information published? Was it produced recently? From 2003 up till now? Has it been edited or updated recently?  Relevance – it refers to how the source matches with the report‟s purpose. Is the information discussed in the source close to the research‟s topic? How was it published? To which audience is it aiming to?
  16. 16. HABECO Project Report Page 16 of 46 B. Limitations of research: There are some unavoidable limitations exist during the research process: The lack of primary sources, such as surveys, direct interviews or internal publications affects the objectivity of the report. Due to the scarcity of information, there aren‟t enough evidences to amplify the strength of some arguments. C. Limitations of information: As Vietnamese companies tend to put only positive information on their website to make it more attractive to customers and shareholders, information found from that source is not reliable enough to reflect a true and fair view on the company‟s situation. Some out of date sources were used due to the scarcity of information. Although they might have been true and accurate in the past, they don‟t reflect the company‟s current situation. As most of information found about Habeco is in Vietnamese, they had to be translated into English to be put in the report, thus the translation may not express fully the authors‟ ideas.
  17. 17. HABECO Project Report Page 17 of 46 V. Recommendations 1. Launching the main chain of stores supports the control of stable price: Harrigan (2005) defined vertical integration as overall scope of different business activities in a supply chain under management of a single board. For instance, many clothing companies like Zara, Diesel, and Billabong are their own suppliers and customers in their supply chain because most of the entities from design, production, distribution, logistics and retail in their supply chain have been owned. Mahoney (2002) stressed that there are many driving forces for organisation to adopt vertical integration, but the main drivers are: high transaction costs in industry, strategic considerations, taking advantages for input/output prices and high overhead in cost structure. In addition, Troyer and Russell (2004) asserted that the ultimate goal in creating vertical integration is to achieve lower costs and better services. In order to manage prices more effectively, gain customers‟ brand awareness and increase the coverage of Habeco in term of marketing and distribution channel in the South market, we propose that the company should build its owned retail stores and focus on distributing beverage products like: Hanoi Beer premium in 330ml bottle and 450ml bottle, Hanoi Larger Beer, Classic White Bamboo Beer, Cask Ale, Draught Beer. Other products of their subsidiaries like Hanoi Vodka, Cherry Liquor, Coffee Liquor, Lemon Liquor, etc can also be considered to put in the retail stores in South market as well if further market research shows that there is a demand.
  18. 18. HABECO Project Report Page 18 of 46 Illustration of a direct retail store of TH Milk As indicated in “Analysis and Diagnosis of Issues”, the current problem of Habeco is that they has been focused on their direct customers (Hotel – Restaurant – Café sector) and the final consumers have been taken slightly cause they‟re charged with the premium price in contracted retail stores. With a chain of retail stores in Ho Chi Minh City, consumers can come to store and directly purchase products from Habeco without involvement any middleman and the offered prices will be more reasonable despite seasonal sales. In addition, each retail store will be served as an exhibition area to display and promote products of Habeco in such an interactive way so that Habeco retail store is not only a point of sale but also a point of advertising like TH Milk did as follow: Illustration of TH true mart
  19. 19. HABECO Project Report Page 19 of 46 Based on the density of population of Ho Cho Minh City and financial objectives, we suggest that Habeco should establish 32 retail stores in the first 2 years and the location of retail stores is as follow: 18 retail stores in Go Vap District, Tan Binh District and Binh Thanh District, Phu Nhuan District (Consumption of Hanoi Beer is expected to be high here because many Northern people are living here) 1 retail store for District 3 and District 1 (Many restaurants/ Hotels/ Café stores are located in both Districts so the personal consumption is expected be low) 2 retail stores in each other District to spread the coverage. 2. Pushing up marketing advertisement for brand development in the Southern market According to Hoeffler & Keller (2003), marketing activities contributes to building a strong brand and the customers‟ brand knowledge is created based on that. Therefore, in order to gain customers‟ awareness, Habeco must bring their products close to them by focusing on the improvement of marketing activities to explore the South market. Moreover, Solcansky & Simberova (2010) declared that research is a useful measuring method for organizations to have a successful marketing strategy. In addition, it is a prioritized step which assists to acknowledge how brand knowledge affects customer buying behavior (Hoeffler & Keller 2003) and then, the following steps are presented:
  20. 20. HABECO Project Report Page 20 of 46 a. Surveys from customers Habeco needs to have significant investment on Research and Development department which is exclusive responsible for researching the market as well as the Southern customers‟ characteristics. This can help the company capture the customers‟ preferences to build the appropriate strategies in penetrating this market. Firstly, that department needs to have studies about the Southern customers‟ features as which the standard about beer flavor, design of package or even after-sale services the customers prefer. Survey is a useful method with a broad ability in gathering or describing the characteristics of a large population. Collected information from those surveys will contribute to understand customers‟ desire and determine their habits. Based on that, the company can target the right products for the right customers. b. Advertising via public media Advertising activities via public media like TV or Internet are boosted to attract the competitors‟ customers and to give them a new and different choice in their mind about the product line in beer industry. Public media is a tool to convey the message which the company wants to approach its customers. Based on the table from TNS Vietnam Company referred to below, television is a helpful tool to publicize their brand to the Southern customers. Habeco should have their commercials on HTV7, HTV9 and SCTV1 channel which are favorite channel with a large number of viewers accounting for 8,8%, 7,8% and 5,3% respectively in the Southern Vietnam (Vietfilm 2009). Besides that, the proper time for positive effect of advertising which these are performed is after 12pm; TV is device which has the most usage and from 19h to 22h - the prime time(TNS Vietnam Company 2012). Internet also is used to advertise their products on some websites which is accessed by a large number of visitors like Vietnamnet or Tuoitre Online (Vinalink 2000-2005). c. Sponsorship for events The sponsorship for game shows like “Chung Suc” or “Vietnam got talent” which can contribute to gain the customers‟ awareness about its products as well as strengthen its brand name. Besides that, some events like “national bike racing contest” or musical concert like K- pop Festivals should be sponsored. To be explained, these events attract the attention of a huge number of people; which create the opportunity to approach Habeco. Specifically, that K-
  21. 21. HABECO Project Report Page 21 of 46 pop Festival gathers a large number of fans throughout the country like 20,000 attendees (Thanh Nien News 2012). The percentage of population using public media 63% 19% 12% 6% THE PERCENTAGE OF POPULATION USING PUBLIC MEDIA TV Internet Radio and newspaper CDs
  22. 22. HABECO Project Report Page 22 of 46 VI. References 1. Aaker, DA 1996, „Building Strong Brands‟, New York: The Free Press. 2. Aaker, DA & Keller, KL 1990, „Consumer Evaluation of Brand Extensions‟, Journal of Marketing, January, vol. 54, no.1, pp. 27- 42. 3. Abratt, R & Pitt, LF 1985, „Pricing practices in two industries‟, Industrial Marketing Management, November, vol. 14, no. 4, pp. 301-306. 4. Ambler, T & Styles, C 1997, „Brand development versus new product development: Toward a process model of extension decisions‟, Journal of Product and Brand Management, vol. 6, no. 4, pp. 222-234. 5. Berkowitz, M 1987, „Product shape as a design innovation strategy‟, Journal of Product Innovation Management, December, vol. 4, no. 4, pp 274-283. 6. CAP 2012, „Uống rượu rồi lái xe có thể bị phạt tới 15 triệu đồng‟, Anninhthudo, 21 September, viewed 11 March 2013, <http://www.anninhthudo.vn/An-toan-giao- thong/Uong-ruou-roi-lai-xe-co-the-bi-phat-toi-15-trieu-dong/466119.antd> 7. Ciccotello, CS, Greene, JT & Walsh, LS 2007, „Supermarket distribution and brand recognition of open-end mutual funds‟, Financial Services Review, vol. 16, no. 4, pp. 309-326. 8. Diller, H, Gentner, J & Millier, I 2000, „Hybrides Kaufverhalten - Empirische Analyse anhand von Haushaltspaneldaten‟, no. 85, University of Erlangen-Nurnberg, Marketing Department, Nurnburg. 9. Dr. Nguyen Van Dan & Dzung, „Groundwater Pollution in the Hanoi Area‟, Vietnam, viewed 18 March 2013. 10.Dr. Truong Quang & Huyen 1999, „Product Extension: The Case of Bivina Beer in Vietnam‟, viewed 15 March 2013. 11.Euromonitor International 2012, Alcoholic Drinks in Vietnam, viewed 14 March 2013, Passport Database. 12.Euromonitor International 2012, Beer in Vietnam, viewed 14 March 2013, Passport Database. 13.Euromonitor International 2012, Consumer Health in Vietnam, viewed 11 March 2013, Passport Database.
  23. 23. HABECO Project Report Page 23 of 46 14.Euromonitor International 2012, Hanoi Alcohol Beer & Beverages Corp (Habeco) in Alcoholic Drinks (Vietnam), viewed 12 March 2013, Passport Database. 15.Euromonitor International 2012,Hanoi Alcohol Beer & Beverages Corp (Habeco) in Alcoholic Drinks (Vietnam), viewed 14 March 2013, Passport Database. 16.FPT Securities 2010, Hanoi Beer - Alcohol and Beverage Corporation (Habeco), viewed 10 March 2013. 17.Glory 2010, „Imported beer wave worries brewers’, 21 September, viewed 17 March 2013, < http://www.glory.com.vn/view-content/2664.Imported-Beer-Wave-Worries- Brewers.html?lang=enl> 18.Ha Chu, „Mitigation of climate change: which technologies for Vietnam?‟, Journal of Vietnamese Environment, viewed 16 March 2013, <http://openaccess.tu- dresden.de/ojs/index.php/jve/article/view/33> 19.Ha Thanh, Hung Vo & Ca Ngoc, „Vietnamese Case Studies‟, viewed 15 March 2013, Investment Strategies in Emerging Markets. 20.Habeco 2013, homepage, Habeco, viewed 9 March 2013, <http://www.habeco.com.vn/> 21.Hoeffler, S & Keller, KL 2003, „The marketing advantages of strong brands‟, Brand Management, August, vol.10, no.6, pp. 421-445. 22.Karjalainen, T. 2007, „It Looks Like a Toyota: Educational Approaches to Designing for Visual Brand Recognition‟, International Journal of Design, vol. 1, no. 1. 23.Khan, S 2012, „Contribution of Brand Awareness and Brand Characteristics towards Customer Loyalty (A study of Milk Industry of Peshawar Pakistan)‟, Journal of Asian Business Strategy, vol.2, no.8, pp. 170-176. 24.Kim Chi 2010, „Habeco khánh thành nhà máy bia lớn nhất Đông Nam Á‟, Laodong, 15 August, viewed 17March 2013, <http://laodong.com.vn/Kinh-doanh/HABECO-khanh- thanh-nha-may-bia-lon-nhat-Dong-Nam-A/1685.bld> 25.Kotler, P 1991, Marketing management: Analysis, Planning, Implementation and Control, 7th edn, Prentice-Hall, Inc, Englewood Cliffs, New Jersey. 26.Liaw, G 2011, „A Study on the Influence of Consumers' Participation in a Brand Community on Purchase Intention‟, Journal of International Management Studies, vol. 6, no. 1, pp. 1-8.
  24. 24. HABECO Project Report Page 24 of 46 27.Lowengart, O & Mizrahi, S 2000, „Applying international reference price: market structure, information seeking and consumer welfare‟, International Marketing Review, vol. 17, no. 6, pp. 525 - 538. 28.Mekong Securities 2008, Hanoi Beer Alcohol & Beverage Corporation, 19 March, viewed 16 March 2013, Initial Public Offering. 29.Food and Beverage in Vietnam 2011, New Zealand Trade and Enterprise, viewed 26 April 2013. 30.OTC 2011, „10 loại bia được tiêu thụ nhiều nhất tại Việt Nam‟, cafef, 3 July, viewed 11 March 2013, <http://www.vinacorp.vn/news/10-loai-bia-duoc-tieu-thu-nhieu-nhat-tai-viet- nam/ct-463959> 31.From Beijing to Pudapest – Winning Brands, Winning Formats 2005/2006, PriceWaterHouseCoopers, viewed 26 April 2013. 32.Quoc Hoc 2009, „Nghệ thuật bài trí ở siêu thị‟, Dantri, 16 February, viewed 10 March 2013, <http://dantri.com.vn/kinh-doanh/nghe-thuat-bai-tri-o-sieu-thi-308599.htm> 33.Quynh Anh 2013, “Sắp khai mạc giải bóng đá du học sinh Việt Nam tại Anh”, VTC Thể Thao, 26 March, viewed 25 April 2013, <http://thethao.vtc.vn/200-371651/the-thao/sap- khai-mac-giai-bong-da-du-hoc-sinh-viet-nam-tai-anh.htm> 34.Solcansky, M & Simberova, I 2010, „Measurement of marketing effectiveness‟, Economics and Management, viewed 26 April 2013. 35.SSI 2012, Company Report – Sabeco & Habeco, 29 June, viewed 16 March 2013. 36.Stamer, HH & Diller, H 2006, „Price segment stability in consumer goods categories‟, Journal of Product and Brand Management, vol. 15, no. 1, pp. 62-72. 37.Styles, C & Ambler, T 1995, „Brand management‟, in Crainer, S. (Ed.), Financial Times Handbook of Management, Pitman, London, pp. 581-593. 38.Sunde, L & Brodie, RJ 1993, „Consumer evaluations of brand extensions: further empirical results‟, International Journal of Research in Marketing, vol. 10, no. 1, pp. 7- 53. 39.Tauber, EM 1981, „Brand franchise extension: new product benefits from existing brand names‟, Business Horizons, vol. 24, no. 2, pp. 36 - 41. 40.Tellis, GJ & Gaeth, GJ 1990, „Best value, price-seeking and price aversion‟, Journal of Marketing, vol. 54, no. 2, pp. 34 - 45. 41.Thanh Binh 2013, „Loạn giá bia trong siêu thị‟, Vnexpress, 2 February, viewed 10 March 2013, <http://vnexpress.net/gl/kinh-doanh/2013/02/loan-gia-bia-trong-sieu-thi/>
  25. 25. HABECO Project Report Page 25 of 46 42.Thanh Nien News 2011, „Inflation makes Vietnamese consumer more price sensitive: Nielsen‟, ThanhNienNews, 5 July, viewed 18 April 2013, <http://www.thanhniennews.com/2010/pages/20110705190148.aspx> 43.Thanh Nien News 2012, „High-profile K-pop stars warm up Vietnam‟s capital on November night‟, ThanhNienNews, 30 November, viewed 20 April 2013, <http://www.thanhniennews.com/index/pages/20121130-high-profile-k-pop-music- festival-topples-hanoians-november-night.aspx> 44.The World Factbook 2013, „Population Pyramid‟, Central Intelligence Agency, 15 March, viewed 16 March, <https://www.cia.gov/library/publications/the-world- factbook/population/populationtemplate_VM.html> 45.TNS Vietnam Company 2012, „Truyền hình – kênh ưu thích nhất, DoanhNhanSaigonOnline, 19 September, viewed 22 April 2013, <http://doanhnhansaigon.vn/online/kinh-doanh/tu-van-thuong- mai/2012/09/1067833/truyen-hinh-kenh-ua-thich-nhat/>. 46.Trading Economics 2013, Vietnam Inflation Rate, Trading Economics, viewed 17 November 2013, <http://www.tradingeconomics.com/vietnam/inflation-cpi > 47.Tuoi Tre 2012, „Vietnam is top beer-drinking nation in ASEAN‟, Tuoitre, 2 October, viewed 10 March 2013, <http://tuoitrenews.vn/cmlink/tuoitrenews/society/vietnam-is-top- beer-drinking-nation-in-asean-1.87672> 48.Veryzer, RW 1998, „Key factors affecting customer evaluation of discontinuous new products‟, Journal of Product Innovation Management, vol. 15, no.2, pp.136-150. 49.Vien Gut 2012, „75% Số người hay uống bia mắc bệnh gút‟, benhgout, 3 December, viewed 16 March 2013, <http://benhgout.org/news-75-so-nguoi-hay-uong-bia-mac- benh-gut-vien-gut-349.html#.ULXOq5KjNvw> 50.Vietfilm 2009, „Kênh truyền thông nào được ưa chuộng nhất‟, Vietfilm, viewed 20 April 2013, <http://vietfilm.com.vn/tin-t%E1%BB%A9c/tintucdichvu/k%C3%AAnh- truy%E1%BB%81n-th%C3%B4ng-n%C3%A0o-%C4%91%C6%B0%E1%BB%A3c- %C6%B0-chu%E1%BB%99ng-nh%E1%BA%A5t> 51.VietNamBusiness 2013, „Habeco‟s thirst to re-enter the market‟, VietnamNewsTodays, 28 April, viewed 28 April 2013, < http://www.vietnamnewstoday.com/nd5/detail/economy-finance-investment/thirst-to- reenter-the-market/1148.002003.html>.
  26. 26. HABECO Project Report Page 26 of 46 52.Vinalink 2000-2005, „Top 1000 websites‟, Vietnamwebsite, viewed 20 April 2013, <http://vietnamwebsite.com/google/index.htm> 53.Vu Nghi & Bach Hoan 2011, „Tràn lan bia ngoại‟, TuoiTreOnline, 24 December, viewed 18 April, <http://tuoitre.vn/Kinh-te/Nhip-cau-tieu-dung/470738/tran-lan-bia-ngoai.html> 54.Yang, Y, Wang, G, Song, W, Chen, C & Hung, F 2011, "A Study on Professional Competencies, Brand Image, and Brand Recognition of Taiwan's Mobile Phone Industry", Journal of Human Resource and Adult Learning, vol. 7, no. 2, pp. 51-65. 55.Yeoman, I and McMahon-Beattie, U 2004, „Revenue Management and Pricing: Case Studies and Applications‟, Thompson Learning, London.
  27. 27. HABECO Project Report Page 27 of 46 VII.Appendix: 1. PESTLE Analysis Political When becoming a member of World Trade Organization (WTO) in 2007, there is an open entrance in the Vietnamese policies of tariffs, quotas and other trade barriers (Euro Monitor 2012). For example, according to FPT Securities 2008, import tax rate on beer was 65% but after joining WTO, it decreased to 35%. This is considered to be a good condition when importing beer at a lower tax rate than before. However, it can create a race in penetrating the market with local beer products if foreign beer brands appear widely. Besides that, because increasing living standards of Vietnamese people, recently, the consumers tends to focus on healthy products. Consequently, this probably creates threats to beer industry and the decline in the sales volume of beer products. Economic Beer in Vietnam 2012 provided that the beer volume Vietnamese drinkers consumed in 2011 rose by about 13% to reach 2.6 billion liters and ranked first in Southeast Asian region (tuoitrenews 2012). Although the rise of inflation rate probably threatens the macro environment and impacts significantly on the business, it seems not to affect the spending habit to beer. For example, sales revenue of beer industry has grown at 15% (Vnexpress 2012). However, with the continuous rise of inflation, beer manufacturers have faced the increase in input price such as malt, hops or yeast (Beer in Vietnam 2012).
  28. 28. HABECO Project Report Page 28 of 46 Social Population size is the fundamental and important factor in beer industry because it impacts highly on the beer consumption. According to The CIA Fact Book 2012, the number of people from 25-64 years old occupied more than 65%, which is a favorable environment for beer industry. Furthermore, General Statistics Office 2012 provides that in the North, the amount of young people which is in labor force is about 11,536,400 and expected to increase till 2015. Moreover, according to Vietnamese Gout organization, 75% of drunk have high risks of gout symptom in the age range of 40 – 60 (benhgout 2012) so the Vietnamese consciousness about health is rising in current years. As a result, their tendency is shifting to wine or spirits which is trusted to be healthier (Beer in Vietnam 2012).
  29. 29. HABECO Project Report Page 29 of 46 Population pyramid Technology According to Vnexpress 2011, SICPATRACE system is launched to support the government in reducing the fake or illegal imported beers. As a result, it possibly reduces low quality beer products and beer manufacturers have a business environment safer. Besides that, technology is an important part for the success of beer manufacturers. Thus some brewery companies like Sabeco, VBL (Vietnam Brewery Limited) or Habeco have emphasized on improving technologies especially production facilities resulting in the rise of production more than 20% each year (Tuoitre 2011). For example, Investment and Development fund for Habeco factories was VND 509,025,244,853 in 2011. Moreover, its factory also is the most modern in Me Linh province with the annual capacity of up to 200 million liters of beer (Laodong 2012). Legal Anninhthudo 2012 stated that a car-controller which has alcohol concentration in blood (80 milligram/ 100 milligram) or breathe (0.4 milligram/ 1litre) will be fined from 10 million to 15 million and with a motor driver; the fine range is from 2 million to 3 million following Decree number 34/2012/ND-CP. Besides that, when joining WTO, the import tax rate decreased from 65% to 35% over 5 years, which can lead to the flow of foreign beer brands into Vietnam easily.
  30. 30. HABECO Project Report Page 30 of 46 Environment Anninhthudo 2012 and Journal of Vietnamese Environment also provided that the global warming, the change of weather and sea level rise will impact Vietnam severely. Moreover, the water sources are precious with a vast amount of reserves and high quality in Hanoi (Vietnamnet, 2012). That water will bring the benefit to Habeco brewery. However, in Some Environmental Problems in Vietnam today, the underground water in Hanoi is polluted, which can affect the quality of produced beer. From that, the government established some policies to bring a friendly environment. For example, Hoang Tung 2012 cited that the ministry of industry and trade has an incentive for business to use clean technology. Therefore, Hanoi beer needs to concern about the environmental protection in manufacturing process.
  31. 31. HABECO Project Report Page 31 of 46 2. SWOT Strengths Weaknesses The largest manufacturer in the North area (Euromonitor international 2012) Long history of development (Habeco 2012) Occupied 17.3% share of sales volume (Sabeco & Habeco 2012) Strong alliance with foreign beer brand like Carlsberg Contamination of underground water in Hanoi (Groundwater pollution in the Hanoi area, vietnam). Market share is low in Southern region (FPTS, 2008) Lack of price control (FPTS, 2008) Opportunities Threats Growing inputs like malt in Highland areas Consumers‟ concentration for premium and non/low alcoholic product (Euromonitor International 2012) The installation of SICPATRACE system to control illeagal beer (PESTLE). The population in the age range of key customers accounts for more than 65%. An decline in tax rate of imported products Joining WTO brings to open entrance for foreign brands with the reduction in the tariffs and barriers Rise customer awareness about health from the threat of alcoholic drink (Consumer Health in Vietnam 2012) Inflation leads to increase in inputs prices and raise beer prices Threat from substitution of spirits or wine because of health awareness.
  32. 32. HABECO Project Report Page 32 of 46 We need to know the problem occurring Suppliers R&D Shareholders Production Logistics Marketing Retailer s Competitors Customers Finance Executive Board Budget is not enough to do the research on the Southern market Reasons for the decrease in profit Quality is not stable among manufacture factories No price policy leads to hard to control price Rely on foreign suppliers Customers are price sensitive Low budget Expand marketing activities to increase sales We have power in supplying raw materials All other brands face the same problem in price Target to expand to the Southern market Only floor price, no ceiling price so we can set price freely Are Habeco’s products more profitable than others? Do the Habeco provide competitive commission compared to others? Cheaper means lower quality Traditional brand Quality is not stable Familiar with Saigon beer Antique brand Variation of price Unattractive packaging The North The South Hanoi Beer Alcohol and Beverage Joint Stock Corp. Lack of high education employees Payment of salary is not attractive Employees need more training program HR How do we to strengthen the position? Push up advertising activities for competition 3. Rich picture
  33. 33. HABECO Project Report Page 33 of 46 4. Ishikawa diagram Lack of advertising (Euromonitor 2012) Ineffective marketing campaign (FPTS 2008) Familiar to Southern Brands Taste difference (Dr. Truong Quang & Huyen 1999) Brand image (Dantri 2011) Low recognition in the South market Customer behavior Brand awareness Failure in increase of market share. Price dependent Low loyalty No ceiling price (FPTS 2008) Seasonal price (VnExpress 2011) Fluctuation price Inefficient budget allocation High number of school graduated and college .degree Lack of bachelor degree employees Unproductive labor forces Ineffective training program Unsuccessful recruitment Economy segment (SSI 2012) Pricing problem Price sensitive customer
  34. 34. HABECO Project Report Page 34 of 46 5. 5 WHYS Problem Failure in increase of market share Indicator Habeco‟s market share has increased about 1% each year (2009: 15.3% – 2012: 17.3%). Why Unreasonable price in retailer outlets Why They are in economy segment. Prices are fluctuated. Why Customers are price sensitive. Prices are affected by seasons. Why Customers are low loyal. Distribution channel automatically set the price. Why They have high reliance on price. No price ceiling is set. Problem Failure in increase of market share Indicator Habeco‟s market share has increased about 1% each year (2009: 15.3% – 2012: 17.3%). Why Low brand recognition in the South market Why There is a failure in gaining brand awareness. It finds difficult to compete with current brands in the South. Why Habeco cannot build brand image. There are some problems with customers‟ behaviors. Why Marketing campaign is ineffective. Customers are familiar to Southern brands Why The company lacks public advertising. There is taste differentiation between the North and the South.
  35. 35. HABECO Project Report Page 35 of 46 6. Gap analysis Current situation Ideal situation GAP Solutions Pricing problem Retailers automatically set the price. Price is fluctuated in seasons. Price is controlled by Habeco and is consistent throughout the countries. There is no price policy set by the company. The retailers take their own advantage. The customers are price sensitive. Launching the main chain of stores Low brand recognition in the South Habeco fails to gain brand awareness. The customers are familiar with Southern brands. Building strong position in the South Increasing a large number of customers from the Southern market. Habeco lacks public marketing activities. There are some differentiation in customers‟ tastes between the North and the South. The Southern market has many strong competitors. Research from customers Advertise via social media such as television or internet Sponsor game shows or events like musical concert or national bike racing contest
  36. 36. HABECO Project Report Page 36 of 46 7. Concept Fan Framework Upgrade about the package or quality of existing products Increase market share in the South Increase coverage southern market Brand development Alliance Improve distribution channel Launching new products Increase marketing campaigns Sponsorship Launching the main chain of stores Improve the supply chain management Advertise via social media Sales promotion For National bike racing contest For musical concert With foreign beer brands With local beer brands
  37. 37. HABECO Project Report Page 37 of 46 8. Force Field analysis: 4 4 3 FORCES FOR CHANGE Pushing up marketing advertisement for brand development in the Southern market Significant investment on Research and Development department is required FORCES AGAINST CHANGE Total: 11 3 5 3 4 Total: 15 Increase direct communication between Habeco and the customers Increase Habeco position in Vietnam beer market Increase the market share in South market Increasing customer‟s awareness to Habeco brand The reaction from competitors Heavy cost on marketing activities and sponsorships
  38. 38. HABECO Project Report Page 38 of 46 Total: 13 Launching the main chain of stores supports the control of stable price FORCES FOR CHANGE Each retail store will be served as an exhibition area to display and promote products of Habeco 3 3 Reduce the commission payment for middle man 5 Increase Habeco‟s distribution channel and brand image 5 Manage prices more effectively 4 High overhead in cost structure 2 High number of employee is required when open new stores 5 Require significant high budget for establishing new stores FORCES AGAINST CHANGE Total: 11
  39. 39. HABECO Project Report Page 39 of 46 9. Evaluation checklist: Sources list: 1. CAP 2012, „Uống rượu rồi lái xe có thể bị phạt tới 15 triệu đồng‟, Anninhthudo, 21 September, viewed 11 March 2013, <http://www.anninhthudo.vn/An-toan-giao- thong/Uong-ruou-roi-lai-xe-co-the-bi-phat-toi-15-trieu-dong/466119.antd> 2. Glory 2010, „Imported beer wave worries brewers’, 21 September, viewed 17 March 2013, <http://www.glory.com.vn/view-content/2664.Imported-Beer-Wave-Worries- Brewers.html?lang=enl> 3. Ha Chu, „Mitigation of climate change: which technologies for Vietnam?‟, Journal of Vietnamese Environment, viewed 16 March 2013, <http://openaccess.tu- dresden.de/ojs/index.php/jve/article/view/33> 4. Habeco 2013, homepage, Habeco, viewed 9 March 2013, <http://www.habeco.com.vn/> 5. Kim Chi 2010, „Habeco khánh thành nhà máy bia lớn nhất Đông Nam Á‟, Laodong, 15 August, viewed 17March 2013, <http://laodong.com.vn/Kinh-doanh/HABECO- khanh-thanh-nha-may-bia-lon-nhat-Dong-Nam-A/1685.bld> 6. OTC 2011, „10 loại bia được tiêu thụ nhiều nhất tại Việt Nam‟, cafef, 3 July, viewed 11 March 2013, <http://www.vinacorp.vn/news/10-loai-bia-duoc-tieu-thu-nhieu-nhat- tai-viet-nam/ct-463959> 7. Quoc Hoc 2009, „Nghệ thuật bài trí ở siêu thị‟, Dantri, 16 February, viewed 10 March 2013, <http://dantri.com.vn/kinh-doanh/nghe-thuat-bai-tri-o-sieu-thi-308599.htm> 8. Quynh Anh 2013, “Sắp khai mạc giải bóng đá du học sinh Việt Nam tại Anh”, VTC Thể Thao, 26 March, viewed 25 April 2013, <http://thethao.vtc.vn/200-371651/the- thao/sap-khai-mac-giai-bong-da-du-hoc-sinh-viet-nam-tai-anh.htm> 9. Thanh Binh 2013, „Loạn giá bia trong siêu thị‟, Vnexpress, 2 February, viewed 10 March 2013, <http://vnexpress.net/gl/kinh-doanh/2013/02/loan-gia-bia-trong-sieu- thi/>
  40. 40. HABECO Project Report Page 40 of 46 10.Thanh Nien News 2011, „Inflation makes Vietnamese consumer more price sensitive: Nielsen‟, ThanhNienNews, 5 July, viewed 18 April 2013, <http://www.thanhniennews.com/2010/pages/20110705190148.aspx> 11.Thanh Nien News 2012, „High-profile K-pop stars warm up Vietnam‟s capital on November night‟, ThanhNienNews, 30 November, viewed 20 April 2013, <http://www.thanhniennews.com/index/pages/20121130-high-profile-k-pop-music- festival-topples-hanoians-november-night.aspx> 12.The World Factbook 2013, „Population Pyramid‟, Central Intelligence Agency, 15 March, viewed 16 March, <https://www.cia.gov/library/publications/the-world- factbook/population/populationtemplate_VM.html> 13.TNS Vietnam Company 2012, „Truyền hình – kênh ưu thích nhất, DoanhNhanSaigonOnline, 19 September, viewed 22 April 2013, <http://doanhnhansaigon.vn/online/kinh-doanh/tu-van-thuong- mai/2012/09/1067833/truyen-hinh-kenh-ua-thich-nhat/>. 14.Trading Economics 2013, Vietnam Inflation Rate, Trading Economics, viewed 17 November 2013, <http://www.tradingeconomics.com/vietnam/inflation-cpi > 15.Tuoi Tre 2012, „Vietnam is top beer-drinking nation in ASEAN‟, Tuoitre, 2 October, viewed 10 March 2013, <http://tuoitrenews.vn/cmlink/tuoitrenews/society/vietnam-is- top-beer-drinking-nation-in-asean-1> 16.Vien Gut 2012, „75% Số người hay uống bia mắc bệnh gút‟, benhgout, 3 December, viewed 16 March 2013, <http://benhgout.org/news-75-so-nguoi-hay-uong-bia-mac- benh-gut-vien-gut-349.html#.ULXOq5KjNvw> 17.Vietfilm 2009, „Kênh truyền thông nào được ưa chuộng nhất‟, Vietfilm, viewed 20 April 2013, <http://vietfilm.com.vn/tin-t%E1%BB%A9c/tintucdichvu/k%C3%AAnh- truy%E1%BB%81n-th%C3%B4ng-n%C3%A0o-%C4%91%C6%B0%E1%BB%A3c- %C6%B0-chu%E1%BB%99ng-nh%E1%BA%A5t> 18.VietNamBusiness 2013, „Habeco‟s thirst to re-enter the market‟, VietnamNewsTodays, 28 April, viewed 28 April 2013, <
  41. 41. HABECO Project Report Page 41 of 46 http://www.vietnamnewstoday.com/nd5/detail/economy-finance-investment/thirst-to- reenter-the-market/1148.002003.html>. 19.Vinalink 2000-2005, „Top 1000 websites‟, Vietnamwebsite, viewed 20 April 2013, <http://vietnamwebsite.com/google/index.htm> 20.Vu Nghi & Bach Hoan 2011, „Tràn lan bia ngoại‟, TuoiTreOnline, 24 December, viewed 18 April, <http://tuoitre.vn/Kinh-te/Nhip-cau-tieu-dung/470738/tran-lan-bia- ngoai.html> Sources 1 2 3 4 5 6 7 8 9 10 Check for Accuracy & Reliability Because… Anyone can publish anything on the internet. Unlike print sources, web resources rarely have editors or fact-checkers. There are no web standards to ensure accuracy. X X X X X X X X X X The page does not include false information about the topic. X X X X X X X X X X The text is error-free and clearly formatted (language and grammar errors and poor or unclear formatting are clear signs of unreliability). X X X X X X The page includes citations and/or references. X X X X X X X X X X The page is not a Wiki, a blog or any other type of site that allows anyone to become the author. Check Authority Because… It‟s often difficult to determine a web page‟s authorship. Personal Pages are not reliable. Even if a page has an author, that author‟s qualifications aren‟t usually given. Many untrustworthy organizations post information online. X X X X X There is a clear author. The author is reputable* (google the author‟s name to find out). X X X X X X X X X X The site is not someone‟s personal page.
  42. 42. HABECO Project Report Page 42 of 46 X X X X X X X X The resource was created by a reputable* organization (google the organization name to find out) X X X X X X X X The page includes a link to information about the author or the organization. Check Purpose & Content Because… Frequently the goals of the sponsors/authors are to bias* the reader. Internet sources may fail to provide fair and balanced information. Organizations may present information for their own economic or commercial gain. X X X X X X X X X The information is not biased*. X X X X X X X X X The page does not try to influence the reader to agree with one specific opinion. X X X X X X X X X The page is not selling or advertising something. X X X X X X X X X X The page does not include links to unrelated or unreliable sites. Check Currency Because… Undated sources are often unreliable. Out of date sources may provide out of date information. X X X X X X X X The page is dated. X X X X X X X The date is recent. Sources 11 12 13 14 15 16 17 18 19 20 Check for Accuracy & Reliability Because… Anyone can publish anything on the internet. Unlike print sources, web resources rarely have editors or fact-checkers. There are no web standards to ensure accuracy. X X X X X X X X X X The page does not include false information about the topic. X X X X X X X X X The text is error-free and clearly formatted (language and grammar errors and poor or unclear formatting
  43. 43. HABECO Project Report Page 43 of 46 are clear signs of unreliability). X X X X X X X X The page includes citations and/or references. X X X X X X X X X X The page is not a Wiki, a blog or any other type of site that allows anyone to become the author. Check Authority Because… It‟s often difficult to determine a web page‟s authorship. Personal Pages are not reliable. Even if a page has an author, that author‟s qualifications aren‟t usually given. Many untrustworthy organizations post information online. X X X There is a clear author. X X The author is reputable* (google the author‟s name to find out). X X X X X X X X X The site is not someone‟s personal page. X X X X X X X X X The resource was created by a reputable* organization (google the organization name to find out) X X X X X X X The page includes a link to information about the author or the organization. Check Purpose & Content Because… Frequently the goals of the sponsors/authors are to bias* the reader. Internet sources may fail to provide fair and balanced information. Organizations may present information for their own economic or commercial gain. X X X X X X X X X X The information is not biased*. X X X X X X X X X X The page does not try to influence the reader to agree with one specific opinion. X X X X X X X X The page is not selling or advertising something. X X X X X X X X X The page does not include links to unrelated or unreliable sites.
  44. 44. HABECO Project Report Page 44 of 46 Check Currency Because… Undated sources are often unreliable. Out of date sources may provide out of date information. X X X X X X The page is dated. X X X X The date is recent.
  45. 45. HABECO Project Report Page 45 of 46 10. Gantt Chart a) GANTT Chart for Building a Chain of Owned Retail Stores:
  46. 46. HABECO Project Report Page 46 of 46 b) GANTT Chart for Brand Development: This cycle of procedures is repeated twice a year

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