HÖÔÙNG DAÃN

ÑEÀ AÙN TOÁT NGHIEÄP

XAÂY DÖÏNG
KEÁ HOAÏCH TIEÁP THÒ
CHO SAÛN PHAÅM MÔÙI
– Ngaân saùch 400.000 USD _800.000 USD.
– Chieán löôïc Tieáp thò : 3 naêm
– Keá hoïach tieáp thò : 1 naêm
 ÑEÀ CÖÔNG
HÖÔÙNG DAÃN
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN
1. 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.
Toùm
löôïc
ñeà
aùn
 Marketing Strategy Planning Process
Narrowing 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

External Market
Technology Political Environment
& Legal Social & Cultural Economic
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN
1. Market Analysis.
(Phaân tích thò tröôøng).

ƒ Quy moâ thò tröôøng.

ƒ Xu höôùng ngaønh haøng.
ƒ Phaân khuùc thò tröôøng.
ƒ Thò tröôøng muïc tieâu.
 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
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN
2. The Marketing Environment
(Moâi tröôøng tieáp thò).

ƒ Xu höôùng vaên hoùa/ xaõ hoäi.

ƒ Xu höôùng kinh teá toång theå.
ƒ Xu höôùng chính trò/phaùp lyù/theå cheá.
ƒ Xu höôùng veà sinh thaùi hoïc/moâi tröôøng.
ƒ Xu höôùng khoa hoïc vaø coâng ngheä.
 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
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN

3. Consumer Analysis
(Phaân tích khaùch haøng muïc tieâu).

ƒ Ñaùnh giaù nhu caàu/ mong muoán.

ƒ Yeáu toá haáp daãn cuûa saûn phaåm.
ƒ Lôïi ích-traõi nghieäm toøan dieän.
ƒ Haønh vi-quyeát ñònh tieâu duøng.
ƒ Ngaân saùch chi tieâu.
ƒ Caùc coâng cuï tieáp thò ñöôïc NTD chaáp nhaän.
ƒ Nieàm tin vaøo saûn phaåm vaø dòch vuï.
ƒ Ñôøi soáng cuûa chaân dung NTD.
 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%
None
Nguoàn: Tayor Nelson Sofres Refuse
Customer-based brand equity pyramid
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
 THE BUYER’S EXPERIENCE CYCLE

Purchase Delivery Use Supplements Maintenance Disposal

How long does How long does Does the Do you need Does the Does use of the
it take to find it take to get product other products product product create
the 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 it
Is the place of How difficult is assistance? to dispose of
purchase 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 maintain
ible? product? easy to store and upgrade
when not in the product?
How secure is the use?
transaction
environment? How effective
are the product’s
How rapidly can features and
you make a functions?
purchase?

Kim and Mauborgne, HBR, September-October 2000

 ÑEÀ CÖÔNG HÖÔÙNG DAÃN

4. Current Situation Analysis

(Tình huoáng hieän taïi DN)

ƒ Ñaùnh giaù caùc chöông trình Marketing.

ƒ Phaân tích ñieåm Ñieåm maïnh.
ƒ Phaân tích ñieåm Ñieåm yeáu.
ƒ Phaân tích cô hoäi.
ƒ Phaân tích caùc nguy cô aûnh höôûng ñeán tieáp thò.
 TOOL
TOOL11 KEY
KEYMARKET
MARKETINDICATOR
INDICATOR STRATEGIC
STRATEGICBUSINESS
BUSINESSDECISIONS
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 Awareness, Trial, Share,
(AverageBrand
Brand cộng thêm cho thương hiệu hay khuyến khích khách hàng
Strength) Coverage
Strength) trung thành?

% BRANDAA
BRAND BRANDBB
BRAND BRANDCC
BRAND BRANDDD
BRAND

3 30 8 3
Total awareness 15 67 45 15
74 97 88 44

Trial 26 80 80 34

Share 8 30 10 24

Coverage (weighted) 50 80 60 50

43 51
51
ABS SCORE: 22
22 77
77 43
TOOL
TOOL22 KEY
KEYMARKET
MARKETINDICATOR
INDICATOR STRATEGIC
STRATEGICBUSINESS
BUSINESSDECISIONS
DECISIONS
Hiệu Có cần chỉnh sửa gì trong thông điệp
Hiệuquả
quảcủa
của Ấn tượng thương hiệu trong
thông điệp NTDMT có khớp với ý đồ định truyền thông không? Phương tiện
thông điệp
truyền thông vị? truyền thông có tiếp cận được
truyền thông
NTDMT không?

Row profiles
Gia tăng “chất lượng and Column
cảm nhận/cộng profiles
thêm” và “lý on axes
do để tin 1vào
and 2 (84%
chất ) là cần thiết cho
lượng”
BRAND D để được “đáng giá đồng tiền” hơn và cạnh tranh trực tiếp vào phân khúc của
0.2 BRAND B

Hàng ngoại
0.15

0.1
BRAND A
Giúp giảm stress hiệu quả
0.05 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 cườngCó nhân sâm Cao Ly
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
 TOOL
TOOL33 KEY
KEYMARKET
MARKETINDICATOR
INDICATOR STRATEGIC
STRATEGICBUSINESS
BUSINESSDECISIONS
DECISIONS

Tính Các đặc tính định vị hiện tại

Tínhphù
phùhợp
hợp Có cần điều chỉnh / bổ sung / hay thậm
của có phải là quan trọng nhất chí tái định vị thương hiệu cho phù hợp
của
định đối với NTDMT? Match
3 địnhvịvị hơn?
with consumers’ needs
1 21 Ñaùng giaù ñoàng tieàn
5 58 Hôïp tuùi tieàn BRANDAA
BRAND
25 75 Hieäu quaû cao veà taêng cöôøng theå löïc
4 38 Hieäu quaû cao veà taêng cöôøng trí löïc
4
BRANDCC
BRAND
31 Giuùp giaûm stress hieäu quaû
6 48 Hieäu quaû nhanh choùng BRANDDD
BRAND
1 29 Ít coù taùc duïng phuï
BRANDBB
BRAND
5 27 Ñöôïc baùc só khuyeân duøng
Yếu tố quan
3 30 trọng nhất Ñöôïc ngöôøi baùn giôùi thieäu
3 28 Coù nhaân saâm Cao Ly
2 30 Choáng laõo hoùa
Yếu tố quan
2 14 trọng Haøng ngoaïi
31 Nhaõn hieäu coù uy tín
1 50 Deã tìm mua
40 77 Giuùp aên ñöôïc, nguû ñöôïc
13 Quaûng caùo nhieàu
10 Quaûng caùo hay
0 10 20 30 40 50 60 70 80 90 10
 TOOL
TOOL44 KEY
KEYMARKET
MARKETINDICATOR
INDICATOR STRATEGIC
STRATEGICBUSINESS
BUSINESSDECISIONS
DECISIONS
Những gì cần hiệu chỉnh, rút
Hoạt NTDMT có biết, thích, và tham gia quảng
Hoạtđộng
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?
4 &&hiệu khuyến mãi hay không? Tại sao?
hiệuquả
quả

BRANDDD
BRAND BRANDBB
BRAND BRANDAA
BRAND BRANDCC
BRAND

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
11

Thaêm 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

 TOOL
TOOL55 KEY
KEYMARKET
MARKETINDICATOR
INDICATOR STRATEGIC
STRATEGICBUSINESS
BUSINESSDECISIONS
DECISIONS
Có vấn đề gì trong phân Phủ rộng hơn, sâu hơn hay phải điều chỉnh
Phân phối? Các chính sách công chính sách công ty? Nên tác động vào
Phânphối
phốivà
vàcác
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
 TOOL
TOOL66 KEY
KEYMARKET
MARKETINDICATOR
INDICATOR STRATEGIC
STRATEGICBUSINESS
BUSINESSDECISIONS
DECISIONS
Có cần đặt mục tiêu kích cầu? Tăng số
Tiềm
Tiềmnăng
năng Tỉ lệ NTDMT có sử dụng sản
lần sử dụng hay lượng dùng sản phẩm
của phẩm của ngành hàng và so với
của của NTDMT? Nên mở rộng kinh doanh
6 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
 TOOL
TOOL77 KEY
KEYMARKET
MARKETINDICATOR
INDICATOR STRATEGIC
STRATEGICBUSINESS
BUSINESSDECISIONS
DECISIONS
Tiêu chuẩn chia phân khúc, độ lớn phân Nên nhắm vào phân khúc
Phân
Phânkhúc
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: 18-40
40% 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 masculinity
50%
Need energy enhancing
Need thirst quenching
Red bull taste & flavor
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN

5. Competitor Analysis
(Phaân tích ñoái thuû caïnh tranh).

ƒ Thò phaàn caïnh tranh.

ƒ Chöông trình tieáp thò.
ƒ Thò phaàn truyeàn thoâng.
ƒ Nhöõng ñieåm khaùc bieät vaø ñoäc ñaùo.
ƒ Ñaùnh giaù toång theå SWOT.
 Porter’s five forces of competitive intensity

Threat of
New entrants
to market

Competitive intensity
Power of Power of
Suppliers Customer Buyers
Current competitors (customers)

Threat of
Potential
substitutes
 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
Experience

Suppliers Industry competitors

Powerful if:
Few suppliers
No substitutes
Industry not important
Customer of supplier group
Supplier group’s products are
differentiated
Threat to forward integration
Intense rivalry if:
Customers
Numerous or similar sized competitors Powerful if:
Slow industry growth Large proportions of seller’s sales
High fixed costs High proportion of buyer’s costs
Lack of differentiation Undifferentiated products
Diverse nature of competitors Low buyer switching costs
High strategic stakes Threat of backward integration
High exit barriers
Seller’s product not important to
(Rivalry among existing firms) quality of buyer’s product

Threat of substitute products or services

Substitute
 MARKET LEADER SWOT ANALYSIS
POSITIVE
STRENGTHS OPPORTUNITIES
Good
Goodreputation
reputation(Thai)
(Thai)
Brand
Brand==category High
category Highgrowth
growthrate
rate
High
High marketshare
market share SKU diversification
TO
TOBUILD
BUILD SKU diversification
Good
Good productquality
product New
quality Newproduct
productform
form
Good distribution Higher
Good distribution Higherconsumer
consumerawareness
awareness
Resourceful
Resourcefulfinance Brand
finance Brandextension
extension
Good
Goodproduction
production
INTERNAL EXTERNAL
REDBULL
REDBULL
Expensive
Expensivepricing New
pricing Newmarket
marketentries
entries
Sales focus promotion with
Sales focus promotion with powerfulbrand
powerful brandbuilding
building
No
Nobrand
brandbuilding
building Attacked from other beverages
Attacked from other beverages
Little innovation Product
Little innovation Productform
form&&packaging
packaging
Only
Onlyininkey
keycities
cities TO
TOFORSEE
FORSEE diversification
diversification
Low
Lowchannel
channelcoverage Consumer
coverage Consumercostcostsensitivity
sensitivity
Family business
Family business

WEAKNESSES NEGATIVE THREATS

 MARKET POTENTIAL
BEER
ENERGY DRINKS 5%
4%

CSD
COFFEE 29%
15%
Broad
Broadproduct
productmarket
market
==energy drink
energy drink
==4%
4%xx33billion
billion
BOTTLED ==120
WATER
120million
millionliters
liters/year
/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
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN

6. Sustainable Competitive
(Xaùc laäp lôïi theá caïnh tranh).

ƒ Xaùc laäp nhöõng yeáu toá lôïi theá caïnh tranh.

ƒ Taïo neân söï khaùc bieät.
ƒ Caïnh tranh veà giaù.
ƒ Caïnh tranh taäp trung .
ƒ Caïnh tranh theo thò tröôøng ngaùch.
 The route to Sustainable Competitive
Advantage (SCA)
Differentiation High
Price
Sales Revenue
High
Volume

Economies Low Business

Lower of Scale Risk Positive
Operations SCA
Costs Learning Low Financial NPV
Curve Risk

Gearing
Interest Cover High Cash
Financial
Working Capital Ratio Flows
Operational Leverage
From Sri Srikanthan, Cranfield School of Management
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN

7. Marketing Objectives
(Xaùc laäp muïc tieâu tieáp thò).

ƒ Muïc tieâu veà thò phaàn.

ƒ Muïc tieâu veà phaân khuùc.
ƒ Muïc tieâu veà truyeàn thoâng.
ƒ Muïc tieâu doanh soá .
ƒ Xaùc laäp caùc chæ soá ño löôøng muïc tieâu
(SMART).
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN
8. Marketing Strategy
(Chieán löôïc tieáp thò).
ƒ Chieán löôïc phaùt trieån.
ƒ Phaùt trieån saûn phaåm hieän taïi.
ƒ Phaùt trieån saûn phaåm môùi.
ƒ Phaùt trieån thò tröôøng môùi.
ƒ Nhöôïng quyeàn.
ƒ Chieán löôïc khoâng phaùt trieån.
ƒ Chieán löôïc ruùt lui.
ƒ Chieán löôïc boø söõa.
ƒ Chieán löôïc naém giöû.
 Strategic marketing planning
• What is our purpose?
• What is our Market?
• Who are our customers?
• What are our products?
• What does the customer need?
• How well do our products satisfy
these needs?
• What are our objectives?
• How can we allocate our resources
optimally?
• What are our strategies?
– What new products should be
developed?
– How should we price our products?
– What should our channel
strategies be?
– What service levels should we
provide for our different customer
groups?
– How should we communicate with
our target markets?
• How should we measure the effectiveness
of our plan?
 Ansoff matrix
PRODUCTS
increasing technological newness
Present New

Present Market Product

Penetration Development
MARKETS
increasing
market
newness
Market
New Diversification
Extension
 Strategic planning exercise (gap analysis) 1 revenue
1. OBJECTIVE
(A) Start by plotting the sales position you wish to achieve at the
end of the planning period, point E.
(B) Next plot the forecast revenue position, point A
2. GAPANALYSIS (Productivity)
Are there any actions you can take to close the gap under the
following headings? Plot the total value of these on the Gap
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

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 point
Market 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 3
Market 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:\mm5\spexerc1.cdr
 Strategic planning exercise (gap analysis) 2 profit
1. OBJECTIVE
(A) Start by plotting the profit position you wish to achieve at the
end of the planning period, point E.
(B) Next plot the forecast profit position, point A
2. GAPANALYSIS (Productivity)
Are there any actions you can take to close the gap under the
following headings? Plot the total profit value of these on the Gap
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
od 1
Pr t 2

Et ct 3

Pr ct
Pr uct

Pr uct
Pr uct
t

ANSOFF PRODUCT/MARKET (MARKET PENETRATION)

uc
uc

uc

u
u

od

od
od

od

(A) List principle products on the horizontal axis and principle

c.
c.
c.

Pr

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 point
Market 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 3
Market 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.
 The marketing The output of the marketing planning process Marketing theory Financial theory /
Planning process
Strategic marketing plan contents (Structures, frameworks, models) Structure

Phase 1 Mission statement

Goal setting
Financial summary
Marketing audit Competitor analysis
Market research Industry/sector analysis
Phase 2 Market segmentation studies Risk evaluation
Market overview Gap analysis Ratio analysis, valuation studies
Market structure
Situation 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 theory
Phase 3 Marketing (By product)
Objectives (By segment)
Strategy
(Overall) Porter matrix Performance targets / ratios
Formulation 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 matrix
Phase 4 Resource Forecasting Integrated financial planning
Resource Requirements Budgeting Limiting resource analysis
Allocation
And monitoring Measurement and review
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 introduced
The pattern of Product
Development Prototypes

Development

Designs

Plans
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN

9. Brand positioning strategy

(Ñònh vò thöông hieäu).

ƒ Ñònh vò theo thuoäc tính.

ƒ Ñònh vò theo lôïi ích cho NTD.
ƒ Ñònh vò theo lôïi ích saûn phaåm.
ƒ Ñònh vò theo thò tröôøng .
ƒ Ñònh vò theo caïnh tranh.
ƒ Ñònh vò phaân caáp saûn phaåm.
 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 selectively
Market Share dominance milk for earnings segment
Forego share for profit in share

Differentiation - line Prune for less successful Emphasise product Differentiation - line
Products Aggressively prune
expansion differentiate for segments quality expansion

Lead - Aggressive Aggressive - price for

Price pricing for share
Stabilise prices / raise Maintain or raise Raise
share

Aggressive Aggressive
Promotion marketing
Limit Maintain selectively Minimise marketing

Broaden Hold wide Gradually withdraw Limited coverage

Distribution distribution distribution pattern
Segment
distribution

Tight control - go for Emphasise cost reduction Aggressively reduce Tight - but not at expense
Cost Control scale economies viz. variable costs
Tight control
fixed & variable of entrepreneurship

Expand, invest (organic Maximise capacity Increase productivity Free up capacity Invest
Production acquisition, joint venture) utilisation e.g. specialisation

Focus on specific None Invest

R&D Expand - invest projects
Invest selectively

Maintain, reward
Upgrade management Invest
Personnel in key functional areas
efficiency, Allocate key managers Cut back organisation
tighten organisation

Minimise & divest Fund growth

Investment Fund growth Limit fixed investment Invest selectively
opportunistically

Tighten Credit- reduce

Reduce in process - Reduce Aggressively reduce Invest
Working Capital extend credit
accounts receivable
increase inventory turn
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN

10. Marketing mix strategy

(Keá hoïach tieáp thò tích hôïp)
ƒ Chieán löôïc saûn phaåm.
ƒ Chieán löôïc ñònh giaù.
ƒ Chieán löôïc phaân phoái-baùn haøng.
ƒ Chieán löôïc quaûng baù saûn phaåm .
ƒ Chieán löôïc truyeàn thoâng tích hôïp.
 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 Analysis
Phase One Assumptions
Goal Setting
2. Corporate Objectives Marketing Objectives and Strategies
3 Year Forecast and Budgets
3. Marketing Audit

4. SWOT Analysis
Phase Two
Situation Review
5. Assumptions

6. Marketing Objectives and Strategies

7. Estimate Expected Results

Phase Three
Strategy Formulation
8. Identify Alternative Plans and Mixes

9. Budget Measurement
and
Phase Four Review
Resource Allocation & Monitoring
10. 1st Year Detailed Implementation Programme

© Professor Malcolm McDonald, Cranfield School of Management

 The marketing The output of the marketing planning process Marketing theory Financial theory /
Planning process
Strategic marketing plan contents (Structures, frameworks, models) Structure

Phase 1 Mission statement

Goal setting
Financial summary
Marketing audit Competitor analysis
Market research Industry/sector analysis
Phase 2 Market segmentation studies Risk evaluation
Market overview Gap analysis Ratio analysis, valuation studies
Market structure
Situation 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 theory
Phase 3 Marketing (By product)
Objectives (By segment)
Strategy
(Overall) Porter matrix Performance targets / ratios
Formulation 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 matrix
Phase 4 Resource Forecasting Integrated financial planning
Resource Requirements Budgeting Limiting resource analysis
Allocation
And monitoring Measurement and review
 Elements of the
Marketing Communications Mix

1.
1.Advertising
Advertising

5.
5.Direct
DirectMarketing
Marketing 2.
2.Public
PublicRelations
Relations

3.
3.Sales
Sales
4.
4.Personal
Personal Selling
Selling Promotion
Promotion

Integrated Marketing Communications (IMC)

is the strategic integration of multiple means of
communicating with target markets
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN

11. Budget Marketing plan

(Ngaân saùch tieáp thò).
ƒ Above the line.
ƒ Tv
ƒ Print
ƒ …
ƒ Below the line.
ƒ Trade show
ƒ Direct marketing
ƒ other
™ Muïc tieâu Marketing:
9 Ñaït doanh thu 3,000,000 USD

TOÙM LÖÔÏC
9 Ñaït soá löôïng söõa boät baùn ra 640 taán
9 % thò phaàn chieám lónh 18%
9 Möùc ñoä nhaän bieát TOM
™ Muïc tieâu ñoái thoaïi:
60%
NGAÂN SAÙCH
9 Taïo nhaän bieát roäng raõi vaø yeâu thích nhaõn hieäu
Thuùc ñaåy tieâu thuï.
9 Phöông tieän truyeàn thoâng chuû ñaïo:
- TVC 476 kyø phaùt
- Print Ads 41 kyø phaùt
- POSM (tôø rôi, brochure, banner, keä tröng baøy, poster)
9 Keânh truyeàn thoâng:
- Baùo PNTP, Thanh nieân, PN Aáp Baéc, PNVN.
- Haø Noäi, HTV7, TH Ñaø Naüng, TH Vónh Long
™ Phaân boå Ngaân saùch:
9 TVC 55% 66,000 USD
9 Print Ads 18.33% 22,000 USD
9 POSM 8.33% 10,000 USD
9 Press 8.33% 7,500 USD
9 Free Sampling 1.68% 2,000 USD
9 Döï phoøng 10,41% 12,500 USD
- Promotion 10,000 USD
- Phaùt tôø rôi 2,500 USD
120,000 USD
9 Tính ra chi phí tieáp thò/saûn phaåm 280ñ/100gr
 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
 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 2003-2005
QUAÛ NG CAÙ O
Truyeà n hình
HTV7 200 200
VTV3 200 200
Baù o/ Taï p chí
Tuoå i treû TPHCM (Soá Thöù Baû y ) 15 15 30
Tieá p thò & Gia ñình 24 12 12 12 12 12 12 12 108
Theá giôù i Phuï nöõ 13 26 13 13 65
Toå 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 I
Giaû m giaù 15 15 30
Quaû ng caù o treâ n baù o / taï p chí veà khuyeá n maõ i 13 7 20
Baê ng roâ n, daâ y côø , aù p phích hoã trôï 4 1 5
PR (baù o chí) hoã trôï 1 0.5 1.5
Toå 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%
PR
Giôù i thieä u saû n phaå m KITA
Ñöa tin 1 1 2
Hoä i thaû o 3 3
Hoï p baù o 3 3
Ñaê ng baø i veà trang söù c KITA 2 2
Cuoä 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 26
Nhaä n baø i thi 0.5 0.5
Chaá m baø i 2.5 2.5
Trao giaûi 3 3
Toå 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 QC
TVC 120 120
Print ad quaû ng caù o treâ n baù o 3 3
Toå ng coäng (Trieä u ñoà ng) 123 123
%/ Toå ng ngaâ n saù ch 6.4% 6.4%
PHAÂ N PHOÁI/ TRÖNG BAØ Y
Thi baø y bieä n baù n leû 30 50 80
Keä tröng baøy /POSM 60 60
Toå 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
Media Plan
Media Plan
Media Plan
Media Plan
MAÃU THAM KHAÛO
 ÑEÀ CÖÔNG HÖÔÙNG DAÃN

12. Marketing audit

(Ñaùnh giaù hoïat ñoäng tieáp thò).
ƒ Market size.
ƒ Marketing investment.
ƒ Customer loyalty.
ƒ Market value.
ƒ Brand awareness.
ƒ Distribution coverage.
ƒ Price elesticity.
 Summary - the marketing audit checklist
External audit
Business and economic environment Internal audit
– economic
– political/fiscal/legal marketing operational variable
– social/cultural
– technological
– intra company
own company
The market
Total 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:
Competition
Major competitors – product management
size – price
market share/coverage – distribution
market standing/reputation – promotion
production capabilities – operations and resources
distribution policies
marketing methods
extent of diversification
personal issues
international links
profitability
key strengths and weaknesses
HEÄ THOÁNG NHAÄN DIEÄN
THÖÔNG HIEÄU
Nhoùm Dz
PHAÂN COÂNG NHIEÄM VUÏ
THÖÏC HIEÄN ÑEÀ AÙN
 THANH VIEN

Logo nhoùm 08 Card nhoùm 08

Nhoùm Tröôûng
Duy Taân

Huy Cöôøng Hoà Baûo Tuaán Huøng Hoà Nhu

Lan Anh Thu Thaûo Baûo Anh Phöông Thaûo Thanh Truùc Phöông Linh
HOÏA ÑOÀ NAÕO SÖÛ DUÏNG HÌNH AÛNH, MAØU SAÉC VAØ NGOÂN TÖØ
PHAÙT TRIEÅN YÙ TÖÔÛNG ÑEÀ TAØI
Ms Nguyeãn Thò Thu
Thuøøy Döông
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
Mr Nguyeãn Höõu Ha
Höõ Haûûo
– 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
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
 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 tröôøng

Creative Power
 THÔØI GIAN THÖÏC HIEÄN
ID 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 Mar
0Project1 314 days Mon 3/3/03 Tue 3/16/04
1 NGHIEÂN CÖÙU THÒ TRÖÔØNG 45 days Mon 3/3/03 Wed 4/16/03
2 QUAÛNG CAÙO BAÙO & TV 65 days Thu 4/17/03 Fri 6/20/03
3 SAÙNG TAÏO YÙ TÖÔÛNG 20 days Thu 4/17/03 Tue 5/6/03
4 PRODUCTION 45 days Wed 5/7/03 Fri 6/20/03
5 TVC 45 days Wed 5/7/03 Fri 6/20/03
6 Print Ad 45 days Wed 5/7/03 Fri 6/20/03
7 Catalogue 45 days Wed 5/7/03 Fri 6/20/03
8 Brochure 45 days Wed 5/7/03 Fri 6/20/03
9 Logo 45 days Wed 5/7/03 Fri 6/20/03
10 CONCEPT FOR PR 15 days Thu 6/5/03 Thu 6/19/03
11 CONCEPT FOR MEDIA 15 days Thu 6/5/03 Thu 6/19/03
12 BOOK MEDIA 1 day Fri 6/20/03 Fri 6/20/03
13 HOÄI NGHÒ KHAÙCH HAØNG 1 day Sat 6/21/03 Sat 6/21/03
14 THOÂNG CAÙO BAÙO CHÍ 10 days Sun 6/22/03 Tue 7/1/03
15 LAÀN 1 1 day Sun 6/22/03 Sun 6/22/03
16 LAÀN 2 1 day Tue 7/1/03 Tue 7/1/03
17 QUAÛNG CAÙO 180 days Sat 7/5/03 Tue 3/2/04
18 TVC 30 days Sat 7/5/03 Tue 8/5/03
19 BAÙO 180 days Sat 7/5/03 Tue 3/2/04
20 NGAØY TUNG SAÛN PHAÅM 1 day Thu 7/10/03 Thu 7/10/03
21 ÑAÙNH GIAÙ CHAÁT LÖÔÏNG 10 days Wed 3/3/04 Tue 3/16/04
 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
 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).
 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.
 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 Ñieåm

Phöông phaùp thöïc hieän 20%
Trình baøy ñeà taøi 20%
Chieán löôïc nhaát quaùn 30%
Tính khaû thi 30%
• CHUÙC CAÙC BAÏN
THAØNH COÂNG !