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HNG DAN
EAN TOT NGHI EP
XAY DNG
KEHOACH TI EP TH
CHO SAN PHAM MI
Ngan sach 400.000 USD _800.000 USD.
Chien lc Tiep th : 3 nam
Ke hoach tiep th : 1 nam
ECNG
HNG DAN
F CONG HONG DAN
1. Market Anal ysi s_ Phan tch thtrng.
2. The Marketi ng Envi ronment_ Moi trng ti ep th.
3. Consumer Anal ysi s_ Phan tch khach hang muc ti eu.
4. Current Si tuati on Anal ysi s_ Tnh huong hi en tai DN.
5. Competi tor Anal ysi s _ Phan tch oi thucanh tranh.
6. Sustai nabl e Competi ti ve_ Xac l ap l i thecanh tranh.
7. Marketi ng Obj ecti ves_ Xac l ap muc ti eu ti ep th.
8. Marketi ng Strategy _ Chi en l c ti ep th.
9. Brand posi ti oni ng strategy_ nh vthng hi eu.
10. Marketi ng mi x strategy_ Kehoach ti ep thtch hp.
11. Budget Marketi ng pl an_ Ngan sach ti ep th.
12. Marketi ng audi t _ anh gi ahoat ong ti ep th.
Tom
lc
e
an
Marketing Strategy Planning Process
Marketing Strategy Planning Process
Technology Political & Legal Social & Cultural Economic
Company
Company
Mission, Objectives, Mission, Objectives,
& Resources & Resources
Competitors
Competitors
Current & Current &
Prospective Prospective
S. S.
W. W.
O. O.
T T. .
Target
Market
Product
Product
Price
Price
Promotion
Promotion
External Market Environment External Market Environment
Targeting &
Targeting &
Segmentation
Segmentation
Positioning &
Positioning &
Differentiation
Differentiation
Narrowing
Narrowing down down to focused strategy to focused strategy with quantitative and qualitative with quantitative and qualitative screening criteria screening criteria
Place
Place
Customers
Customers
Needs and other Needs and other
Segmenting Segmenting
Dimensions Dimensions
1. Market Anal ysi s.
(Phan tch thtrng).
Quy mothtrng.
Xu hng nganh hang.
Phan khuc thtrng.
Thtrng muc ti eu.
ECNG HNG DAN
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
2. The Marketi ng Envi ronment
(Moi trng ti ep th).
Xu hng van hoa/ xahoi .
Xu hng ki nh tetong the.
Xu hng chnh tr/ phap l y/ theche.
Xu hng vesi nh thai hoc/ moi trng.
Xu hng khoa hoc vacong nghe.
ECNG HNG DAN
Bases for Industry Analysis
Bases for Industry Analysis
Market
Factors
Size
Growth
Stage in life cycle
Cyclicity
Seasonality
Marketing mix
Profits
Financial ratios
Competitive
Factors
Concentration
Power of buyers
Power of suppliers
Rivalry
Threat of substitutes
Capacity utilization
Entries and exits
Environmental
Factors
Technology
Economic
Social
Political
Regulatory
3. Consumer Anal ysi s
(Phan tch khach hang muc ti eu).
anh gi anhu cau/ mong muon.
Yeu tohap dan cua san pham.
Li ch-trai nghi em toan di en.
Hanh vi -quyet nh ti eu dung.
Ngan sach chi ti eu.
Cac cong cu ti ep thc NTD chap nhan.
Ni em ti n vao san pham vadch vu.
i song cua chan dung NTD.
ECNG HNG DAN
Thu nhap
29%
28%
7%
3% 1%
1%
1%
2%
7%
21%
Under 700
From 700 to 1,400
From 1,400 to 2,100
From 2,100 to 4,200
From 4,200 to 7,000
From 7,000 to 10,500
From 10,500 to 14,000
Above 14,000
None
Refuse
Thu nhap bnh quan thanh th
Nguon: Tayor Nelson Sofres
VT: trieu ong
Nhom
thu
nhap
cao
chiem
32%
32%
Customer
Customer
-
-
based brand equity pyramid
based brand equity pyramid
Stage 2: Customers and Transactions
Step 4 - Who Buys What
Customers and their purchases
Step 2 - Who Buys
Customer profiling
Step 5 - Why it is Bought
Customer needs
Step 6 - Forming Segments
Combining similar customers
Step 7 - Segment Checklist
Reality check
Step 1 - Market Mapping
Structure and decision makers
Stage 3: Segmenting the Market
Stage 1: Your Market and How It Operates
Step 3 - What is Bought
Purchase options
The market segmentation process
THE BUYERS EXPERIENCE CYCLE
Kim and Mauborgne, HBR, September-October 2000
Purchase Delivery Use
Supplements Maintenance
Disposal
How long does
it take to find
the product you
need?
Is the place of
purchase attrac-
tive and access-
ible?
How secure is the
transaction
environment?
How rapidly can
you make a
purchase?
How long does
it take to get
the product
delivered?
How difficult is
it to unpack and
install the new
product?
Does the
product
require
training or
expert
assistance?
Is the product
easy to store
when not in
use?
How effective
are the products
features and
functions?
Do you need
other products
and services to
make this
product work?
If so, how costly
are they?
Does the
product
require
external
maintenance?
How easy is it
to maintain
and upgrade
the product?
Does use of the
product create
waste items?
How easy is it
to dispose of
the product?
4. Current Si tuati on Anal ysi s
(Tnh huong hi en tai DN)
anh gi acac chng trnh Marketi ng.
Phan tch i em i em manh.
Phan tch i em i em yeu.
Phan tch c hoi .
Phan tch cac nguy c anh hng en ti ep th.
ECNG HNG DAN
KEY MARKET INDICATOR
KEY MARKET INDICATOR
STRATEGIC BUSINESS DECISIONS
STRATEGIC BUSINESS DECISIONS
ABS
(Average Brand
Strength)
ABS
(Average Brand
Strength)
TOOL 1
TOOL 1
ABS c tnh t
Awareness, Trial, Share,
Coverage
Tng ngn sch qung co hay iu chnh k hoch truyn
thng? Tng hng mu hay khuyn mi y? Tng gi tr
cng thm cho thng hiu hay khuyn khch khch hng
trung thnh?
%
Total awareness
Trial
Coverage (weighted)
Share
ABS SCORE:
60
10
80
45
8
88
80
30
80
67
30
97
BRAND B
BRAND B
BRAND A
BRAND A
BRAND C
BRAND C
50
24
34
15
3
44
BRAND D
BRAND D
50
8
26
15
3
74
22
22
77
77
43
43
51
51
Hiu qu ca
thng ip
truyn thng
Hiu qu ca
thng ip
truyn thng
n tng thng hiu trong
NTDMT c khp vi nh
v?
C cn chnh sa g trong thng ip
truyn thng khng? Phng tin
truyn thng c tip cn c
NTDMT khng?
KEY MARKET INDICATOR
KEY MARKET INDICATOR
STRATEGIC BUSINESS DECISIONS
STRATEGIC BUSINESS DECISIONS
TOOL 2
TOOL 2
Row profiles and Column profiles on axes 1 and 2 (84% )
BRAND D
BRAND B
BRAND A
BRAND C
Qung co hay
Qung co nhiu
Gip n c, ng c
D tm mua
Nhn hiu uy tn
Hng ngoi
Chng lo ho
C nhn sm Cao Ly
c ngi bn gii thiu
c bc s khuyn dng
t tc dng ph
Hiu qu nhanh chng
Gip gim stress hiu qu
Hiu qu cao v tng cng tr
lc
Hiu qu cao v tng cng
th lc
Hp ti tin
ng gi ng tin
-0.15
-0.1
-0.05
0
0.05
0.1
0.15
0.2
-0.15 -0.1 -0.05 0 0.05 0.1 0.15 0.2 0.25 0.3
Gia tng cht lng cm nhn/cng thm v l do tin vo cht lng l cn thit cho
BRAND D c ng gi ng tin hn v cnh tranh trc tip vo phn khc ca
BRAND B
Tnh ph hp
ca
nh v
Tnh ph hp
ca
nh v
Cc c tnh nh v hin ti
c phi l quan trng nht
i vi NTDMT? Match
with consumers needs
C cn iu chnh / b sung / hay thm
ch ti nh v thng hiu cho ph hp
hn?
3
KEY MARKET INDICATOR
KEY MARKET INDICATOR
STRATEGIC BUSINESS DECISIONS
STRATEGIC BUSINESS DECISIONS
TOOL 3
TOOL 3
0 10 20 30 40 50 60 70 80 90 10
10
13
77
50
31
14
30
28
30
27
29
48
31
38
75
58
21
40
1
2
2
3
3
5
1
6
4
4
25
5
1
Yu t quan
trng nht
Yu t quan
trng
ang gia ong tien
Hp tui tien
Hieu qua cao ve tang cng the lc
Hieu qua cao ve tang cng tr lc
Giup giam stress hieu qua
Hieu qua nhanh chong
t co tac dung phu
c bac s khuyen dung
c ngi ban gii thieu
Co nhan sam Cao Ly
Chong lao hoa
Hang ngoai
Nhan hieu co uy tn
De tm mua
Giup an c, ngu c
Quang cao nhieu
Quang cao hay
BRAND D
BRAND D
BRAND A
BRAND A
BRAND B
BRAND B
BRAND C
BRAND C
Hot ng
tip th
& hiu qu
Hot ng
tip th
& hiu qu
NTDMT c bit, thch, v tham gia qung
co (TV, bo, radio) v cc hot ng
khuyn mi hay khng? Ti sao?
Nhng g cn hiu chnh, rt
kinh nghim hiu qu hn
trong cc hot ng tip th?
4
KEY MARKET INDICATOR
KEY MARKET INDICATOR
STRATEGIC BUSINESS DECISIONS
STRATEGIC BUSINESS DECISIONS
TOOL 4
TOOL 4
15
3
9
12
32
6
16
20
10
24
23
7
3
16
8
14
6
1
Hot ng nhn c Hot ng thch
%
BRAND D
BRAND D
BRAND A
BRAND A
BRAND B
BRAND B
BRAND C
BRAND C
Vat dung quang cao
Hoi thao
Trnh dc vien tham vieng
Phat thuoc mau
Qua tang
Giam gia/ Khuyen mai
Chng trnh trng bay SP
Tham hoi vao cac dp ac biet
An pham QC (ap phch)
13
10
12
11
29
10
12
23
7
7
17
6
6
11
6
4
9
5
12
6
10
8
21
13
11
16
8
4
12
7
5
8
4
3
11
2
11
5
11
7
19
7
13
13
9
5
13
5
7
11
4
2
5
2
Phn phi v cc
chnh sch cng ty
Phn phi v cc
chnh sch cng ty
C vn g trong phn
phi? Cc chnh sch cng
ty nh hng n mc
hi lng ca h thng phn
phi nh th no?
Ph rng hn, su hn hay phi iu chnh
chnh sch cng ty? Nn tc ng vo
doanh s, hu hng, khuyn mi, vn ti,
t hng, trng by, hay i ng bn hng?
5
KEY MARKET INDICATOR
KEY MARKET INDICATOR
STRATEGIC BUSINESS DECISIONS
STRATEGIC BUSINESS DECISIONS
TOOL 5
TOOL 5
76
93
100
75
5
12
74
6
0 10 20 30 40 50 60 70 80 90 100
Brand C
Band A
Brand B
Brand D
Nhn hiu bn
chy nht trong 3
thng qua
Nhn hiu c bn
ti hiu thuc
Tim nng
ca
th trng
Tim nng
ca
th trng
T l NTDMT c s dng sn
phm ca ngnh hng v so vi
cc ngnh hng cnh tranh gin
tip
C cn t mc tiu kch cu? Tng s
ln s dng hay lng dng sn phm
ca NTDMT? Nn m rng kinh doanh
sang cc lnh vc lin quan khng?
6
KEY MARKET INDICATOR
KEY MARKET INDICATOR
STRATEGIC BUSINESS DECISIONS
STRATEGIC BUSINESS DECISIONS
TOOL 6
TOOL 6
41
67
79
67
45
30
14
12
15
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
HCM H NI NNG
Vin nhng
Vin si
Khng s dng
Phn khc
th trng
Phn khc
th trng
Tiu chun chia phn khc, ln phn
khc
Nn nhm vo phn khc
no, c c im g?
7
A priori base = demographic profile
Non users
(Female mostly)
White collar
Blue collar
50%
10%
40%
Students
Profile of selected segment in
relation to energy drink:
Price sensitive
Seek masculinity
Need energy enhancing
Need thirst quenching
Red bull taste & flavor
Age: 18-40
SEC: BCD
Volume contribution: 70%
30%
CONCENTRATED
STRATEGY
Select only one target market
KEY MARKET INDICATOR
KEY MARKET INDICATOR
STRATEGIC BUSINESS DECISIONS
STRATEGIC BUSINESS DECISIONS
TOOL 7
TOOL 7
5. Competi tor Anal ysi s
(Phan tch oi thucanh tranh).
Thphan canh tranh.
Chng trnh ti ep th.
Thphan truyen thong.
Nhng i em khac bi et vaoc ao.
anh gi atong theSWOT.
ECNG HNG DAN
Porters five forces of competitive intensity
Threat of
New entrants
to market
Power of
Buyers
(customers)
Threat of
Potential
substitutes
Power of
Suppliers
Current competitors
Customer
Competitive intensity
Forces driving
industry
competition
Industry competitors
Intense rivalry if:
Numerous or similar sized competitors
Slow industry growth
High fixed costs
Lack of differentiation
Diverse nature of competitors
High strategic stakes
High exit barriers
(Rivalry among existing firms)
Suppliers
Powerful if:
Few suppliers
No substitutes
Industry not important
Customer of supplier group
Supplier groups products are
differentiated
Threat to forward integration
Customers
Powerful if:
Large proportions of sellers sales
High proportion of buyers costs
Undifferentiated products
Low buyer switching costs
Threat of backward integration
Sellers product not important to
quality of buyers product
Potential entrants
Threat of new entrants
Barriers to entry
Economies of scale
Product differentiation
Capital requirements
Switching costs
Access to distribution channels
Cost disadvantages additional to scale
Government policy
Entry deterring price
Experience
Threat of substitute products or services
Substitute
MARKET LEADER SWOT ANALYSIS
STRENGTHS
OPPORTUNITIES
THREATS
WEAKNESSES
REDBULL
REDBULL
INTERNAL
EXTERNAL
POSITIVE
NEGATIVE
Good reputation (Thai)
Brand = category
High market share
Good product quality
Good distribution
Resourceful finance
Good production
Good reputation (Thai)
Brand = category
High market share
Good product quality
Good distribution
Resourceful finance
Good production
High growth rate
SKU diversification
New product form
Higher consumer awareness
Brand extension
High growth rate
SKU diversification
New product form
Higher consumer awareness
Brand extension
TO FORSEE
TO FORSEE
TO BUILD
TO BUILD
Expensive pricing
Sales focus promotion
No brand building
Little innovation
Only in key cities
Low channel coverage
Family business
Expensive pricing
Sales focus promotion
No brand building
Little innovation
Only in key cities
Low channel coverage
Family business
New market entries
with powerful brand building
Attacked from other beverages
Product form & packaging
diversification
Consumer cost sensitivity
New market entries
with powerful brand building
Attacked from other beverages
Product form & packaging
diversification
Consumer cost sensitivity
MARKET POTENTIAL
CSD
29%
TEA
10%
SOYA MILK
8%
FRUIT JUICE
8%
ASIAN DRINKS
6%
MILK
9%
DKY (YOGURT)
3%
BOTTLED
WATER
3%
COFFEE
15%
ENERGY DRINKS
4%
BEER
5%
Beverage market size = market penetration x volume per cap x population
= 100% x 0.1lit x 365 x 80 million = 3 billion liters
Broad product market
= energy drink
= 4% x 3 billion
= 120 million liters /year
Broad product market
= energy drink
= 4% x 3 billion
= 120 million liters /year
6. Sustai nabl e Competi ti ve
(Xac l ap l i thecanh tranh).
Xac l ap nhng yeu tol i thecanh tranh.
Tao nen s khac bi et.
Canh tranh vegi a.
Canh tranh tap trung .
Canh tranh theo thtrng ngach.
ECNG HNG DAN
The route to Sustainable Competitive
Advantage (SCA)
Differentiation
High
Price
High
Volume
Sales Revenue
Low Business
Risk
Low Financial
Risk
Positive
NPV
SCA
Economies
of Scale
Learning
Curve
High Cash
Flows
Gearing
Interest Cover
Working Capital Ratio
Operational Leverage
Financial
Operations
Lower
Costs
From Sri Srikanthan, Cranfield School of Management
7. Marketi ng Obj ecti ves
(Xac l ap muc ti eu ti ep th).
Muc ti eu vethphan.
Muc ti eu vephan khuc.
Muc ti eu vetruyen thong.
Muc ti eu doanh so.
Xac l ap cac chsoo l ng muc ti eu
(SMART).
ECNG HNG DAN
8. Marketi ng Strategy
(Chi en l c ti ep th).
Chi en l c phat tri en.
Phat tri en san pham hi en tai .
Phat tri en san pham mi .
Phat tri en thtrng mi .
Nhng quyen.
Chi en l c khong phat tri en.
Chi en l c rut l ui .
Chi en l c bosa.
Chi en l c nam gi .
ECNG HNG DAN
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
Market
Penetration
Product
Development
Market
Extension
Diversification
Present New
increasing technological newness
increasing
market
newness
Present
New
PRODUCTS
MARKETS
Strategic planning exercise (gap analysis) 1 revenue
3. GAP ANALYSIS
4. GAP ANALYSIS
ANSOFF PRODUCT/MARKET (MARKET PENETRATION)
ANSOFF PRODUCT/MARKET MATRIX (NEW PRODUCTS/
NEW MARKETS)
(A) List principle products on the horizontal axis and principle
markets on the vertical axis. In each smaller square write in current
sales and achievable sales value during the planning period.
(B) Next, plot the market penetration position, point C. This point
will be the addition of all the values in the right hand half of the
small boxes in the Ansoff Matrix. If there is a gap, proceed to 4
below. Please note, revenue from (1) (2) (3) and (4) from the
productivity box should be deducted from the market penetration
total before plotting pointC.
Next, list the value of any new products you might develop which
you might sell to existing markets. Alternatively, or as well as, if
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
Graph above, point D. If there is still a gap proceed to 5.
5. GAP ANALYSIS
(Diversification)
6. GAP ANALYSIS
(Capital Utilisation)
Finally, list the value of any new products
you might develop for new markets until
point E is reached. (Steps 3, 4 and 5
represent a sales growth focus).
If none of this gives the required return on
investment consider changing the asset
base. This could be
(A) Acquisition
(B) Joint Venture
(Step 6 represents a capital utilisation
focus)
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. GAP ANALYSIS (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.
Market 1
E (Objective)
D (New Products/Markets)
C (Market Penetration)
B (Productivity)
A (Forecast)
Better Product Mix (1)
Better Sales Calls (4)
Charge For Deliveries
Better Customer Mix (2)
Increase Price
More Sales Calls (3)
Reduce Discounts
Total
Revenue Productivity (NB: Not all
factors are mutually exclusive)
Rev /
Vol.
t + 0 t + 1 t + 2 t + 3 (budget)
Market 1
Market 10
P
r
o
d
u
c
t

1
P
r
o
d
u
c
t

1
P
r
o
d
u
c
t

1
0
P
r
o
d
u
c
t

2
P
r
o
d
u
c
t

2
P
r
o
d
u
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t

1
1
P
r
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d
u
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t

3
P
r
o
d
u
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t

3
P
r
o
d
u
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1
2
E
t
c
.
E
t
c
.
E
t
c
.
Market 3
Market 3
Market 12
Market 2
Market 2
Market 11
Ect.
A:\mm5\spexerc1.cdr
Ect.
Ect.
Strategic planning exercise (gap analysis) 2 profit
3. GAP ANALYSIS
4. GAP ANALYSIS
ANSOFF PRODUCT/MARKET (MARKET PENETRATION)
ANSOFF PRODUCT/MARKET MATRIX (NEW PRODUCTS/
NEW MARKETS)
(A) List principle products on the horizontal axis and principle
markets on the vertical axis. In each smaller square write in current
profit and achievable profit value during the planning period.
(B) Next, plot the market penetration position, point C. This point
will be the addition of all the values in the right hand half of the
small boxes in the Ansoff Matrix. If there is a gap, proceed to 4
below.
Next, list the value of any new products you might develop which
you might sell to existing markets. Alternatively, or as well as, if
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
Graph above, point D. If there is still a gap proceed to 5.
5. GAP ANALYSIS
(Diversification)
6. GAP ANALYSIS
(Capital Utilisation)
Finally, list the profit value of any new
products you might develop for new
markets until point E is reached. (Steps 3, 4
and 5 represent a sales growth focus).
If none of this gives the required return on
investment consider changing the asset
base. This could be
(A) Acquisition
(B) Joint Venture
(Step 6 represents a capital utilisation
focus)
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. GAP ANALYSIS (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.
Market 1
E (Objective)
D (New Products/Markets)
C (Market Penetration)
B (Productivity)
A (Forecast)
Better Product Mix
Better Sales Calls
Charge For Deliveries
Better Customer Mix
Increase Price
Reduce Debtor Days
More Sales Calls
Reduce Discounts
Cost Reduction
Others (Specify)
Total
Profit Productivity (NB: Not all
factors are mutually exclusive)
Rev /
Vol.
t + 0 t + 1 t + 2 t + 3 (budget)
Market 1
Market 10
P
r
o
d
u
c
t

1
P
r
o
d
u
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t

1
P
r
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d
u
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1
0
P
r
o
d
u
c
t

2
P
r
o
d
u
c
t

2
P
r
o
d
u
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t

1
1
P
r
o
d
u
c
t

3
P
r
o
d
u
c
t

3
P
r
o
d
u
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1
2

E
t
c
.
E
t
c
.
E
t
c
.
Market 3
Market 3
Market 12
Market 2
Market 2
Market 11
Ect.
Ect.
Ect.
The output of the marketing planning process
Strategic marketing plan contents
Marketing theory
(Structures, frameworks, models)
Mission statement
Financial summary
Issue management
B.C.G. Matrix
Directional policy matrix
McDonald PRODUCTIVITY MATRIX
Blake mouton matrix
Forecasting
Budgeting
Measurement and review
Downside risk assessment
Market segmentation studies
Market research
Response elasticities
Porter matrix
Ansoff matrix
Bcg matrix
Directional policy matrix
Gap analysis
Key success factors matrix
Market research
Market segmentation studies
Market overview
Marketing
Strategies
Marketing
Objectives
Opportunities
Threats
Portfolio summary
Assumptions
Resource
Requirements
Strengths
Weaknesses
Issues to be
Addressed
Market structure
Market trends
Key market segments
Gap analysis
Marketing audit
Market research
Market segmentation studies
Gap analysis
Product life cycle analysis
Diffusion of innovation
Ansoff matrix
Forecasting
Market research
Product
Price
Promotion
Place
(4 x 4 ps)
(Positioning/branding)
Strategic focus
Product mix
Product development
Product deletion
Market extension
Target customer groups
(By product)
(By segment)
(Overall)
(By product)
(By segment)
(Overall)
(By product)
(By segment)
(Overall)
(By product)
(By segment)
(Overall)
The marketing
Planning process
Phase 1
Goal setting
Phase 2
Situation review
Phase 3
Strategy
Formulation
Phase 4
Resource
Allocation
And monitoring
Financial theory /
Structure
Profitability analysis by products
/ segments
Comparative analysis of
competitor products
Experience curves and cost
structures
Cash flows and risk evaluation
Sensitivity analysis
Integrated financial planning
Limiting resource analysis
Sensitivity analysis
Decision trees
Probability theory
Budgeting and financial
planning
Zero base budgets
Performance targets / ratios
Cost, price, volume (CPV)
analysis
Marginal and absorption costing
Activity base costing
Competitor analysis
Industry/sector analysis
Risk evaluation
Ratio analysis, valuation studies
Cost of capital
NPV analysis
Project evaluation
Life cycle costing
Development Processes and Product Planning
Phase 1
Concept
Development
Phase 2 Phase 5 Phase 4 Phase 3
System-Level
Design
Detail
Design
Testing and
Refinement
Production
Ramp-up
Tested, piloted
and introduced
Plans
Designs
Development
Prototypes
The pattern of Product
Development
9. Brand posi ti oni ng strategy
(nh vthng hi eu).
nh vtheo thuoc tnh.
nh vtheo l i ch cho NTD.
nh vtheo l i ch san pham.
nh vtheo thtrng .
nh vtheo canh tranh.
nh vphan cap san pham.
ECNG HNG DAN
Programme guidelines suggested for different
positioning on the directional policy matrix
Maintain or increase
dominance
Differentiation - line
expansion
Lead - Aggressive
pricing for share
Aggressive
marketing
Broaden
distribution
Tight control - go for
scale economies
Expand, invest (organic
acquisition, joint venture)
Expand - invest
Upgrade management
in key functional areas
Fund growth
Reduce in process -
extend credit
Maintain or slightly
milk for earnings
Prune for less successful
differentiate for segments
Stabilise prices / raise
Limit
Hold wide
distribution pattern
Emphasise cost reduction
viz. variable costs
Maximise capacity
utilisation
Focus on specific
projects
Maintain, reward
efficiency,
tighten organisation
Limit fixed investment
Tighten Credit- reduce
accounts receivable
increase inventory turn
Maintain selectivity-
segment
Emphasise product
quality
Maintain or raise
Maintain selectively
Segment
Tight control
Increase productivity
e.g. specialisation
Invest selectively
Allocate key managers
Invest selectively
Reduce
Forego share for profit
Aggressively prune
Raise
Minimise
Gradually withdraw
distribution
Aggressively reduce
fixed & variable
Free up capacity
None
Cut back organisation
Minimise & divest
opportunistically
Aggressively reduce
Invest selectively
in share
Differentiation - line
expansion
Aggressive - price for
share
Aggressive
marketing
Limited coverage
Tight - but not at expense
of entrepreneurship
Invest
Invest
Invest
Fund growth
Invest
Products
Market Share
Price
Distribution
Promotion
Cost Control
R & D
Production
Personnel
Investment
Working Capital
Invest
for growth
Maintain market
position, manage
for earnings
Selective
Manage
for cash
Opportunistic
development
10. Marketi ng mi x strategy
(Kehoach ti ep thtch hp)
Chi en l c san pham.
Chi en l c nh gi a.
Chi en l c phan phoi -ban hang.
Chi en l c quang basan pham .
Chi en l c truyen thong tch hp.
ECNG HNG DAN
The ten steps of the strategic
marketing planning process
1. Mission
2. Corporate Objectives
3. Marketing Audit
4. SWOT Analysis
5. Assumptions
6. Marketing Objectives and Strategies
7. Estimate Expected Results
8. Identify Alternative Plans and Mixes
9. Budget
10. 1st Year Detailed Implementation Programme
Phase One
Goal Setting
Phase Two
Situation Review
Phase Three
Strategy Formulation
Phase Four
Resource Allocation & Monitoring
Measurement
and
Review
The Strategic Plan
(Output of the Planning Process)
Mission Statement
Financial Summary
Market Overview
SWOT Analysis
Assumptions
Marketing Objectives and Strategies
3 Year Forecast and Budgets
Professor Malcolm McDonald, Cranfield School of Management
The output of the marketing planning process
Strategic marketing plan contents
Marketing theory
(Structures, frameworks, models)
Mission statement
Financial summary
Issue management
B.C.G. Matrix
Directional policy matrix
McDonald PRODUCTIVITY MATRIX
Blake mouton matrix
Forecasting
Budgeting
Measurement and review
Downside risk assessment
Market segmentation studies
Market research
Response elasticities
Porter matrix
Ansoff matrix
Bcg matrix
Directional policy matrix
Gap analysis
Key success factors matrix
Market research
Market segmentation studies
Market overview
Marketing
Strategies
Marketing
Objectives
Opportunities
Threats
Portfolio summary
Assumptions
Resource
Requirements
Strengths
Weaknesses
Issues to be
Addressed
Market structure
Market trends
Key market segments
Gap analysis
Marketing audit
Market research
Market segmentation studies
Gap analysis
Product life cycle analysis
Diffusion of innovation
Ansoff matrix
Forecasting
Market research
Product
Price
Promotion
Place
(4 x 4 ps)
(Positioning/branding)
Strategic focus
Product mix
Product development
Product deletion
Market extension
Target customer groups
(By product)
(By segment)
(Overall)
(By product)
(By segment)
(Overall)
(By product)
(By segment)
(Overall)
(By product)
(By segment)
(Overall)
The marketing
Planning process
Phase 1
Goal setting
Phase 2
Situation review
Phase 3
Strategy
Formulation
Phase 4
Resource
Allocation
And monitoring
Financial theory /
Structure
Profitability analysis by products
/ segments
Comparative analysis of
competitor products
Experience curves and cost
structures
Cash flows and risk evaluation
Sensitivity analysis
Integrated financial planning
Limiting resource analysis
Sensitivity analysis
Decision trees
Probability theory
Budgeting and financial
planning
Zero base budgets
Performance targets / ratios
Cost, price, volume (CPV)
analysis
Marginal and absorption costing
Activity base costing
Competitor analysis
Industry/sector analysis
Risk evaluation
Ratio analysis, valuation studies
Cost of capital
NPV analysis
Project evaluation
Life cycle costing
Elements of the
Marketing Communications Mix
1. Advertising
1. Advertising
2. Public Relations
2. Public Relations
5. Direct Marketing
5. Direct Marketing
3. Sales
Promotion
3. Sales
Promotion
4. Personal Selling
4. Personal Selling
Integrated Marketing Communications (IMC)
is the strategic integration of multiple means of
communicating with target markets
11. Budget Marketi ng pl an
(Ngan sach ti ep th).
Above the l i ne.
Tv
Pri nt

Bel ow the l i ne.
Trade show
Di rect marketi ng
other
ECNG HNG DAN
Muc tieu Marketing:
9 at doanh thu 3,000,000 USD
9 at so lng sa bot ban ra 640 tan
9 % th phan chiem lnh 18%
9 Mc o nhan biet TOM 60%
Muc tieu oi thoai:
9 Tao nhan biet rong rai va yeu thch nhan hieu
Thuc ay tieu thu.
9 Phng tien truyen thong chu ao:
- TVC 476 ky phat
- Print Ads 41 ky phat
- POSM (t ri, brochure, banner, ke trng bay, poster)
9 Kenh truyen thong:
- Bao PNTP, Thanh nien, PN Ap Bac, PNVN.
- Ha Noi, HTV7, TH a Nang, TH Vnh Long
Phan bo Ngan sach:
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 D phong 10,41% 12,500 USD
- Promotion 10,000 USD
- Phat t ri 2,500 USD
120,000 USD
9 Tnh ra chi ph tiep th/san pham 280/100gr
TOM LC
NGAN SACH
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
Ngan vach tong thc trong 2 nam (2003-200S)
Th] truong TPHCM
TH C HlF N VA FHA N O NGA N SA CH
QA NG CA O TkF N A O/ TA F CHl T9 T10 T11 T12 T1 T2 T3 T4 TS T6 T7 T8 T9 T10 T11 T12 T1 T2 T3 T4 TS T6 T7 T8 T9
QA NG CA O
Truyc n hinh
H1V7 200 200
V1V3 200 200
Ba o/ Ta p chl
1oo tro 1lHCM tSo 1ho u y) l5 l5 30
1o p th & Cu dnh 24 l2 l2 l2 l2 l2 l2 l2 l08
1ho go lho no l3 26 l3 l3 65
To ng nga n sa cb Qoa ng ca o 37 41 2S 40 12 12 12 12 12 603
" Nga n va ch 1.9" 2.1" 1.3" 2.1" 0.6" 0.6" 0.6" 0.6" 0.6" 31.3"
kHYF N MA l
Cu m gu l5 l5 30
ou ng cu o tro n bu o/ tu p ch vo khoyo n mu l3 7 20
u ng ro n, du y co , u p phch ho tro 4 l 5
lk tbu o ch) ho tro l 0.5 l.5
To ng nga n sa cb kboyc n ma i 33 23.S S6.S
"/ To ng nga n va ch 1.7" 1.2" 2.9"
Fk
Gio i thic u va n pha m ktTA
Dou tn l l 2
Ho thu o 3 3
Ho p bu o 3 3
Du ng bu vo trung so c Kl1A 2 2
Cuo c thi thic t kc trang vu c "ktTA & cuo c vo ng"
Du ng bu o qou ng cu o vo coo c th 26 26
Nhu n bu th 0.5 0.S
Chu m bu 2.5 2.S
1ruo gu 3 3
To ng nga n sa cb Fk (Tric o do ng) 1 33 2.S S.S 42
"/ To ng nga n va ch 0.1" 1.7" 0.1" 0.3" 2.2"
SA N XA T QC
1VC l20 l20
lrnt ud qou ng cu o tro n bu o 3 3
To ng co ng (Tric o do ng) 123 123
"/ To ng nga n va ch 6.4" 6.4"
FHA N FHO l/ TkNG A Y
1h bu y bo n bu n o 30 50 80
Ko trong bu y/lOSM 60 60
To ng co ng pba n pbo i/ Trong ba y (Tric o do ng) 90.1 S0 140
"/ To ng nga n va ch 4.7" 2.6" 7.3"
TO NG A T 2 S66 387 277 97 80 - 24 - - - - 24 - - 24 - 24 - - - - - - 24 1,930
Na m 2004 Na m 200S Na m 2003 To ng
2003-200S
Media Plan
Media Plan
Media Plan
Media Plan
MAU THAM KHAO
12. Marketi ng audi t
(anh gi ahoat ong ti ep th).
Market si ze.
Marketi ng i nvestment.
Customer l oyal ty.
Market val ue.
Brand awareness.
Di stri buti on coverage.
Pri ce el esti ci ty.
ECNG HNG DAN
Summary - the marketing audit checklist
External audit
Business and economic environment
economic
political/fiscal/legal
social/cultural
technological
intra company
The market
Total market, size,growth and trends (value/volume)
market characteristics, developments and trends
products
prices
physical distribution
channels
customers/consumers
communication
industry practices
Competition
Major competitors
size
market share/coverage
market standing/reputation
production capabilities
distribution policies
marketing methods
extent of diversification
personal issues
international links
profitability
key strengths and weaknesses
Internal audit
marketing operational variable
own company
sales (total, by geographical location,
industrial type, customer, by product)
market shares
profit margins/costs
marketing information/research
marketing mix variables as follows:
product management
price
distribution
promotion
operations and resources
HE THONG NHAN DIEN
THNG HIEU
Nhom Dz
PHAN CONG NHIEM VU
THC HIEN E AN
THANH VIEN
Card nbom 08
togo nbom 08
Nbom Troong
Doy Tan
tan Anb Tbo Tbao ao Anb Fboong Tbao Tbanb Troc Fboong tinb
Hoy Coong Ho ao Toan Hong Ho Nbo
HOA O NAO S DUNG HNH ANH, MAU SAC VA NGON T
PHAT TRIEN Y TNG E TAI
Ms Nguyen Th Thuy Dng Ms
Ms
Nguyen
Nguyen
Th
Th
Thu
Thu

y
y
D
D

ng
ng
inh v thng hieu
Phan tch tnh hnh canh
tranh tai th trng mien
Tay
Nghien cu th trng
Bien tap e tai
Chuan b noi dung cho
slide
Thuyet trnh e tai
Mr Nguyen Hu Hao Mr
Mr
Nguyen
Nguyen
H
H

u
u
Ha
Ha

o
o
Tnh toan ngan sach
chien dch
Chi ph truyen thong va
khuyen mai
Nghien cu th trng
Phan tch SWOT
Ke hoach PR va truyen
thong
Y tng cho TVC va
quang cao Radio
Thuyet trnh e tai
Mr Lai Phong My Linh Mr
Mr
Lai
Lai
Phong
Phong
My
My
Linh
Linh
Lap ke hoach
khuyen mai
Phan tch chan dung ai
ly tai th trng TP.
HCM
Tham gia nghien cu th
trng
Tong hp thong tin
Tham gia chuan b
thuyet trnh
Mr Le Vnh Hng
Art Director
Phan tch hnh thc
thng hieu
nh hng sang tao
cho thng hieu, truyen
thong, bao b va vat
pham QC
Thiet ke logo, bao b,
vat pham QC, e tai,
powerpoint, photo
Nghien cu th trng
Creative Power
THI GIAN THC HIEN
ID Task Name Duration Start Finish
0
Project1 314 days Mon 3/3/03 Tue 3/16/04
1
NGHIEN CU TH TRNG 45 days Mon 3/3/03 Wed 4/16/03
2
QUANG CAO BAO & TV 65 days Thu 4/17/03 Fri 6/20/03
3
SANG TAO Y TNG 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
HOI NGH KHACH HANG 1 day Sat 6/21/03 Sat 6/21/03
14
THONG CAO BAO CH 10 days Sun 6/22/03 Tue 7/1/03
15
LAN 1 1 day Sun 6/22/03 Sun 6/22/03
16
LAN 2 1 day Tue 7/1/03 Tue 7/1/03
17
QUANG CAO 180 days Sat 7/5/03 Tue 3/2/04
18
TVC 30 days Sat 7/5/03 Tue 8/5/03
19
BAO 180 days Sat 7/5/03 Tue 3/2/04
20
NGAY TUNG SAN PHAM 1 day Thu 7/10/03 Thu 7/10/03
21
ANH GIA CHAT LNG 10 days Wed 3/3/04 Tue 3/16/04
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
003 Qtr 2, 2003 Qtr 3, 2003 Qtr 4, 2003 Qtr 1, 2004
TO CHC CONG VIEC
Tuan th 1 :
Hop nhom, va tm hieu cac thanh vien, chon Nhom Trng.
Nghien cu s bo ve e Cng Hng Dan.
Tuan th 2,3 :
Thao luan chon san pham, tm hieu va anh gia Thng hieu Doanh Nghiep
(tap trung vao hoat ong tiep th)
Hoan tat e cng s bo, nh hng thc hien e tai cua nhom.
Tuan th 4,5,6 :
Thu thap thong tin thng hieu, th trng, oi thu canh tranh
Phan tch cac hoat ong tiep th va xay dng TH cua oi thu.
Nghien cu th trng canh tranh, Xac nh phan khuc, phan tch ngi tieu
dung
anh gia sc manh cua Thng hieu.
Tuan th 7,8,9 :
Xac nh chien lc Marketing.
Xay dng li the canh tranh ben vng.
Xay dng nh v thng hieu.
Len ke hoach tiep th va chng trnh hanh ong(ATL va BTL).
Thiet ke chi tiet chng trnh hanh ong trong mot nam.
Tuan th 10 :
Tong hp, trnh bay e an, in an.
Tuan th 11:
Chuan b bao cao
TRNH BAY E CNG
(np cho Ban T Chc)
Mo ta s bo, tong quan ve doanh nghiep va
thng hieu san pham(1 trang A 4).
anh gia s bo li the canh tranh (SWOT)
cua thng hieu o (1 trang A 4).
e cng chi tiet nh hng dan, nhng d
kien se lam trong ke hoach tiep th (3 trang
A 4).
Thi gian bieu e hoan thanh e an va phan
cong cong viec(1 trang A 4).
Tieu ch anh gia e tai :
1. Phan tch chien lc mot cach he thong va co tnh
thc tien.
2. Chien lc tiep th da vao thc tien canh tranh cua
nganh hang.
3. The hien ay u Chien lc: San pham, Gia, Phan
phoi, Truyen thong.
4. a ra c phng thc to chc quan ly phan phoi
va ban hang.
5. Phan bo ngan sach phu hp vi muc tieu tiep th
(ATL va BTL).
6. Co Phng thc quan tr, anh gia, theo doi va ieu
chnh ke hoach tiep th.
7. The hien tot va sang tao chng trnh hanh ong
trong mot nam da tren chien lc 3 nam.
CHAM IEM E TAI
THEO THANG IEM 10
Tieu ch iem
Phng phap thc hien
20%
Trnh bay e tai
20%
30%
30%
Chien lc nhat quan
Tnh kha thi
iem danh cho trnh bay e tai: 4 iem
iem danh cho luan van cua nhom: 6 iem
CHUC CAC BAN
THANH CONG !