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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 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.
Toùmlöôïcñeàaùn
Marketing Strategy Planning ProcessMarketing Strategy Planning Process
Technology Political & Legal Social & Cultural Economic
CompanyCompanyMission, Objectives, Mission, Objectives,
& Resources& Resources
CompetitorsCompetitorsCurrent &Current &ProspectiveProspective
S.S.W.W.O.O.TT..
TargetMarket
ProductProduct PricePrice
PromotionPromotion
External Market EnvironmentExternal Market Environment
Targeting &Targeting &SegmentationSegmentation
Positioning &Positioning &DifferentiationDifferentiation
Narrowing Narrowing downdown to focused strategy to focused strategy with quantitative and qualitativewith quantitative and qualitative screening criteriascreening criteria
PlacePlace
CustomersCustomersNeeds and otherNeeds and other
SegmentingSegmentingDimensionsDimensions
1. Market Analysis.(Phaân tích thò tröôøng).
Quy moâ thò tröôøng.Xu höôùng ngaønh haøng.Phaân khuùc thò tröôøng.Thò tröôøng muïc tieâu.
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
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 profitabilityCarry out a formal marketing audit
2. 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.
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
Bases for Industry AnalysisBases 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
EnvironmentalFactors
• Technology
• Economic
• Social
• Political
• Regulatory
3. 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.
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
Thu nhaäp
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 nhaäp bình quaân ôû thaønh thò
Nguoàn: Tayor Nelson Sofres
ÑVT: trieäu ñoàng
Nhoùmthu
nhaäpcao
chieám32%32%
CustomerCustomer--based brand equity pyramidbased brand equity pyramid
Stage 2: Customers and Transactions
Step 4 - Who Buys WhatCustomers and their purchases
Step 2 - Who BuysCustomer profiling
Step 5 - Why it is BoughtCustomer needs
Step 6 - Forming SegmentsCombining similar customers
Step 7 - Segment ChecklistReality check
Step 1 - Market MappingStructure and decision makers
Stage 3: Segmenting the Market
Stage 1: Your Market and How It Operates
Step 3 - What is BoughtPurchase options
The market segmentation process
THE BUYER’S EXPERIENCE CYCLE
Kim and Mauborgne, HBR, September-October 2000
Purchase Delivery Use Supplements Maintenance Disposal
How long doesit take to findthe product youneed?
Is the place ofpurchase attrac-tive and access-ible?
How secure is thetransactionenvironment?
How rapidly canyou make apurchase?
How long doesit take to getthe productdelivered?
How difficult isit to unpack andinstall the newproduct?
Does theproductrequiretraining orexpertassistance?
Is the producteasy to storewhen not inuse?
How effectiveare the product’sfeatures and functions?
Do you needother productsand services tomake thisproduct work?
If so, how costlyare they?
Does theproductrequireexternalmaintenance?
How easy is itto maintainand upgradethe product?
Does use of theproduct createwaste items?
How easy is itto dispose ofthe product?
4. 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.
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONS
ABS (Average Brand
Strength)
ABS (Average Brand
Strength)
TOOL 1TOOL 1
ABS được tính từAwareness, Trial, Share, Coverage
Tăng ngân sách quảng cáo hay điều chỉnh kế hoạch truyềnthông? Tặng hàng mẫu hay khuyến mãi đẩy? Tăng giá trịcộng thêm cho thương hiệu hay khuyến khích khách hàngtrung thành?
%
Total awareness
Trial
Coverage (weighted)
Share
ABS SCORE:
60
10
80
458
88
80
30
80
6730
97
BRAND BBRAND BBRAND ABRAND A BRAND CBRAND C
50
24
34
153
44
BRAND DBRAND D
50
8
26
153
74
2222 7777 4343 5151
Hiệu quả củathông điệp
truyền thông
Hiệu quả củathông điệp
truyền thông
Ấn tượng thương hiệu trongNTDMT có khớp với ý đồ địnhvị?
Có cần chỉnh sửa gì trong thông điệptruyền thông không? Phương tiệntruyền thông có tiếp cận đượcNTDMT không?
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 2TOOL 2
Row profiles and Column profiles on axes 1 and 2 (84% )
BRAND DBRAND B
BRAND A
BRAND C
Quảng cáo hay
Quảng cáo nhiều
Giúp ăn được, ngủ được
Dễ tìm mua
Nhãn hiệu uy tín
Hàng ngoại
Chống lão hoá
Có nhân sâm Cao LyĐược người bán giới thiệu Được bác sĩ khuyên dùng
Ít tác dụng phụHiệu quả nhanh chóng
Giúp giảm stress hiệu quả
Hiệu quả cao về tăng cường trí lực
Hiệu quả cao về tăng cường thể lực
Hợp túi tiền
Đáng giá đồng tiền
-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 tăng “chất lượng cảm nhận/cộng thêm” và “lý do để tin vào chất lượng” là cần thiết choBRAND D để được “đáng giá đồng tiền” hơn và cạnh tranh trực tiếp vào phân khúc củaBRAND B
Tính phù hợpcủa
định vị
Tính phù hợpcủa
định vị
Các đặc tính định vị hiện tạicó phải là quan trọng nhấtđối với NTDMT? Match with consumers’ needs
Có cần điều chỉnh / bổ sung / hay thậmchí tái định vị thương hiệu cho phù hợphơn?3
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 3TOOL 3
0 10 20 30 40 50 60 70 80 90 1010
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
Yếu tố quantrọng nhất
Yếu tố quantrọng
Ñaùng giaù ñoàng tieàn
Hôïp tuùi tieàn
Hieäu quaû cao veà taêng cöôøng theå löïc
Hieäu quaû cao veà taêng cöôøng trí löïc
Giuùp giaûm stress hieäu quaû
Hieäu quaû nhanh choùng
Ít coù taùc duïng phuï
Ñöôïc baùc só khuyeân duøng
Ñöôïc ngöôøi baùn giôùi thieäu
Coù nhaân saâm Cao Ly
Choáng laõo hoùa
Haøng ngoaïi
Nhaõn hieäu coù uy tín
Deã tìm mua
Giuùp aên ñöôïc, nguû ñöôïc
Quaûng caùo nhieàu
Quaûng caùo hay
BRAND DBRAND D
BRAND A BRAND A
BRAND BBRAND B
BRAND CBRAND C
Hoạt độngtiếp thị
& hiệu quả
Hoạt độngtiếp thị
& hiệu quả
NTDMT có biết, thích, và tham gia quảngcáo (TV, báo, radio) và các hoạt độngkhuyến mãi hay không? Tại sao?
Những gì cần hiệu chỉnh, rútkinh nghiệm để hiệu quả hơntrong các hoạt động tiếp thị?
4
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 4TOOL 4
15
3
9
12
32
6
16
20
10
24
23
7
3
16
8
14
6
1
Hoạt động nhận được Hoạt động thích
%
BRAND DBRAND D BRAND A BRAND A BRAND BBRAND B BRAND CBRAND C
Vaät duïng quaûng caùo
Hoäi thaûo
Trình döôïc vieân thaêm vieáng
Phaùt thuoác maãu
Quaø taëng
Giaûm giaù/ Khuyeán maõi
Chöông trình tröng baøy SP
Thaêm hoûi vaøo caùc dòp ñaëc bieät
AÁn phaåm QC (aùp phích…) 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
Phân phối và cácchính sách công tyPhân phối và các
chính sách công ty
Có vấn đề gì trong phânphối? Các chính sách côngty ảnh hưởng đến mức độhài lòng của hệ thống phânphối như thế nào?
Phủ rộng hơn, sâu hơn hay phải điều chỉnhchính sách công ty? Nên tác động vàodoanh số, huê hồng, khuyến mãi, vận tải, đặt hàng, trưng bày, hay đội ngũ bán hàng?5
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 5TOOL 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
Nhãn hiệu bánchạy nhất trong 3tháng qua
Nhãn hiệu có bántại hiệu thuốc
Tiềm năngcủa
thị trường
Tiềm năngcủa
thị trường
Tỉ lệ NTDMT có sử dụng sảnphẩm của ngành hàng và so vớicác ngành hàng cạnh tranh giántiếp
Có cần đặt mục tiêu kích cầu? Tăng sốlần sử dụng hay lượng dùng sản phẩmcủa NTDMT? Nên mở rộng kinh doanhsang các lĩnh vực liên quan không?6
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 6TOOL 6
41
6779
67
4530
14 12 15
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
HCM HÀ NỘI ĐÀ NẴNG
Viên nhộng
Viên sủi
Không sử dụng
Phân khúcthị trường
Phân khúcthị trường
Tiêu chuẩn chia phân khúc, độ lớn phânkhúc
Nên nhắm vào phân khúcnào, có đặc điểm gì?
7
A priori base = demographic profile
Non users(Female mostly)
White collar
Blue collar
50%
10%
40%Students
Profile of selected segment inrelation to energy drink:
Price sensitiveSeek masculinity
Need energy enhancingNeed thirst quenchingRed bull taste & flavor
Age: 18-40
SEC: BCD
Volume contribution: 70%
30%
CONCENTRATEDSTRATEGY
Select only one target market
KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 7TOOL 7
5. 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.
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
Porter’s five forces of competitive intensity
Threat ofNew entrants
to market
Power ofBuyers
(customers)
Threat ofPotential substitutes
Power ofSuppliers
Current competitors
Customer
Competitive intensity
Forces driving industry
competition
Industry competitorsIntense rivalry if:Numerous or similar sized competitorsSlow industry growthHigh fixed costsLack of differentiationDiverse nature of competitorsHigh strategic stakesHigh exit barriers
(Rivalry among existing firms)
Suppliers
Powerful if:Few suppliersNo substitutesIndustry not importantCustomer of supplier groupSupplier group’s products are differentiatedThreat to forward integration
CustomersPowerful if:Large proportions of seller’s salesHigh proportion of buyer’s costsUndifferentiated productsLow buyer switching costsThreat of backward integrationSeller’s product not important to quality of buyer’s product
Potential entrants
Threat of new entrants
Barriers to entryEconomies of scale
Product differentiationCapital requirements
Switching costsAccess to distribution channels
Cost disadvantages additional to scaleGovernment policy
Entry deterring priceExperience
Threat of substitute products or services
Substitute
MARKET LEADER SWOT ANALYSIS
STRENGTHS OPPORTUNITIES
THREATSWEAKNESSES
REDBULLREDBULLINTERNAL EXTERNAL
POSITIVE
NEGATIVE
Good reputation (Thai)Brand = categoryHigh market shareGood product qualityGood distributionResourceful financeGood production
Good reputation (Thai)Brand = categoryHigh market shareGood product qualityGood distributionResourceful financeGood production
High growth rateSKU diversificationNew product form Higher consumer awarenessBrand extension
High growth rateSKU diversificationNew product form Higher consumer awarenessBrand extension
TO FORSEETO FORSEE
TO BUILDTO BUILD
Expensive pricingSales focus promotionNo brand buildingLittle innovationOnly in key citiesLow channel coverageFamily business
Expensive pricingSales focus promotionNo brand buildingLittle innovationOnly in key citiesLow channel coverageFamily business
New market entries with powerful brand buildingAttacked from other beveragesProduct form & packaging diversificationConsumer cost sensitivity
New market entries with powerful brand buildingAttacked from other beveragesProduct form & packaging diversificationConsumer cost sensitivity
MARKET POTENTIAL
CSD29%
TEA10%
SOYA MILK8%FRUIT JUICE
8%
ASIAN DRINKS6%
MILK9%
DKY (YOGURT)3%
BOTTLED WATER
3%
COFFEE15%
ENERGY DRINKS4%
BEER5%
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. 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.
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
The route to Sustainable Competitive Advantage (SCA)
Differentiation HighPrice
HighVolume
Sales Revenue
Low BusinessRisk
Low FinancialRisk
PositiveNPV SCA
Economiesof ScaleLearning
Curve
High CashFlows
GearingInterest CoverWorking Capital RatioOperational Leverage
Financial
OperationsLowerCosts
From Sri Srikanthan, Cranfield School of Management
7. 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).
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
8. 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.
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
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
MarketPenetration
ProductDevelopment
MarketExtension
Diversification
Present Newincreasing 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
RevenueProductivity (NB: Not allfactors are mutually exclusive)
Rev /Vol.
t + 0 t + 1 t + 2 t + 3 (budget)
Market 1
Market 10
Produc
t 1
Produc
t 1
Produc
t 10
Produc
t 2
Produc
t 2
Produc
t 11
Produc
t 3
Produc
t 3
Produc
t 12
Etc. Etc. Etc.
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 ReductionOthers (Specify)
Total
ProfitProductivity (NB: Not allfactors are mutually exclusive)
Rev /Vol.
t + 0 t + 1 t + 2 t + 3 (budget)
Market 1
Market 10
Produc
t 1
Produc
t 1
Produc
t 10
Produ
ct 2
Produc
t 2
Produc
t 11
Produ
ct 3
Produ
ct 3
Produc
t 12
Etc. Etc. Etc.
Market 3 Market 3
Market 12
Market 2 Market 2
Market 11
Ect.Ect.
Ect.
The output of the marketing planning processStrategic marketing plan contents
Marketing theory(Structures, frameworks, models)
Mission statementFinancial summary
Issue management
B.C.G. MatrixDirectional policy matrix
McDonald PRODUCTIVITY MATRIXBlake mouton matrix
ForecastingBudgeting
Measurement and review
Downside risk assessment
Market segmentation studiesMarket researchResponse elasticities
Porter matrixAnsoff matrixBcg matrixDirectional policy matrixGap analysis
Key success factors matrixMarket researchMarket segmentation studies
Market overview
Marketing Strategies
Marketing Objectives
Opportunities Threats
Portfolio summary
Assumptions
Resource Requirements
StrengthsWeaknesses
Issues to beAddressed
Market structureMarket trendsKey market segmentsGap analysis
Marketing auditMarket researchMarket segmentation studiesGap analysisProduct life cycle analysisDiffusion of innovationAnsoff matrixForecastingMarket research
ProductPricePromotionPlace
(4 x 4 ps)(Positioning/branding)
Strategic focusProduct mixProduct developmentProduct deletionMarket extensionTarget customer groups
(By product)(By segment)(Overall)(By product)(By segment)(Overall)(By product)(By segment)(Overall)
(By product)(By segment)(Overall)
The marketingPlanning process
Phase 1Goal setting
Phase 2Situation review
Phase 3StrategyFormulation
Phase 4ResourceAllocationAnd monitoring
Financial theory /Structure
Profitability analysis by products / segmentsComparative analysis of competitor productsExperience curves and cost structures
Cash flows and risk evaluationSensitivity analysis
Integrated financial planning Limiting resource analysis
Sensitivity analysisDecision treesProbability theory
Budgeting and financialplanningZero base budgets
Performance targets / ratiosCost, price, volume (CPV)analysisMarginal and absorption costingActivity base costing
Competitor analysisIndustry/sector analysisRisk evaluationRatio analysis, valuation studiesCost of capitalNPV analysisProject evaluationLife cycle costing
Development Processes and Product Planning
Phase 1Concept
Development
Phase 2 Phase 5Phase 4Phase 3System-Level
DesignDetailDesign
Testing andRefinement
ProductionRamp-up
Tested, pilotedand introduced
Plans
Designs
Development
PrototypesThe pattern of ProductDevelopment
9. 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.
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
Programme guidelines suggested for different positioning on the directional policy matrix
Maintain or increasedominance
Differentiation - lineexpansion
Lead - Aggressivepricing for share
Aggressivemarketing
Broadendistribution
Tight control - go forscale economies
Expand, invest (organicacquisition, joint venture)
Expand - invest
Upgrade managementin key functional areas
Fund growth
Reduce in process -extend credit
Maintain or slightlymilk for earnings
Prune for less successfuldifferentiate for segments
Stabilise prices / raise
Limit
Hold widedistribution pattern
Emphasise cost reductionviz. variable costs
Maximise capacityutilisation
Focus on specificprojects
Maintain, reward efficiency,tighten organisation
Limit fixed investment
Tighten Credit- reduceaccounts receivableincrease inventory turn
Maintain selectivity-segment
Emphasise productquality
Maintain or raise
Maintain selectively
Segment
Tight control
Increase productivitye.g. specialisation
Invest selectively
Allocate key managers
Invest selectively
Reduce
Forego share for profit
Aggressively prune
Raise
Minimise
Gradually withdrawdistribution
Aggressively reducefixed & variable
Free up capacity
None
Cut back organisation
Minimise & divestopportunistically
Aggressively reduce
Invest selectivelyin share
Differentiation - lineexpansion
Aggressive - price forshare
Aggressivemarketing
Limited coverage
Tight - but not at expenseof entrepreneurship
Invest
Invest
Invest
Fund growth
Invest
Products
Market Share
Price
Distribution
Promotion
Cost Control
R & D
Production
Personnel
Investment
Working Capital
Investfor growth
Maintain marketposition, manage
for earnings SelectiveManagefor cash
Opportunisticdevelopment
10. 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.
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
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 OneGoal Setting
Phase TwoSituation Review
Phase ThreeStrategy Formulation
Phase FourResource Allocation & Monitoring
Measurementand
Review
The Strategic Plan(Output of the Planning Process)
Mission StatementFinancial SummaryMarket OverviewSWOT AnalysisAssumptionsMarketing Objectives and Strategies3 Year Forecast and Budgets
© Professor Malcolm McDonald, Cranfield School of Management
The output of the marketing planning processStrategic marketing plan contents
Marketing theory(Structures, frameworks, models)
Mission statementFinancial summary
Issue management
B.C.G. MatrixDirectional policy matrix
McDonald PRODUCTIVITY MATRIXBlake mouton matrix
ForecastingBudgeting
Measurement and review
Downside risk assessment
Market segmentation studiesMarket researchResponse elasticities
Porter matrixAnsoff matrixBcg matrixDirectional policy matrixGap analysis
Key success factors matrixMarket researchMarket segmentation studies
Market overview
Marketing Strategies
Marketing Objectives
Opportunities Threats
Portfolio summary
Assumptions
Resource Requirements
StrengthsWeaknesses
Issues to beAddressed
Market structureMarket trendsKey market segmentsGap analysis
Marketing auditMarket researchMarket segmentation studiesGap analysisProduct life cycle analysisDiffusion of innovationAnsoff matrixForecastingMarket research
ProductPricePromotionPlace
(4 x 4 ps)(Positioning/branding)
Strategic focusProduct mixProduct developmentProduct deletionMarket extensionTarget customer groups
(By product)(By segment)(Overall)(By product)(By segment)(Overall)(By product)(By segment)(Overall)
(By product)(By segment)(Overall)
The marketingPlanning process
Phase 1Goal setting
Phase 2Situation review
Phase 3StrategyFormulation
Phase 4ResourceAllocationAnd monitoring
Financial theory /Structure
Profitability analysis by products / segmentsComparative analysis of competitor productsExperience curves and cost structures
Cash flows and risk evaluationSensitivity analysis
Integrated financial planning Limiting resource analysis
Sensitivity analysisDecision treesProbability theory
Budgeting and financialplanningZero base budgets
Performance targets / ratiosCost, price, volume (CPV)analysisMarginal and absorption costingActivity base costing
Competitor analysisIndustry/sector analysisRisk evaluationRatio analysis, valuation studiesCost of capitalNPV analysisProject evaluationLife cycle costing
Elements of theMarketing Communications Mix
1. Advertising1. Advertising
2. Public Relations2. Public Relations5. Direct Marketing5. Direct Marketing
3. SalesPromotion3. Sales
Promotion4. Personal Selling 4. Personal Selling
Integrated Marketing Communications (IMC) is the strategic integration of multiple means of
communicating with target markets
11. Budget Marketing plan(Ngaân saùch tieáp thò).Above the line.
TvPrint…
Below the line.Trade showDirect marketingother
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
Muïc tieâu Marketing:Ñaït doanh thu 3,000,000 USDÑaït soá löôïng söõa boät baùn ra 640 taán% thò phaàn chieám lónh 18%Möùc ñoä nhaän bieát TOM 60%
Muïc tieâu ñoái thoaïi:Taïo nhaän bieát roäng raõi vaø yeâu thích nhaõn hieäuThuùc 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 Long
Phaân boå Ngaân saùch:TVC 55% 66,000 USDPrint Ads 18.33% 22,000 USDPOSM 8.33% 10,000 USDPress 8.33% 7,500 USDFree Sampling 1.68% 2,000 USDDöï 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
TOÙM LÖÔÏC NGAÂN SAÙCH
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
THÖÏC HIEÄN VAØ PHAÂN BOÅ NGAÂN SAÙCHQUAÛNG CAÙO TREÂN BAÙO/ 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
QUAÛNG CAÙOTruyeàn hìnhHTV7 200 200VTV3 200 200Baùo/ Taïp chíTuoåi treû TPHCM (Soá Thöù Baûy) 15 15 30Tieáp thò & Gia ñình 24 12 12 12 12 12 12 12 108Theá giôùi Phuï nöõ 13 26 13 13 65Toång ngaân saùch Quaûng caùo 37 41 25 40 12 12 12 12 12 603% Ngaân saùch 1.9% 2.1% 1.3% 2.1% 0.6% 0.6% 0.6% 0.6% 0.6% 31.3%KHUYEÁN MAÕIGiaûm giaù 15 15 30Quaûng caùo treân baùo/ taïp chí veà khuyeán maõi 13 7 20Baêng roân, daây côø, aùp phích hoã trôï 4 1 5PR (baùo chí) hoã trôï 1 0.5 1.5Toång ngaân saùch khuyeán maõi 33 23.5 56.5%/ Toång ngaân saùch 1.7% 1.2% 2.9%PRGiôùi thieäu saûn phaåm KITAÑöa tin 1 1 2Hoäi thaûo 3 3Hoïp baùo 3 3Ñaêng baøi veà trang söùc KITA 2 2Cuoäc thi thieát keá trang söùc "KITA & cuoäc soáng"Ñaêng baùo quaûng caùo veà cuoäc thi 26 26Nhaän baøi thi 0.5 0.5Chaám baøi 2.5 2.5Trao giaûi 3 3Toång ngaân saùch PR (Trieäu ñoàng) 1 33 2.5 5.5 42%/ Toång ngaân saùch 0.1% 1.7% 0.1% 0.3% 2.2%SAÛN XUAÁT QCTVC 120 120Print ad quaûng caùo treân baùo 3 3Toång coäng (Trieäu ñoàng) 123 123%/ Toång ngaân saùch 6.4% 6.4%PHAÂN PHOÁI/ TRÖNG BAØYThi baøy bieän baùn leû 30 50 80Keä tröng baøy/POSM 60 60Toång coäng phaân phoái/ Tröng baøy (Trieäu ñoàng) 90.1 50 140%/ Toång ngaân saùch 4.7% 2.6% 7.3%TOÅNG ÑAÀU TÖ 2 566 387 277 97 80 - 24 - - - - 24 - - 24 - 24 - - - - - - 24 1,930
Naêm 2004 Naêm 2005Naêm 2003 Toång 2003-2005
Media Plan
Media Plan
Media Plan
Media Plan
MAÃU THAM KHAÛO
12. Marketing audit(Ñaùnh giaù hoïat ñoäng tieáp thò).Market size.Marketing investment.Customer loyalty.Market value.Brand awareness.Distribution coverage.Price elesticity.
ÑEÀ CÖÔNG HÖÔÙNG DAÃN
Summary - the marketing audit checklistExternal auditBusiness and economic environment
– economic– political/fiscal/legal– social/cultural– technological– intra company
The marketTotal market, size,growth and trends (value/volume) market characteristics, developments and trends
– products– prices– physical distribution– channels– customers/consumers– communication– industry practices
CompetitionMajor competitorssizemarket share/coveragemarket standing/reputationproduction capabilitiesdistribution policiesmarketing methodsextent of diversificationpersonal issuesinternational linksprofitabilitykey strengths and weaknesses
Internal auditmarketing operational variable
own company
sales (total, by geographical location, industrial type, customer, by product)market sharesprofit margins/costsmarketing information/researchmarketing mix variables as follows:
– product management– price– distribution– promotion– operations and resources
HEÄ THOÁNG NHAÄN DIEÄN THÖÔNG HIEÄU
Nhoùm Dz
PHAÂN COÂNG NHIEÄM VUÏTHÖÏC HIEÄN ÑEÀ AÙN
THANH VIEN
Card nhoùm 08Logo nhoùm 08Nhoùm Tröôûng
Duy Taân
Lan Anh Thu Thaûo Baûo Anh Phöông Thaûo Thanh Truùc Phöông Linh
Huy Cöôøng Hoà Baûo Tuaán Huøng Hoà Nhu
HOÏA ÑOÀ NAÕO SÖÛ DUÏNG HÌNH AÛNH, MAØU SAÉC VAØ NGOÂN TÖØPHAÙT TRIEÅN YÙ TÖÔÛNG ÑEÀ TAØI
Ms Nguyeãn Thò Thuøy DöôngMs Ms NguyeãnNguyeãn ThòThò ThuThuøøyy DDööôngông– Ñinh vò thöông hieäu– Phaân tích tình hình caïnh
tranh taïi thò tröôøng mieànTaây
– Nghieân cöùu thò tröôøng– Bieân taäp ñeà taøi– Chuaån bò noäi dung cho
slide– Thuyeát trình ñeà taøi
Mr Nguyeãn Höõu HaûoMrMr NguyeãnNguyeãn HHööõuõu HaHaûûoo– 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 LinhMrMr Lai Lai PhongPhong MyõMyõ LinhLinh– Laäp keá hoaïch
khuyeán maõi– Phaân tích chaân dung Ñaïi
lyù taïi thò tröôøng TP. HCM
– Tham gia nghieân cöùu thòtröôøng
– 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, truyeànthoâng, bao bì vaø vaätphaåm QC
– Thieát keá logo, bao bì, vaät phaåm QC, ñeà taøi, powerpoint, photo…
– Nghieân cöùu thò tröôøng
Creative Power
THÔØI GIAN THÖÏC HIEÄNID Task Name Duration Start Finish
0Project1 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
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar003 Qtr 2, 2003 Qtr 3, 2003 Qtr 4, 2003 Qtr 1, 2004
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 vaøthöông 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 döïkieán seõ laøm trong keá hoïach tieáp thò (3 trangA 4).
– Thôøi gian bieåu ñeå hoaøn thaønh ñeà aùn vaø phaâncoâng coâng vieäc(1 trang A 4).
Tieâu chí ñaùnh giaù ñeà taøi :
1. Phaân tích chieán löôïc moät caùch heä thoáng vaø coù tínhthöïc tieãn.
2. Chieán löôïc tieáp thò döïa vaøo thöïc tieãn caïnh tranh cuûangaønh haøng.
3. Theå hieän ñaày ñuû Chieán löôïc: Saûn phaåm, Giaù, Phaânphoái, Truyeàn thoâng.
4. Ñöa ra ñöôïc phöông thöùc toå chöùc quaûn lyù phaân phoáivaø 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 ñieàuchænh keá hoïach tieáp thò.
7. Theå hieän toát vaø saùng taïo chöông trình haønh ñoängtrong moät naêm döïa treân chieán löôïc 3 naêm.
CHAÁM ÑIEÅM ÑEÀ TAØITHEO THANG ÑIEÅM 10
Tieâu chí ÑieåmPhöông phaùp thöïc hieän 20%Trình baøy ñeà taøi 20%
30%30%
Chieán löôïc nhaát quaùn
Tính khaû thi
Ñieåm daønh cho trình baøy ñeà taøi: 4 ñieåmÑieåm daønh cho luaän vaên cuûa nhoùm: 6 ñieåm
•CHUÙC CAÙC BAÏN THAØNH COÂNG !
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