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  • 1. Sieu thi dien may Viet Long - www.vietlongplaza.com.vn
  • 2. HÖÔÙNG DAÃN ÑEÀ AÙN TOÁT NGHIEÄP XAÂY DÖÏNGKEÁ HOAÏCH TIEÁP THÒCHO SAÛN PHAÅM MÔÙI – Ngaân saùch 400.000 USD _800.000 USD. – Chieán löôïc Tieáp thò : 3 naêm – Keá hoïach tieáp thò : 1 naêm
  • 3. ÑEÀ CÖÔNGHÖÔÙNG DAÃN
  • 4. ÑEÀ CÖÔNG HÖÔÙNG DAÃN1. Market Analysis_ Phaân tích thò tröôøng.2. The Marketing Environment_ Moâi tröôøng tieáp thò.3. Consumer Analysis_ Phaân tích khaùch haøng muïc tieâu.4. Current Situation Analysis_ Tình huoáng hieän taïi DN.5. Competitor Analysis _ Phaân tích ñoái thuû caïnh tranh.6. Sustainable Competitive_ Xaùc laäp lôïi theá caïnh tranh.7. Marketing Objectives_ Xaùc laäp muïc tieâu tieáp thò.8. Marketing Strategy _ Chieán löôïc tieáp thò.9. Brand positioning strategy_ Ñònh vò thöông hieäu.10. Marketing mix strategy_ Keá hoïach tieáp thò tích hôïp.11. Budget Marketing plan_ Ngaân saùch tieáp thò.12. Marketing audit _ Ñaùnh giaù hoïat ñoäng tieáp thò.
  • 5. Toùmlöôïc ñeà aùn
  • 6. Marketing Strategy Planning ProcessNarrowing down to focused strategy with quantitative and qualitative screening criteria Customers Needs and other Segmenting Dimensions Targeting & Product Price S. Segmentation Company W. Target O. Mission, Objectives, T. Market & Resources Positioning & Differentiation Promotion Place Competitors Current & Prospective ExternalPolitical & Legal Social & Cultural Technology Market Environment Economic
  • 7. ÑEÀ CÖÔNG HÖÔÙNG DAÃN1. Market Analysis. (Phaân tích thò tröôøng). Quy moâ thò tröôøng. Xu höôùng ngaønh haøng. Phaân khuùc thò tröôøng. Thò tröôøng muïc tieâu.
  • 8. 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
  • 9. ÑEÀ CÖÔNG HÖÔÙNG DAÃN2. The Marketing Environment (Moâi tröôøng tieáp thò). Xu höôùng vaên hoùa/ xaõ hoäi. Xu höôùng kinh teá toång theå. Xu höôùng chính trò/phaùp lyù/theå cheá. Xu höôùng veà sinh thaùi hoïc/moâi tröôøng. Xu höôùng khoa hoïc vaø coâng ngheä.
  • 10. Bases for Industry Analysis Market Competitive Environmental Factors Factors Factors• Size • Concentration • Technology• Growth • Power of buyers • Economic• Stage in life cycle • Power of suppliers • Social• Cyclicity • Rivalry • Political• Seasonality • Threat of substitutes • Regulatory• Marketing mix • Capacity utilization• Profits • Entries and exits• Financial ratios
  • 11. ÑEÀ CÖÔNG HÖÔÙNG DAÃN3. Consumer Analysis (Phaân tích khaùch haøng muïc tieâu). Ñaùnh giaù nhu caàu/ mong muoán. Yeáu toá haáp daãn cuûa saûn phaåm. Lôïi ích-traõi nghieäm toøan dieän. Haønh vi-quyeát ñònh tieâu duøng. Ngaân saùch chi tieâu. Caùc coâng cuï tieáp thò ñöôïc NTD chaáp nhaän. Nieàm tin vaøo saûn phaåm vaø dòch vuï. Ñôøi soáng cuûa chaân dung NTD.
  • 12. Thu nhaäp Thu nhaäp bình quaân ôû thaønh thò ÑVT: trieäu ñoàng 1% 3% 7% Under 700 1% 1% From 700 to 1,400 2% From 1,400 to 2,100 7% From 2,100 to 4,200 Nhoùm From 4,200 to 7,000 thu 29% From 7,000 to 10,500 nhaäp 21% cao From 10,500 to 14,000 chieám Above 14,000 32% 28% NoneNguoàn: Tayor Nelson Sofres Refuse
  • 13. Customer-based brand equity pyramid
  • 14. The market segmentation process Stage 1: Your Market and How It Operates Step 1 - Market Mapping Structure and decision makers Stage 2: Customers and Transactions Step 2 - Who Buys Step 3 - What is Bought Customer profiling Purchase options Step 4 - Who Buys What Customers and their purchases Stage 3: Segmenting the Market Step 5 - Why it is Bought Customer needs Step 6 - Forming Segments Combining similar customers Step 7 - Segment Checklist Reality check
  • 15. THE BUYER’S EXPERIENCE CYCLE Purchase Delivery Use Supplements Maintenance DisposalHow long does How long does Does the Do you need Does the Does use of theit take to find it take to get product other products product product createthe product you the product require and services to require waste items?need? delivered? training or make this external expert product work? maintenance? How easy is itIs the place of How difficult is assistance? to dispose ofpurchase attrac- it to unpack and If so, how costly How easy is it the product?tive and access- install the new Is the product are they? to maintainible? product? easy to store and upgrade when not in the product?How secure is the use?transactionenvironment? How effective are the product’sHow rapidly can features andyou make a functions?purchase? Kim and Mauborgne, HBR, September-October 2000
  • 16. ÑEÀ CÖÔNG HÖÔÙNG DAÃN4. Current Situation Analysis (Tình huoáng hieän taïi DN) Ñaùnh giaù caùc chöông trình Marketing. Phaân tích ñieåm Ñieåm maïnh. Phaân tích ñieåm Ñieåm yeáu. Phaân tích cô hoäi. Phaân tích caùc nguy cô aûnh höôûng ñeán tieáp thò.
  • 17. TOOL 11 TOOL KEY MARKET INDICATOR KEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONS STRATEGIC BUSINESS DECISIONS ABS ABS được tính từ Tăng ngân sách quảng cáo hay điều chỉnh kế hoạch truyền ABS thông? Tặng hàng mẫu hay khuyến mãi đẩy? Tăng giá trị (Average Brand Awareness, Trial, Share, (Average Brand cộng thêm cho thương hiệu hay khuyến khích khách hàng Strength) Coverage Strength) trung thành? % BRAND A BRAND A BRAND B BRAND B BRAND C BRAND C BRAND D BRAND D 3 30 8 3 Total awareness 15 67 45 15 74 97 88 44 Trial 26 80 80 34 Share 8 30 10 24Coverage (weighted) 50 80 60 50 43 51 51 ABS SCORE: 22 22 77 77 43
  • 18. TOOL 22 TOOL KEY MARKET INDICATOR KEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONS STRATEGIC BUSINESS DECISIONSHiệu quả của Ấn tượng thương hiệu trong Có cần chỉnh sửa gì trong thông điệp Hiệu quả của thông điệp NTDMT có khớp với ý đồ định truyền thông không? Phương tiện thông điệptruyền thông vị? truyền thông có tiếp cận được truyền thông NTDMT không? Gia tăng “chất lượng profiles and Column profiles on để tin 1 and 2 (84% ) là cần thiết cho Row cảm nhận/cộng thêm” và “lý do axes vào chất lượng” BRAND D để được “đáng giá đồng tiền” hơn và cạnh tranh trực tiếp vào phân khúc của 0.2 BRAND B Hàng ngoại0.15 0.1 BRAND A Giúp giảm stress hiệu quả0.05 Nhãn hiệu uy tín Chống lão hoá Giúp ăn được, ngủ được Quảng cáo hay Hiệu quả cao về tăng cường trí lực Hiệu quả nhanh chóng BRAND C 0 Đáng giá đồng tiền Ít tác dụng phụ Hiệu quả cao về tăng cường nhân sâm Cao Ly Có Được người bán giới thiệu thể lực Được bác sĩ khuyên dùng-0.05 Quảng cáo nhiều BRAND B BRAND D Dễ tìm mua -0.1 Hợp túi tiền-0.15 -0.15 -0.1 -0.05 0 0.05 0.1 0.15 0.2 0.25 0.3
  • 19. TOOL 33 TOOL KEY MARKET INDICATOR KEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONS STRATEGIC BUSINESS DECISIONS Tính phù hợp Các đặc tính định vị hiện tại Có cần điều chỉnh / bổ sung / hay thậm Tính phù hợp của có phải là quan trọng nhất chí tái định vị thương hiệu cho phù hợp của định vị đối với NTDMT? Match hơn? 3 định vị with consumers’ needs1 21 Ñaùng giaù ñoàng tieàn5 58 Hôïp tuùi tieàn BRAND A BRAND A 25 75 Hieäu quaû cao veà taêng cöôøng theå löïc4 38 Hieäu quaû cao veà taêng cöôøng trí löïc4 BRAND C BRAND C 31 Giuùp giaûm stress hieäu quaû 6 48 Hieäu quaû nhanh choùng BRAND D BRAND D1 29 Ít coù taùc duïng phuï BRAND B BRAND B5 27 Ñöôïc baùc só khuyeân duøng Yếu tố quan3 30 trọng nhất Ñöôïc ngöôøi baùn giôùi thieäu3 28 Coù nhaân saâm Cao Ly2 30 Choáng laõo hoùa Yếu tố quan2 14 trọng Haøng ngoaïi 31 Nhaõn hieäu coù uy tín1 50 Deã tìm mua 40 77 Giuùp aên ñöôïc, nguû ñöôïc 13 Quaûng caùo nhieàu 10 Quaûng caùo hay
  • 20. TOOL 44 TOOL KEY MARKET INDICATOR KEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONS STRATEGIC BUSINESS DECISIONS Những gì cần hiệu chỉnh, rút Hoạt động NTDMT có biết, thích, và tham gia quảng Hoạt động kinh nghiệm để hiệu quả hơn tiếp thị cáo (TV, báo, radio) và các hoạt động tiếp thị trong các hoạt động tiếp thị? & hiệu quả 4 & hiệu quả khuyến mãi hay không? Tại sao? BRAND D BRAND D BRAND B BRAND B BRAND A BRAND A BRAND C BRAND C Vaät duïng quaûng caùo 10 7 9 % 16 12 8 11 13 Hoäi thaûo 6 6 9 10 11 13 5 7 Trình döôïc vieân thaêm vieáng 20 32 23 29 16 21 13 19 Phaùt thuoác maãu 14 4 3 2 24 7 4 5 Quaø taëng 8 12 6 11 4 8 4 7 Giaûm giaù/ Khuyeán maõi 16 23 11 17 8 12 11 13 Chöông trình tröng baøy SP 3 9 6 12 5 10 7 11Thaêm hoûi vaøo caùc dòp ñaëc bieät 1 3 5 10 2 6 2 5 AÁn phaåm QC (aùp phích…) 7 15 6 13 7 12 5 11 Hoạt động nhận được Hoạt động thích
  • 21. TOOL 55 TOOL KEY MARKET INDICATOR KEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONS STRATEGIC BUSINESS DECISIONS Có vấn đề gì trong phân Phủ rộng hơn, sâu hơn hay phải điều chỉnh Phân phối và các phối? Các chính sách công chính sách công ty? Nên tác động vào Phân phối và các chính sách công ty ty ảnh hưởng đến mức độ doanh số, huê hồng, khuyến mãi, vận tải,5 chính sách công ty hài lòng của hệ thống phân đặt hàng, trưng bày, hay đội ngũ bán hàng? phối như thế nào? 6 Brand D 75 74 Brand B 100 Nhãn hiệu bán chạy nhất trong 3 tháng qua 12 Band A 93 Nhãn hiệu có bán tại hiệu thuốc 5 Brand C 76 0 10 20 30 40 50 60 70 80 90 100
  • 22. TOOL 66 TOOL KEY MARKET INDICATOR KEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONS STRATEGIC BUSINESS DECISIONS Có cần đặt mục tiêu kích cầu? Tăng số Tiềm năng Tỉ lệ NTDMT có sử dụng sản Tiềm năng lần sử dụng hay lượng dùng sản phẩm của phẩm của ngành hàng và so với của của NTDMT? Nên mở rộng kinh doanh6 thị trường thị trường các ngành hàng cạnh tranh gián sang các lĩnh vực liên quan không? tiếp 100% 14 12 15 90% 80% 30 Viên nhộng 70% 45 60% 67 50% Viên sủi 40% 30% 79 67 Không sử dụng 20% 41 10% 0% HCM HÀ NỘI ĐÀ NẴNG
  • 23. TOOL 77 TOOL KEY MARKET INDICATOR KEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONS STRATEGIC BUSINESS DECISIONS Tiêu chuẩn chia phân khúc, độ lớn phân Nên nhắm vào phân khúc Phân khúc Phân khúc khúc nào, có đặc điểm gì? thị trường 7 thị trường CONCENTRATED A priori base = demographic profile STRATEGY Select only one target market Age: 18-4040% Blue collar 30% SEC: BCD Students Volume contribution: 70%10% White collar Profile of selected segment in relation to energy drink: Non users Price sensitive (Female mostly) Seek masculinity50% Need energy enhancing Need thirst quenching Red bull taste & flavor
  • 24. ÑEÀ CÖÔNG HÖÔÙNG DAÃN5. Competitor Analysis (Phaân tích ñoái thuû caïnh tranh). Thò phaàn caïnh tranh. Chöông trình tieáp thò. Thò phaàn truyeàn thoâng. Nhöõng ñieåm khaùc bieät vaø ñoäc ñaùo. Ñaùnh giaù toång theå SWOT.
  • 25. Porter’s five forces of competitive intensity Threat of New entrants to market Competitive intensityPower of Power ofSuppliers Customer Buyers Current competitors (customers) Threat of Potential substitutes
  • 26. Potential entrants Forces driving Threat of new entrants industry Barriers to entry competition Economies of scale Product differentiation Capital requirements Switching costs Access to distribution channels Cost disadvantages additional to scale Government policy Entry deterring price ExperienceSuppliers Industry competitors Intense rivalry if: Customers Numerous or similar sized competitors Powerful if:Powerful if: Slow industry growth Large proportions of seller’s salesFew suppliers High fixed costs High proportion of buyer’s costsNo substitutes Lack of differentiation Undifferentiated productsIndustry not important Diverse nature of competitors Low buyer switching costsCustomer of supplier group High strategic stakes Threat of backward integrationSupplier group’s products are High exit barriersdifferentiated Seller’s product not important toThreat to forward integration (Rivalry among existing firms) quality of buyer’s product Threat of substitute products or services Substitute
  • 27. MARKET LEADER SWOT ANALYSIS POSITIVE STRENGTHS OPPORTUNITIES Good reputation (Thai) Good reputation (Thai) Brand ==category Brand category High growth rate High growth rate High market share High market share SKU diversification TO BUILD TO BUILD SKU diversification Good product quality Good product quality New product form New product form Good distribution Good distribution Higher consumer awareness Higher consumer awareness Resourceful finance Resourceful finance Brand extension Brand extension Good production Good productionINTERNAL EXTERNAL REDBULL REDBULL Expensive pricing Expensive pricing New market entries New market entries Sales focus promotion Sales focus promotion with powerful brand building with powerful brand building No brand building No brand building Attacked from other beverages Attacked from other beverages Little innovation Little innovation Product form & packaging Product form & packaging Only in key cities Only in key cities TO FORSEE TO FORSEE diversification diversification Low channel coverage Low channel coverage Consumer cost sensitivity Consumer cost sensitivity Family business Family business WEAKNESSES NEGATIVE THREATS
  • 28. MARKET POTENTIAL BEER ENERGY DRINKS 5% 4% CSD COFFEE 29% 15% Broad product market Broad product market ==energy drink energy drink ==4% xx33billion 4% billion BOTTLED ==120 million liters /year WATER 120 million liters /year 3%DKY (YOGURT) 3% TEA MILK 10% 9% ASIAN DRINKS SOYA MILK 6% FRUIT JUICE 8% 8% Beverage market size = market penetration x volume per cap x population = 100% x 0.1lit x 365 x 80 million = 3 billion liters
  • 29. ÑEÀ CÖÔNG HÖÔÙNG DAÃN6. Sustainable Competitive (Xaùc laäp lôïi theá caïnh tranh). Xaùc laäp nhöõng yeáu toá lôïi theá caïnh tranh. Taïo neân söï khaùc bieät. Caïnh tranh veà giaù. Caïnh tranh taäp trung . Caïnh tranh theo thò tröôøng ngaùch.
  • 30. The route to Sustainable Competitive Advantage (SCA)Differentiation High Price Sales Revenue High Volume Economies Low Business Lower of Scale Risk PositiveOperations SCA Costs Learning Low Financial NPV Curve Risk Gearing Interest Cover High CashFinancial Working Capital Ratio Flows Operational LeverageFrom Sri Srikanthan, Cranfield School of Management
  • 31. ÑEÀ CÖÔNG HÖÔÙNG DAÃN7. Marketing Objectives (Xaùc laäp muïc tieâu tieáp thò). Muïc tieâu veà thò phaàn. Muïc tieâu veà phaân khuùc. Muïc tieâu veà truyeàn thoâng. Muïc tieâu doanh soá . Xaùc laäp caùc chæ soá ño löôøng muïc tieâu (SMART).
  • 32. ÑEÀ CÖÔNG HÖÔÙNG DAÃN8. Marketing Strategy (Chieán löôïc tieáp thò). Chieán löôïc phaùt trieån. Phaùt trieån saûn phaåm hieän taïi. Phaùt trieån saûn phaåm môùi. Phaùt trieån thò tröôøng môùi. Nhöôïng quyeàn. Chieán löôïc khoâng phaùt trieån. Chieán löôïc ruùt lui. Chieán löôïc boø söõa. Chieán löôïc naém giöû.
  • 33. Strategic marketing planning• What is our purpose? • What are our strategies?• What is our Market? – What new products should be developed?• Who are our customers? – How should we price our products?• What are our products? – What should our channel strategies be?• What does the customer need? – What service levels should we• How well do our products satisfy provide for our different customer these needs? groups?• What are our objectives? – How should we communicate with our target markets?• How can we allocate our resources optimally? • How should we measure the effectiveness of our plan?
  • 34. Ansoff matrix PRODUCTS increasing technological newness Present New Present Market Product Penetration DevelopmentMARKETSincreasing market newness Market New Diversification Extension
  • 35. Strategic planning exercise (gap analysis) 1 revenue 1. OBJECTIVE 2. GAPANALYSIS (Productivity) (A) Start by plotting the sales position you wish to achieve at the Are there any actions you can take to close the gap under the end of the planning period, point E. following headings? Plot the total value of these on the Gap (B) Next plot the forecast revenue position, point A Analysis Graph on the left, point B. (These represent cash and margin focus). Now proceed to 3 below. Productivity (NB: Not all Revenue 5. GAP ANALYSIS E (Objective) factors are mutually exclusive) (Diversification) Finally, list the value of any new products Better Product Mix (1) you might develop for new markets until D (New Products/Markets) point E is reached. (Steps 3, 4 and 5 Better Customer Mix (2) represent a sales growth focus). C (Market Penetration) More Sales Calls (3) Rev / 6. GAP ANALYSIS Vol. B (Productivity) Better Sales Calls (4) (Capital Utilisation) If none of this gives the required return on Increase Price investment consider changing the asset Reduce Discounts base. This could be (A) Acquisition Charge For Deliveries (B) Joint Venture A (Forecast) (Step 6 represents a capital utilisation Total focus) t+0 t+1 t+2 t+3 (budget) 3. GAPANALYSIS od 10 2 od 11 Et t 3 Et t 1 od 1 od 2 Pr t 1 Pr ct 2 Et ct 3 Pr ct Pr uct Pr ct Pr uct ANSOFF PRODUCT/MARKET (MARKET PENETRATION) uc uc uc u u u u od od od od od (A) List principle products on the horizontal axis and principle c. c. c. Pr Pr Pr markets on the vertical axis. In each smaller square write in current sales and achievable sales value during the planning period.Market 1 Market 1 (B) Next, plot the market penetration position, point C. This pointMarket 2 will be the addition of all the values in the right hand half of the Market 2 small boxes in the Ansoff Matrix. If there is a gap, proceed to 4 below. Please note, revenue from (1) (2) (3) and (4) from the Market 3Market 3 productivity box should be deducted from the market penetration total before plotting pointC. Ect.Ect. 4. GAPANALYSIS ANSOFF PRODUCT/MARKET MATRIX (NEW PRODUCTS/ NEW MARKETS) Market 10 Next, list the value of any new products you might develop which you might sell to existing markets. Alternatively, or as well as, if Market 11 necessary, list the value of any existing products that you might sell to new markets. Plot the total value of these on the Gap Analysis Market 12 Graph above, point D. If there is still a gap proceed to 5. Ect.A:mm5spexerc1.cdr
  • 36. Strategic planning exercise (gap analysis) 2 profit 1. OBJECTIVE 2. GAPANALYSIS (Productivity) (A) Start by plotting the profit position you wish to achieve at the Are there any actions you can take to close the gap under the end of the planning period, point E. following headings? Plot the total profit value of these on the Gap (B) Next plot the forecast profit position, point A Analysis Graph on the left, point B. (These represent cash and margin focus). Now proceed to 3 below. Productivity (NB: Not all Profit 5. GAPANALYSIS E (Objective) factors are mutually exclusive) (Diversification) Finally, list the profit value of any new Better Product Mix products you might develop for new D (New Products/Markets) markets until point E is reached. (Steps 3, 4 Better Customer Mix and 5 represent a sales growth focus). C (Market Penetration) More Sales Calls Rev / 6. GAPANALYSIS Vol. B (Productivity) Better Sales Calls (Capital Utilisation) If none of this gives the required return on Increase Price investment consider changing the asset Reduce Discounts base. This could be (A) Acquisition Charge For Deliveries (B) Joint Venture A (Forecast) (Step 6 represents a capital utilisation Reduce Debtor Days focus) Cost Reduction Others (Specify) Total t+0 t+1 t+2 t+3 (budget) 3. GAPANALYSIS od 10 2 od 11 od 1 od 2 Et ct 3 Et t 1 Pr ct 1 Pr ct 2 Et ct 3 Pr ct Pr uct Pr uct Pr uct ANSOFF PRODUCT/MARKET (MARKET PENETRATION) uc u u u u u od od od od od (A) List principle products on the horizontal axis and principle c. c. c. Pr Pr Pr markets on the vertical axis. In each smaller square write in current profit and achievable profit value during the planning period.Market 1 Market 1 (B) Next, plot the market penetration position, point C. This pointMarket 2 will be the addition of all the values in the right hand half of the Market 2 small boxes in the Ansoff Matrix. If there is a gap, proceed to 4 below. Market 3Market 3 Ect.Ect. 4. GAPANALYSIS ANSOFF PRODUCT/MARKET MATRIX (NEW PRODUCTS/ NEW MARKETS) Next, list the value of any new products you might develop which Market 10 you might sell to existing markets. Alternatively, or as well as, if necessary, list the value of any existing products that you might sell Market 11 to 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. Market 12 Ect.
  • 37. The marketing The output of the marketing planning process Marketing theory Financial theory /Planning process Strategic marketing plan contents (Structures, frameworks, models) StructurePhase 1 Mission statementGoal setting Financial summary Marketing audit Competitor analysis Market research Industry/sector analysisPhase 2 Market segmentation studies Risk evaluation Market overview Gap analysis Ratio analysis, valuation studies Market structureSituation review Market trends Product life cycle analysis Cost of capital Key market segments Diffusion of innovation NPV analysis Gap analysis Ansoff matrix Project evaluation Forecasting Life cycle costing Market research Opportunities (By product) (By segment) Issue management Profitability analysis by products Threats (Overall) / segments Strengths (By product) Comparative analysis of Weaknesses (By segment) competitor products (Overall) Key success factors matrix Experience curves and cost (By product) Market research Issues to be Market segmentation studies structures Addressed (By segment) (Overall) B.C.G. Matrix Cash flows and risk evaluation Portfolio summary Directional policy matrix Sensitivity analysis Sensitivity analysis Assumptions Downside risk assessment Decision trees Probability theoryPhase 3 Marketing (By product) Objectives (By segment)Strategy (Overall) Porter matrix Performance targets / ratiosFormulation Ansoff matrix Cost, price, volume (CPV) Strategic focus Bcg matrix analysis Product mix Directional policy matrix Marginal and absorption costing Product development Gap analysis Activity base costing Product deletion Market extension Target customer groups Marketing (4 x 4 ps) Market segmentation studies Strategies (Positioning/branding) Market research Budgeting and financial Product Response elasticities planning Price Zero base budgets Promotion McDonald PRODUCTIVITY MATRIX Place Blake mouton matrixPhase 4 Resource Forecasting Integrated financial planningResource Requirements Budgeting Limiting resource analysisAllocationAnd monitoring Measurement and review
  • 38. Development Processes and Product Planning Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Concept System-Level Detail Testing and Production Development Design Design Refinement Ramp-up Tested, piloted and introducedThe pattern of ProductDevelopment Prototypes Development Designs Plans
  • 39. ÑEÀ CÖÔNG HÖÔÙNG DAÃN9. Brand positioning strategy (Ñònh vò thöông hieäu). Ñònh vò theo thuoäc tính. Ñònh vò theo lôïi ích cho NTD. Ñònh vò theo lôïi ích saûn phaåm. Ñònh vò theo thò tröôøng . Ñònh vò theo caïnh tranh. Ñònh vò phaân caáp saûn phaåm.
  • 40. Programme guidelines suggested for different positioning on the directional policy matrix Maintain market Invest position, manage Manage Opportunistic for growth for earnings Selective for cash development Maintain or increase Maintain or slightly Maintain selectivity- Invest selectivelyMarket Share dominance milk for earnings segment Forego share for profit in share Differentiation - line Prune for less successful Emphasise product Differentiation - lineProducts Aggressively prune expansion differentiate for segments quality expansion Lead - Aggressive Aggressive - price forPrice pricing for share Stabilise prices / raise Maintain or raise Raise share Aggressive AggressivePromotion marketing Limit Maintain selectively Minimise marketing Broaden Hold wide Gradually withdraw Limited coverageDistribution distribution distribution pattern Segment distribution Tight control - go for Emphasise cost reduction Aggressively reduce Tight - but not at expenseCost Control scale economies viz. variable costs Tight control fixed & variable of entrepreneurship Expand, invest (organic Maximise capacity Increase productivity Free up capacity InvestProduction acquisition, joint venture) utilisation e.g. specialisation Focus on specific None InvestR&D Expand - invest projects Invest selectively Maintain, reward Upgrade management InvestPersonnel in key functional areas efficiency, Allocate key managers Cut back organisation tighten organisation Minimise & divest Fund growthInvestment Fund growth Limit fixed investment Invest selectively opportunistically Tighten Credit- reduce Reduce in process - Reduce Aggressively reduce InvestWorking Capital extend credit accounts receivable increase inventory turn
  • 41. ÑEÀ CÖÔNG HÖÔÙNG DAÃN10. Marketing mix strategy (Keá hoïach tieáp thò tích hôïp) Chieán löôïc saûn phaåm. Chieán löôïc ñònh giaù. Chieán löôïc phaân phoái-baùn haøng. Chieán löôïc quaûng baù saûn phaåm . Chieán löôïc truyeàn thoâng tích hôïp.
  • 42. The ten steps of the strategic marketing planning process The Strategic Plan (Output of the Planning Process) Mission Statement Financial Summary 1. Mission Market Overview SWOT AnalysisPhase One AssumptionsGoal Setting 2. Corporate Objectives Marketing Objectives and Strategies 3 Year Forecast and Budgets 3. Marketing Audit 4. SWOT AnalysisPhase TwoSituation Review 5. Assumptions 6. Marketing Objectives and Strategies 7. Estimate Expected ResultsPhase ThreeStrategy Formulation 8. Identify Alternative Plans and Mixes 9. Budget Measurement andPhase Four ReviewResource Allocation & Monitoring 10. 1st Year Detailed Implementation Programme © Professor Malcolm McDonald, Cranfield School of Management
  • 43. The marketing The output of the marketing planning process Marketing theory Financial theory /Planning process Strategic marketing plan contents (Structures, frameworks, models) StructurePhase 1 Mission statementGoal setting Financial summary Marketing audit Competitor analysis Market research Industry/sector analysisPhase 2 Market segmentation studies Risk evaluation Market overview Gap analysis Ratio analysis, valuation studies Market structureSituation review Market trends Product life cycle analysis Cost of capital Key market segments Diffusion of innovation NPV analysis Gap analysis Ansoff matrix Project evaluation Forecasting Life cycle costing Market research Opportunities (By product) (By segment) Issue management Profitability analysis by products Threats (Overall) / segments Strengths (By product) Comparative analysis of Weaknesses (By segment) competitor products (Overall) Key success factors matrix Experience curves and cost (By product) Market research Issues to be Market segmentation studies structures Addressed (By segment) (Overall) B.C.G. Matrix Cash flows and risk evaluation Portfolio summary Directional policy matrix Sensitivity analysis Sensitivity analysis Assumptions Downside risk assessment Decision trees Probability theoryPhase 3 Marketing (By product) Objectives (By segment)Strategy (Overall) Porter matrix Performance targets / ratiosFormulation Ansoff matrix Cost, price, volume (CPV) Strategic focus Bcg matrix analysis Product mix Directional policy matrix Marginal and absorption costing Product development Gap analysis Activity base costing Product deletion Market extension Target customer groups Marketing (4 x 4 ps) Market segmentation studies Strategies (Positioning/branding) Market research Budgeting and financial Product Response elasticities planning Price Zero base budgets Promotion McDonald PRODUCTIVITY MATRIX Place Blake mouton matrixPhase 4 Resource Forecasting Integrated financial planningResource Requirements Budgeting Limiting resource analysisAllocationAnd monitoring Measurement and review
  • 44. Elements of the Marketing Communications Mix 1. Advertising 1. Advertising5. Direct Marketing5. Direct Marketing 2. Public Relations 2. Public Relations 3. Sales 3. Sales 4. Personal Selling 4. Personal Selling Promotion Promotion Integrated Marketing Communications (IMC) is the strategic integration of multiple means of communicating with target markets
  • 45. ÑEÀ CÖÔNG HÖÔÙNG DAÃN11. Budget Marketing plan (Ngaân saùch tieáp thò). Above the line. Tv Print … Below the line. Trade show Direct marketing other
  • 46. Muïc tieâu Marketing: Ñaït doanh thu 3,000,000 USD TOÙM LÖÔÏC Ñaït soá löôïng söõa boät baùn ra 640 taán % thò phaàn chieám lónh 18% Möùc ñoä nhaän bieát TOMMuïc tieâu ñoái thoaïi: 60% NGAÂN SAÙCH Taïo nhaän bieát roäng raõi vaø yeâu thích nhaõn hieäu Thuùc ñaåy tieâu thuï. Phöông tieän truyeàn thoâng chuû ñaïo: - TVC 476 kyø phaùt - Print Ads 41 kyø phaùt - POSM (tôø rôi, brochure, banner, keä tröng baøy, poster) Keânh truyeàn thoâng: - Baùo PNTP, Thanh nieân, PN Aáp Baéc, PNVN. - Haø Noäi, HTV7, TH Ñaø Naüng, TH Vónh LongPhaân boå Ngaân saùch: 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 Döï phoøng 10,41% 12,500 USD - Promotion 10,000 USD - Phaùt tôø rôi 2,500 USD 120,000 USD Tính ra chi phí tieáp thò/saûn phaåm 280ñ/100gr
  • 47. MARKETING BUGDET – FIRST YEAR• 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
  • 48. Ngaân saùch toång theå trong 2 naêm (2003-2005) Thò tröôøng TPHCM THÖÏ C HIEÄ N VAØ PHAÂ N BOÅ NGAÂN SAÙ CH Naê m 2003 Naê m 2004 Naê m 2005 Toå ng QUAÛ NG CAÙ O TREÂ N BAÙ O/ TAÏP CHÍ 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 2003-2005QUAÛ NG CAÙ OTruyeà n hìnhHTV7 200 200VTV3 200 200Baù o/ Taï p chíTuoå i treû TPHCM (Soá Thöù Baû y ) 15 15 30Tieá p thò & Gia ñình 24 12 12 12 12 12 12 12 108Theá giôù i Phuï nöõ 13 26 13 13 65Toå ng ngaâ n saù c h Quaû ng caù o 37 41 25 40 12 12 12 12 12 603% Ngaâ n saù ch 1.9% 2.1% 1.3% 2.1% 0.6% 0.6% 0.6% 0.6% 0.6% 31.3%KHUYEÁ N MAÕ IGiaû m giaù 15 15 30Quaû ng caù o treâ n baù o / taï p chí veà khuyeá n maõ i 13 7 20Baê ng roâ n, daâ y côø , aù p phích hoã trôï 4 1 5PR (baù o chí) hoã trôï 1 0.5 1.5Toå ng ngaâ n saù c h khuyeá n maõ i 33 23.5 56.5%/ Toå ng ngaâ n saù ch 1.7% 1.2% 2.9%PRGiôù i thieä u saû n phaå m KITAÑöa tin 1 1 2Hoä i thaû o 3 3Hoï p baù o 3 3Ñaê ng baø i veà trang söù c KITA 2 2Cuoä c thi thieá t keá trang söù c "KITA & cuoä c soá ng"Ñaê ng baù o quaû ng caù o veà cuoä c thi 26 26Nhaä n baø i thi 0.5 0.5Chaá m baø i 2.5 2.5Trao giaûi 3 3Toå ng ngaâ n saù c h PR (Trieä u ñoà ng) 1 33 2.5 5.5 42%/ Toå ng ngaâ n saù ch 0.1% 1.7% 0.1% 0.3% 2.2%SAÛ N XUAÁ T QCTVC 120 120Print ad quaû ng caù o treâ n baù o 3 3Toå ng coäng (Trieä u ñoà ng) 123 123%/ Toå ng ngaâ n saù ch 6.4% 6.4%PHAÂ N PHOÁI/ TRÖNG BAØ YThi baø y bieä n baù n leû 30 50 80Keä tröng baøy /POSM 60 60Toå ng coäng phaân phoá i/ Tröng baø y (Trieä u ñoà ng) 90.1 50 140%/ Toå ng ngaâ n saù ch 4.7% 2.6% 7.3%TOÅ NG ÑAÀ U TÖ 2 566 387 277 97 80 - 24 - - - - 24 - - 24 - 24 - - - - - - 24 1,930
  • 49. Media Plan
  • 50. Media Plan
  • 51. Media Plan
  • 52. Media Plan
  • 53. MAÃU THAM KHAÛO
  • 54. ÑEÀ CÖÔNG HÖÔÙNG DAÃN12. Marketing audit (Ñaùnh giaù hoïat ñoäng tieáp thò). Market size. Marketing investment. Customer loyalty. Market value. Brand awareness. Distribution coverage. Price elesticity.
  • 55. Summary - the marketing audit checklistExternal auditBusiness and economic environment Internal audit – economic – political/fiscal/legal marketing operational variable – social/cultural – technological – intra company own companyThe marketTotal market, size,growth and trends (value/volume)market characteristics, developments and trends sales (total, by geographical location, – products industrial type, customer, by product) – prices – physical distribution market shares – channels – customers/consumers profit margins/costs – communication marketing information/research – industry practices marketing mix variables as follows:CompetitionMajor competitors – product managementsize – pricemarket share/coverage – distributionmarket standing/reputation – promotionproduction capabilities – operations and resourcesdistribution policiesmarketing methodsextent of diversificationpersonal issuesinternational linksprofitabilitykey strengths and weaknesses
  • 56. HEÄ THOÁNG NHAÄN DIEÄN THÖÔNG HIEÄU
  • 57. Nhoùm Dz
  • 58. PHAÂN COÂNG NHIEÄM VUÏ THÖÏC HIEÄN ÑEÀ AÙN
  • 59. THANH VIEN Logo nhoùm 08 Card nhoùm 08 Nhoùm Tröôûng Duy Taân Huy Cöôøng Hoà Baûo Tuaán Huøng Hoà NhuLan Anh Thu Thaûo Baûo Anh Phöông Thaûo Thanh Truùc Phöông Linh
  • 60. HOÏA ÑOÀ NAÕO SÖÛ DUÏNG HÌNH AÛNH, MAØU SAÉC VAØ NGOÂN TÖØ PHAÙT TRIEÅN YÙ TÖÔÛNG ÑEÀ TAØI
  • 61. Ms Nguyeãn Thò Thuøy Döông Thuø Döông – Ñinh vò thöông hieäu – Phaân tích tình hình caïnh tranh taïi thò tröôøng mieàn Taây – Nghieân cöùu thò tröôøng – Bieân taäp ñeà taøi – Chuaån bò noäi dung cho slide – Thuyeát trình ñeà taøi
  • 62. Mr Nguyeãn Höõu Haûo Höõ Haû – Tính toaùn ngaân saùch chieán dòch – Chi phí truyeàn thoâng vaø khuyeán maõi – Nghieân cöùu thò tröôøng – Phaân tích SWOT – Keá hoaïch PR vaø truyeàn thoâng – YÙ töôûng cho TVC vaø quaûng caùo Radio – Thuyeát trình ñeà taøi
  • 63. Mr Lai Phong Myõ Linh – Laäp keá hoaïch khuyeán maõi – Phaân tích chaân dung Ñaïi lyù taïi thò tröôøng TP. HCM – Tham gia nghieân cöùu thò tröôøng – Toång hôïp thoâng tin – Tham gia chuaån bò thuyeáât trình
  • 64. Mr Leâ Vónh Höng – Art Director – Phaân tích hình thöùc thöông hieäu – Ñònh höôùng saùng taïo cho thöông hieäu, truyeàn thoâng, bao bì vaø vaät phaåm QC – Thieát keá logo, bao bì, vaät phaåm QC, ñeà taøi, powerpoint, photo… – Nghieân cöùu thò tröôøngCreative Power
  • 65. THÔØI GIAN THÖÏC HIEÄNID Task Name Duration Start Finish 003 Qtr 2, 2003 Qtr 3, 2003 Qtr 4, 2003 Qtr 1, 2004 Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar0Project1 314 days Mon 3/3/03 Tue 3/16/041 NGHIEÂN CÖÙU THÒ TRÖÔØNG 45 days Mon 3/3/03 Wed 4/16/032 QUAÛNG CAÙO BAÙO & TV 65 days Thu 4/17/03 Fri 6/20/033 SAÙNG TAÏO YÙ TÖÔÛNG 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 6/20/0310 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 HOÄI NGHÒ KHAÙCH HAØNG 1 day Sat 6/21/03 Sat 6/21/0314 THOÂNG CAÙO BAÙO CHÍ 10 days Sun 6/22/03 Tue 7/1/0315 LAÀN 1 1 day Sun 6/22/03 Sun 6/22/0316 LAÀN 2 1 day Tue 7/1/03 Tue 7/1/0317 QUAÛNG CAÙO 180 days Sat 7/5/03 Tue 3/2/0418 TVC 30 days Sat 7/5/03 Tue 8/5/0319 BAÙO 180 days Sat 7/5/03 Tue 3/2/0420 NGAØY TUNG SAÛN PHAÅM 1 day Thu 7/10/03 Thu 7/10/0321 ÑAÙNH GIAÙ CHAÁT LÖÔÏNG 10 days Wed 3/3/04 Tue 3/16/04
  • 66. TOÅ CHÖÙC COÂNG VIEÄC• Tuaàn thöù 1 : – Hoïp nhoùm, vaø tìm hieåu caùc thaønh vieân, choïn Nhoùm Tröôûng. – Nghieân cöùu sô boä veà Ñeà Cöông Höôùng Daãn.• Tuaàn thöù 2,3 : – Thaûo luaän choïn saûn phaåm, tìm hieåu vaø ñaùnh giaù Thöông hieäu Doanh Nghieäp (taäp trung vaøo hoïat ñoäng tieáp thò) – Hoaøn taát ñeà cöông sô boä, ñònh höôùng thöïc hieän ñeà taøi cuûa nhoùm.• Tuaàn thöù 4,5,6 : – Thu thaäp thoâng tin thöông hieäu, thò tröôøng, ñoái thuû caïnh tranh – Phaân tích caùc hoïat ñoäng tieáp thò vaø xaây döïng TH cuûa ñoái thuû. – Nghieân cöùu thò tröôøng caïnh tranh, Xaùc ñònh phaân khuùc, phaân tích ngöôøi tieâu duøng – Ñaùnh giaù söùc maïnh cuûa Thöông hieäu.• Tuaàn thöù 7,8,9 : – Xaùc ñònh chieán löôïc Marketing. – Xaây döïng lôïi theá caïnh tranh beàn vöõng. – Xaây döïng ñònh vò thöông hieäu. – Leân keá hoïach tieáp thò vaø chöông trình haønh ñoäng(ATL vaø BTL). – Thieát keá chi tieát chöông trình haønh ñoäng trong moät naêm.• Tuaàn thöù 10 : – Toång hôïp, trình baøy ñeà aùn, in aán.• Tuaàn thöù 11: – Chuaån bò baùo caùo
  • 67. TRÌNH BAØY ÑEÀ CÖÔNG (nộp cho Ban Tổ Chức)– Moâ taû sô boä, toång quan veà doanh nghieäp vaø thöông hieäu saûn phaåm(1 trang A 4).– Ñaùnh giaù sô boä lôïi theá caïnh tranh (SWOT) cuûa thöông hieäu ñoù (1 trang A 4).– Ñeà cöông chi tieát nhö höôùng daãn, nhöõng döï kieán seõ laøm trong keá hoïach tieáp thò (3 trang A 4).– Thôøi gian bieåu ñeå hoaøn thaønh ñeà aùn vaø phaân coâng coâng vieäc(1 trang A 4).
  • 68. Tieâu chí ñaùnh giaù ñeà taøi :1. Phaân tích chieán löôïc moät caùch heä thoáng vaø coù tính thöïc tieãn.2. Chieán löôïc tieáp thò döïa vaøo thöïc tieãn caïnh tranh cuûa ngaønh haøng.3. Theå hieän ñaày ñuû Chieán löôïc: Saûn phaåm, Giaù, Phaân phoái, Truyeàn thoâng.4. Ñöa ra ñöôïc phöông thöùc toå chöùc quaûn lyù phaân phoái vaø baùn haøng.5. Phaân boå ngaân saùch phuø hôïp vôùi muïc tieâu tieáp thò (ATL vaø BTL).6. Coù Phöông thöùc quaûn trò, ñaùnh giaù, theo doõi vaø ñieàu chænh keá hoïach tieáp thò.7. Theå hieän toát vaø saùng taïo chöông trình haønh ñoäng trong moät naêm döïa treân chieán löôïc 3 naêm.
  • 69. CHAÁM ÑIEÅM ÑEÀ TAØI THEO THANG ÑIEÅM 10 Ñieåm daønh cho trình baøy ñeà taøi: 4 ñieåm Ñieåm daønh cho luaän vaên cuûa nhoùm: 6 ñieåm Tieâu chí ÑieåmPhöông phaùp thöïc hieän 20%Trình baøy ñeà taøi 20%Chieán löôïc nhaát quaùn 30%Tính khaû thi 30%
  • 70. • CHUÙC CAÙC BAÏN THAØNH COÂNG !