FUNDAMENTAL THEORY OF LAUCHING STRATEGY
Marketing plan and its roles
A marketing plan is essential for effective business operations across three levels: business unit, product, and market It plays a crucial role in strategic planning, enabling businesses to seize specific market opportunities (Kotler and Armstrong, 2012, p 38) By implementing appropriate marketing tactics, businesses can effectively deliver their offerings to customers, ultimately achieving their economic and business objectives.
A marketing plan, as defined by Kotler and Keller (2006), serves as the essential tool for guiding and coordinating marketing efforts It encompasses both strategic and tactical responsibilities, with the strategic aspect necessitating a thorough analysis of the marketing environment to effectively leverage market opportunities This analysis involves identifying target markets and the value propositions offered, while considering six critical elements: demographic, economic, technological, physical, social, cultural, political, and legal factors that influence business decisions (Johnson, Scholes, and Whittington, 2008) Additionally, these insights are crucial for developing solutions to address uncertainties in the market (Wack, 1985).
A tactical marketing plan outlines specific elements such as product features, promotional campaigns, merchandising strategies, pricing models, sales channels, and service offerings By effectively implementing these tactics, businesses can bridge the gap between their offerings and customers' emotional expectations, ultimately driving increased purchasing behavior.
Figure 1.1 Influencing factors of marketing plan
Source: ‘Marketing Management’, Fig 1.6, p.27 (Kotler and Keller, 2006)
A marketing plan is significantly influenced by immediate factors such as marketing intermediaries, suppliers, competitors, and the public The primary goal of marketing efforts is to reach target customers while simultaneously gathering competitive market insights Additionally, fostering positive relationships with marketing intermediaries, who play a crucial role in developing, distributing, and selling a company's offerings, enhances collaboration This approach ultimately contributes to improving the delivery and distribution network, ensuring effective outreach to customers.
2012; Kotler and Keller, 2006) Generally, every single marketing effort is endeavouring to sell offerings to end-users/customers by the creation of beneficial values and customer satisfaction
A marketing plan is fundamentally structured around eight key components: an executive summary, an overview of the current marketing situation, an exploration of opportunities and challenges, the identification of marketing objectives and related issues, the planning of marketing strategies, the implementation and action plans, budget planning, and controls (Kotler and Keller, 2006) These elements are built upon a thorough understanding of the marketplace and the strategic use of methods aimed at achieving the company's marketing objectives (Wood, 2003) Rather than merely analyzing the marketing environment, a marketing plan incorporates tactical solutions and action plans for executing programs and allocating budgets throughout the planning period (Lehmann and Winer, 2001) Ultimately, it is driven by analytical outcomes that provide deep insights into marketing opportunities, target market selection, segmentation, strategy design, program development, and the management of marketing efforts (Kotler and Keller, 2006, p 27).
Marketing effectiveness hinges on transforming strategies into consistent actions during the implementation phase A well-structured marketing plan addresses the essential questions of what and why, guiding the approach to marketing efforts In contrast, effective marketing implementation focuses on answering who, where, when, and how, ensuring that strategies are executed successfully.
1.1.2 The role of marketing plan
A marketing plan serves distinct functions at the corporate, business, and product/market levels At the corporate level, it analyzes the marketing environment and competitive landscape, providing essential insights for corporate strategy development At the business level, it outlines strategic plans for individual business units to achieve desired outcomes Various marketing strategies are formulated at this stage, while the product/market level focuses on creating targeted marketing programs and management sessions The overall success of the marketing plan hinges on the rationality and effectiveness of each action plan (Jain, 2009).
Models of marketing plan
As customer expectations become increasingly sophisticated, product-specialized companies must integrate the service marketing mix into their marketing strategies Unlike tangible goods, services possess four distinct characteristics: intangibility, where quality can only be assessed post-consumption; heterogeneity, which leads to variable performance influenced by factors such as personnel and experience; simultaneity, making it challenging to recall quality judgments during service delivery; and perishability, necessitating on-demand creation of services Relying solely on the traditional 4Ps of marketing—Product, Price, Place, and Promotion—can result in missed opportunities to meet customer demands and enhance satisfaction Consequently, businesses are shifting towards the 7Ps framework, incorporating three additional service elements: People, Physical Evidence, and Process This customer-oriented approach emphasizes the importance of relationship marketing and the need for flexibility in product assortments, designs, features, and branding to effectively cater to evolving consumer needs.
Service-scape, a key element of the Physical Evidence aspect of marketing, emphasizes the importance of artificial environments in enhancing consumer experiences (Bitner, 1992) It encompasses both tangible aspects, such as buildings and facilities, and intangible elements like design, temperature, and scent (Hoffman and Turley, 2002) The initial impression of these physical attributes can significantly influence perceptions of service competence and quality A positive first impression can help mitigate obstacles in evaluating service quality, ultimately reducing the perceived intangibility of services (Bitner, 1992; Ezeh and Harris, 2007; Paninchukunnath, 2009).
Our product offering encompasses a wide range of quality levels and service brands, ensuring that customers receive exceptional value through well-defined offering content and robust credit warranties We prioritize after-sales services to enhance customer satisfaction Additionally, we implement strategic price discounts and commission structures, while maintaining favorable payment terms that align with customer perceived value By differentiating our offerings and ensuring a strong match between our brand name and pricing, we create a compelling value proposition for our clientele.
Promotion advertisements play a crucial role in enhancing brand visibility through effective public relations and sales promotions The strategic placement of products involves optimizing distribution channels to ensure accessibility and reach A company's workforce is vital, with employee training, interpersonal skills, and positive working relationships contributing to a supportive environment that reduces job quit rates Additionally, physical evidence, such as product packaging and branding, reinforces customer trust and satisfaction.
Environment: indoor decoration, colour and arrangement; equipment; tangible product
Process Service decision; procedure; level of automation; employees‟ level of judgment; guidance to the customers; service process; after-sales services
Source: Adapted Marketing Mix 7Ps (Booms and Bitner, 1981 as cited in
The perceived quality of a service is influenced by two key factors: Process and People Perceived quality arises from the comparison between pre-purchase expectations and post-purchase evaluations based on the consumer experience (Friedman and Smith, 1993) The Process aspect focuses on the efficiency and accuracy of service delivery, with quality assessed based on whether customer expectations are met, particularly given the perishability of services On the other hand, the People factor emphasizes the importance of employee service, which encompasses how services are delivered (Grace and O’Cass, 2005) Employee performance, characterized by responsiveness, reliability, and empathy, plays a crucial role in shaping customer perceptions (Backstrom & Johansson, 2006) The variability in service quality can be mitigated through well-trained employees, enhancing customer satisfaction during service interactions and addressing the challenges of inseparability (Martin, 1999).
From a branding perspective, influencers significantly shape customer perceptions, which vary between goods and services, although some factors are common to both (Grace and O’Cass, 2002) Key elements influencing service-related purchasing decisions include service-scape, customer feelings, the image of typical users, brand experience, word-of-mouth, and employee interactions In contrast, feelings and self-congruence are distinctive factors that play a crucial role in the purchasing of branded products.
Table 1.2 Influencers for marketing in goods and service aspects
Core product/ service Experience with brand
Service-scape Employees Word-of-mouth communication
Source: Adapted ‘Brand associations: looking through the eyes of the beholder’
Social influence significantly impacts consumer behavior, as customers frequently depend on word of mouth to mitigate perceived risks and uncertainties in their purchasing decisions (Murray, 1991) This form of communication is closely linked to satisfaction derived from consumption experiences However, word of mouth can be a double-edged sword if businesses fail to address customer complaints effectively and promptly (Mangold, Miller, and Brockway, 1999).
Analyzing the marketing environment is essential for identifying opportunities and challenges that companies face (Kotler and Armstrong, 2012) Utilizing the five forces model allows businesses to understand strategic resources, which are crucial for developing effective marketing strategies and identifying attractive market segments (Kotler and Keller, 2006) This model aids in shaping decisions regarding economic value creation to achieve long-term profitability, addressing factors such as intense competition and the potential for innovation (Porter, 2008) The five forces analyzed include: (1) the threat of new entrants, (2) the bargaining power of suppliers, (3) the bargaining power of buyers, (4) the threat of substitute products or services, and (5) the rivalry among existing competitors.
The five forces model is a crucial tool in marketing that assesses the attractiveness of a specific market segment It evaluates the segment based on five key threats: intense rivalry among existing competitors, the potential for new entrants, the availability of substitute products, the increasing bargaining power of buyers, and the growing bargaining power of suppliers (Kotler and Keller, 2006; Porter, 1985).
Figure 1.2 Five forces model in marketing perspective
Source: ‘Marketing management’, Fig 11.1, p 342 (Kotler and Keller, 2006)
Threat of mobility – ease of entry and hurdles of exit barriers reduce the attractiveness of segments
The threat of buyer power is inversely related to segment attractiveness, as increased buyer power arises from high concentration, price sensitivity, low product differentiation, and minimal switching costs To safeguard market positions, businesses should prioritize delivering valuable offerings and ensuring customer satisfaction through quality services.
The power of suppliers can significantly impact segment attractiveness by allowing them to raise prices and limit supply To maintain a balanced input flow and enhance market stability, it is crucial to diversify sources of supply.
Threat of substitutes – the market with full of substitutions leads to the low level of attractiveness since the competition would be tougher by which marginal profit is reduced
The attractiveness of a market segment diminishes when it is saturated with strong competitors, experiences stability or decline, incurs high fixed costs, presents significant exit barriers, and is dominated by competitors with substantial market shares.
SWOT analysis
To respond effectively to market opportunities, firms crucially have to build their own business capabilities or core competences (Prahalad and Hamel,
1990) Based on resource-based view, Barney (1991) confirms that once company has competitive advantages, it has capabilities to take advantage of environment opportunities and avoid threats
Threshold resources and competencies are essential for companies to thrive in a competitive landscape, while competitive advantage enables them to achieve superior performance By leveraging internal strengths, businesses can adopt strategies that align their resources and capabilities, such as cost leadership, differentiation, or focus, as outlined in Porter’s generic strategies Alternatively, they may choose from Bowman’s competitive strategies, which include price-based, hybrid, differentiation, and focused approaches.
Figure 1.3 Resource-based SWOT analysis
Source: Adapted ‘Firm resources and sustained competitive advantage’, pp 99-120 (Barney, 1991) and ‘SWOT analysis from a resource-based view’, pp
A resource-based SWOT analysis emphasizes the importance of insightful, reliable, and actionable insights in assessing a business's competitive landscape Core competencies and sustainable competitive advantages are influenced by environmental factors, including business opportunities and challenges (Valentin, 2001) The strengths and weaknesses identified in a SWOT analysis focus on various aspects such as product, human resources, financial capabilities, marketing strategies, technology, and organizational structure However, due to the rapid changes in the external environment, it is crucial for resource-based SWOT analyses to be regularly reviewed and updated (Teece, Pisano & Shuen, 1997).
BCG matrix
Analyzing the marketing environment and competitive landscape of Dell EMC allows for the estimation of market growth and market share, positioning its IT products within the categories of "dog," "cash cow," "star," or "question."
Source: ACCA 1.4.1 Promotion in marketing
Promotion expenses account for about 25% of marketing budgets, primarily aimed at encouraging immediate purchases (Raghubir, Inman, and Grande, 2004; Blattberg and Neslin, 1990) It serves not only as a key sales channel but also as a vital strategy for enhancing brand awareness and customer loyalty (Lee & Hsu, 2010) Traditionally, promotions are recognized as effective methods for driving direct sales (Bawa and Shoemaker, 1987; Dodson, Tybout, and Sternthal, 1978; Gupta, 1988) Over the long term, promotional activities positively influence brand perception, fostering customer loyalty and contributing to overall business success (Aaker, 1996; Buchanan, Simmons, and Bickart, 1999; Keller, 2003) In new markets, effective sales promotions and consumer incentives can significantly boost sales volume and enhance brand reputation.
STP is essential for understanding customers, competitors, and the overall marketplace, enabling companies to identify lucrative opportunities and focus on strong potential customer segments By estimating purchase intentions and exploring new demands, STP enhances customer loyalty and improves business performance Moreover, strategic segmentation reveals dissatisfied and underserved groups, providing valuable insights for companies to identify expansion opportunities.
STP, as defined by Yankelovich and Meer (2006), is essential for shaping a company's offerings and brand image to secure a unique and valued position in the minds of target customers, a concept emphasized by Ries and Trout (1976).
Utilizing the Five Forces model alongside a resource-based SWOT analysis enables companies to assess market segment attractiveness effectively By considering factors such as size, growth rate, profitability, demand share, competitive intensity, and customer or supplier pressures, businesses can categorize the mass population into distinct groups This strategic segmentation allows companies to develop tailored solutions aimed at effectively approaching, serving, and retaining their customers (Storbacka, 1997).
The conceptual framework for launching new IT products centers on the 7Ps, emphasizing Promotion while strategically designing the other six Ps This framework prioritizes customer orientation and relationship marketing, aiming to align with clients' demands and expectations for quality The marketing offering serves as the foundation for planning marketing initiatives, with promotion being an integral part of these efforts.
PROPOSING AND DEVELOPING STRATEGY FOR NEW IT
Research mehodology
Research philosophy encompasses four key concepts: Positivism, Realism, Interpretivism, and Pragmatism, guiding the exploration of various topics (Biggam, 2008; Saunders, Lewis, and Thornhill, 2009) Positivism views social realities as observable and independent of the observer, allowing for measurement through natural sciences and scientific methods (Denscombe, 2002; Gephart, 1999; Fisher et al., 2004; Levin, 1988) Similarly, Realism acknowledges the independence of objects from human perception, enabling the understanding of social phenomena through the analysis of their interactions (Dobson, 2002).
Interpretivism focuses on understanding the social factors that differentiate humans, viewing reality as a blend of mental constructs and observed contexts (Gephart, 1999) This approach follows a distinct procedural logic that includes exploring the nature of phenomena, analyzing unstructured data, conducting detailed case investigations, and interpreting the meanings and functions of human actions (Bryman and Bell, 2007; Nudzor, 2009).
Pragmatism is a practical philosophy that focuses on results derived from individual social experiences, promoting methodological flexibility and adaptability (Cameron, 2011; Patton, 2002; Saunders et al., 2009) This approach empowers researchers to select topics and utilize outcomes in a manner that best suits their objectives (Tashakkori and Teddlie, 1998, p 30).
This research is pursued the Pragmatism with the reasons as below:
This research paper investigates strategies for launching IT products in new markets for Dell EMC, utilizing insights from the marketing environment, industry context, customer data, and internal capabilities The analysis is grounded in observable phenomena and subjective interpretations, providing a comprehensive understanding of effective market entry methods.
Second, this philosophy gives space for the author to apply varieties of data collection methods and interpretation options that multi-aspects of the plans are ensured
Lastly, Pragmatism advances scientific knowledge and provides practical solutions (Henderson, 2011)
The deduction and induction approaches shape the procedural framework of research (Remenyi et al., 1998) Deductive reasoning enables the prediction and testing of developed theories, while inductive reasoning draws theoretical conclusions from real-world experiments (Saunders et al., 2009).
Deduction is the common approach in theory-testing process with the initiation of literature reviewing to build up hypotheses (Bryman and Bell,
Hypotheses are initially tested through practical observation and adjusted if found incorrect, following a deductive approach that moves from general to specific (Anderson, 2004) In contrast, theories are formulated through an inductive approach, where general principles emerge from the analysis of specific cases (Anderson, 2004; Hackley, 2003).
This thesis aims to explore strategies for launching a new IT product in the Vietnamese market for Dell EMC, considering competitive pressures, external threats, client responses, and branding orientation By leveraging marketing principles and insights from the information management industry, the study proposes effective promotional directions The research utilizes a deductive approach to test the applicability of a hypothesized model through client feedback, internal resources, and secondary data, while also incorporating inductive reasoning to develop targeted tactics based on the 7Ps of the marketing mix.
Quantitative and qualitative methods are essential in research, with quantitative focusing on the occurrence and characteristics of phenomena to analyze relationships within data (Vaitkevicius & Kazokiene, 2013) In contrast, qualitative research delves into the deeper meanings conveyed through the quality of words (Biggam, 2008; Saunders et al., 2009) An inductive approach serves as a systematic procedure for analyzing qualitative data (Thomas, 2003).
Utilizing the triangulation method enhances understanding of a topic by addressing both confirmatory and exploratory research questions (Venkatesh, Brown, and Bala, 2013; Teddlie & Tashakkori, 2009) In the context of the Vietnamese market for IT products, exploratory qualitative research uncovers insights from companies, while quantitative research reveals specific relationships within the population regarding marketing offerings The combination of these mixed methods yields stronger inferences by leveraging the strengths and mitigating the weaknesses of both qualitative and quantitative approaches (Johnson and Turner, 2003) While qualitative data provides depth, it lacks breadth, and vice versa; thus, employing mixed methods allows for a comprehensive understanding through diverse perspectives.
Data collection technique used is the mixed qualitative and quantitative understanding, which reinforce the validity and quality of research findings (Saunders et al., 2009)
This research utilizes first-time collected data specifically aligned with its objectives, allowing for precise control over its application Primary data can be effectively gathered through two primary methods: observation and communication.
2006) The research uses questionnaire-based survey as primary data It is conducted through printed research and face-to-face discussion These sources intensifies the reliability and validity of information
The research utilizes secondary data sourced from academic journals, books, and peer-reviewed articles accessed through the University’s online library and Google Scholar This data provides valuable insights into the marketing environment, enhancing the applicability of the conceptual framework and client-based information.
Sampling is an effective method for addressing time constraints and the need for rapid results It encompasses two main types: probability sampling, which involves selecting participants based on specific criteria from the total population, and non-probability sampling, which chooses respondents based on contingent factors.
In client-based surveys, cluster sampling serves as an effective probability sampling technique, allowing data collection based on natural occurrences (Saunders et al., 2009, p.230) This method employs random sampling, which minimizes bias in participant selection and ensures a fair representation (Biggam, 2008, p.88).
To ensure high-quality data analysis, it is essential to collect information from a suitable sample size A minimum sample size typically ranges from 100 to 150 participants, with an ideal size being four to five times greater than the number of variables included in the questionnaire.
This research utilizes client-based information as a key reference for integrating empirical insights into tactical marketing strategies for product launches A survey will be conducted with a sample of 30 clients, comprising 20 Vietnamese companies and 10 foreign firms Participants will include general managers, IT/IM managers, and marketing professionals The study does not restrict the industry or business scope of the companies, as long as they have a demand for IT products and services, nor does it consider the scale of the companies involved.
Data analysis and findings
Vietnam is the young population country (approximately 65% under
30) with the rapid speed of urbanization enhancing the attractiveness of market Vietnam is one of the fastest growing countries in Southeast Asia Economics is with the positive trend of GDP from US$ 31.2 billion (2001) to US$ 123,961 billion (2012) In 2012, the results were inflation +6.81%; CPI +9.21%; average interest rate 8.44% (2003/13); unemployment rate 2.52% (1998-2002)
The Vietnamese government is actively enhancing the business environment by offering tax incentives and streamlining administrative processes However, the inconsistent legal framework and rapid changes in legislation create a demand for effective information systems among companies.
Infrastructure has been invested hardly to attract new investments including transportation system, internet network Technologies development is still the top topic of Vietnam government especially high technologies
Vietnamese are younger and more knowledgeable with higher confidence in consumption (Nielsen, 2012) There has been the rise in disposable income from US$ 902 (1990) to US$2,392 (2010) (Euromonitor,
2011) Population is growing rapidly with the increasing middle class (Breu, Salsberg, and Ha, 2010) This is one of the great sources of consumers
With the government's efforts and the country's development, the market is expected to see a significant increase in new entries, creating opportunities for Dell EMC This growth will expand their client base and enhance the diversity of management tools available.
The Vietnamese IT software market is predominantly dominated by foreign companies, as local firms often serve merely as authorized distributors or importers Their primary role involves guaranteeing, installing, and providing user guidance for these products Furthermore, there is a noticeable lack of in-depth knowledge and specialized expertise regarding specific IT products and their supplementary packages Consequently, IT functions within companies are primarily tasked with purchasing equipment and addressing technical issues, rather than engaging in strategic business operations.
Despite the high financial demands, many companies, including international ones, have yet to invest in information management programs The significant switching costs associated with transitioning between products deter large systems from making changes, compounded by a lack of knowledge that hinders informed decision-making.
Over the past decade, the significance of IT products has become increasingly evident, leading to substantial investment initiatives The marketing environment presents Dell EMC with opportunities to expand its offerings to a diverse range of clients, including both local and international companies Key requirements include enhanced programs for storing and managing business activities, particularly customer databases, as well as the growing necessity for robust security measures in information sharing and protection due to the rise of social media Additionally, there is a trend towards achieving higher levels of professionalism in business practices.
Primary data is collected, firstly, through questionnaire-based survey with the sample of 30 clients including 20 Vietnamese companies and 10 international ones
The questions were distributed to specific respondents in different business sectors to diversify responses Questionnaire note will recorded with
The article is structured into two main groups: the first group consists of general information, featuring five demographic questions related to business type, size, field, market, and market life, detailed in Table 2.1 The second group focuses on information management through the application of IT products, divided into two sub-groups: (i) the interest and purpose of usage, and (ii) the evaluation of marketing offerings and efforts, employing a 5-point Likert scale ranging from 1 (not considered) to 5 (most considered) This sub-group is grounded in the 7Ps marketing mix theory with a brand-oriented approach.
The survey reveals that a significant majority of participants are private (56.7%) and foreign-owned companies (33.3%), highlighting the limited emphasis on IT product utilization in state-owned enterprises in Vietnam The data indicates a shift in operational processes among private companies, particularly among small enterprises, as those with fewer than 50 employees account for 60% of respondents The top sectors represented are manufacturing, distribution, and services, with over 50% of companies engaged in international operations, either as foreign-owned or local firms involved in export/import activities Additionally, most participating companies are relatively young, with 36.7% having a market presence of 3-5 years and 26.7% operating for 1-3 years.
2.2.2 Meaningful factors when using IT products
Utilizing Cronbach Alpha, our analysis has revealed key factors that significantly influence client perceptions when adopting IT products Notably, these factors are closely tied to the three core constructs of Market Orientation (MO), namely product, price, and service quality, which play a crucial role in shaping customer preferences and experiences.
Product is measured through (1) functionalities; (2) perceived value; (3) monetary guarantee for quality offered; (4) service distinction/expertise and
(5) warranty period Cronbach α = 760) confirmed the appropriateness of variables in measuring Product (Appendix 3)
Price is depicted by (1) price; (2) payment methods and (3) discount/promotion With α = 837, these three variables reckon their suitability in measuring Price (Appendix 3)
Service provided is constructed by (1) convenience of service provided;
(2) empathy toward clients‟ specific cases; (3) strong commitment to clients;
(4) prompt and swift responsiveness to clients; and (5) Profession capabilities and behaviour of employees With the extremely high α = 914, service provided is best described through those five constructs (Appendix 3)
In contrast to the traditional 4Ps marketing mix, modern marketing focuses on three key components: product, price, and service A reliability test highlights the significance of product quality and its functionalities, as well as the overall monetary guarantee, which is crucial for companies wary of using IT products The emotional aspect of risk-sharing and the assurance of problem-free service also play a vital role in encouraging usage This aligns with contemporary marketing theories that prioritize product functionalities as essential for effective marketing strategies Without appropriate marketing offerings, achieving desired outcomes is nearly impossible Given the current economic challenges, companies are tightening their operational budgets, often sidelining IT investments that lack immediate visible benefits To successfully penetrate the Vietnamese market, Dell EMC must offer a monetary back guarantee if no benefits are realized, coupled with well-negotiated price reductions to ensure success.
ME is expressed via five constructs of (1) promotion, (2) employee services, (3) branding and (4) networks Cronbach α is continuously believed to use to measure the appropriateness of ME constructs
Promotion in ME does not refer to price reduction; but it is fuelled by
(1) articles about company (Public relations); (2) recommendation from acquaintances (word-of-mouth); and (3) information from ad channels (advertising) With Cronbach alpha =.810, these three constructs are suitable in the measurement (Appendix 3)
Employee service encompasses several key elements: the presentation and professionalism of staff, the provision of constructive advice and suggestions, a customer-friendly attitude, and expertise in managing complaints With a high Cronbach Alpha of 830, these factors significantly influence the quality of employee service provided.
Branding/Corporate image mentions (1) company experience and size;
(2) nationality of the company and (3) company reputation Cronbach alpha =
757 ensures the appropriateness of these 3 variables in depicting this construct (Appendix 3)
Network construct in this aims is measured through the membership status of the company in prestigious associations
To enhance client familiarity with MO, the effectiveness of ME relies on both controllable and uncontrollable factors By effectively managing controllable elements, such as providing well-developed information that builds client trust and delivering exceptional employee services with timely advice, businesses can positively influence their reputation Additionally, uncontrollable factors like word-of-mouth and external articles can further enhance this perception Engaging with prestigious associations not only expands business networks but also leads to favorable recommendations.
2.2.3 Determinants in decision of IT products using
Factor analysis is employed to validate the relevance of significant factors and to identify the key determinants of each variable from the client's perspective when utilizing IT products.
The study highlights the critical factors influencing customer satisfaction, with the highest importance placed on the "Monetary guarantee of quality offered" and the "Perceived value of benefits and quality," which received factor loadings of 913 and 911, respectively Additionally, the impact of discounts and promotions on price was noted with a factor loading of 898, while the quality of service provided by qualified employees was also significant, reflecting a factor loading of 851.
Clients emphasize the importance of expert articles about companies, rating them highly for advice and recommendations (0.899) Additionally, the expertise of employees in managing complaints is crucial (0.928), as well as their ability to provide constructive advice and suggestions that influence purchasing decisions (0.754) Furthermore, the reputation and experience of suppliers and providers significantly impact branding and corporate image (0.885).
Interest/ intention and purpose of using IT products
Half of the respondents currently utilize IT products and information management services, while the other half plans to adopt new software for better information management The primary reasons for using IT products focus on enhancing efficiency and improving data organization.
(1) smooth out business activities and (2) mainly serve for customer service activities (30%) (Figure 4.1)
Figure 2.1 Purpose of using IT products
The core focus of our marketing message emphasizes the importance of securely managing customer information, which is essential for effective customer relationship management (CRM) Additionally, we prioritize the confidentiality of our internal information, viewing it as a crucial competitive advantage in the marketplace.
Private companies primarily utilize IT products for customer service activities, accounting for 35.3% of usage Meanwhile, foreign-owned companies represent the largest segment employing IT software for generating timely reports, at 10.0% These findings suggest that the initial target clients for IT solutions should focus on private and foreign-owned businesses.
Private State-owned Foreign-owned
Figure 2.2 Purpose of using IT products as Business type
Small and medium-sized companies, comprising about 40% of the focus, prioritize the optimization of business activities, while larger enterprises emphasize the importance of timely reporting (40%), effective information management (50%), and customer sales activities (40%) This highlights the distinct needs of small and medium businesses as the primary target group for improving operational efficiency.
Figure 2.3 Purpose of using IT products as Business size
Business field also shows the difference use in purposes, concretely
The primary focus for commercial and trading sectors is to streamline business operations while adapting to emerging management trends In the manufacturing industry, there is a strong emphasis on enhancing customer sales activities and refining traditional management practices It is recommended that initial efforts be concentrated on both manufacturing and commercial/trading companies to achieve optimal results.
Figure 2.4 Purpose of using IT products as Business field
The market scope indicates a significant focus on companies engaged in national operations and import/export activities, particularly those collaborating with foreign partners These businesses predominantly utilize IT products for customer relationship management (CRM) and to streamline their operational processes.
Within the city National-wide International
Figure 2.5.Purpose of using IT products as Market scope
As market life extends, the demand for refined business operations and enhanced management practices increases In contrast, businesses with a market life of 3-5 years exhibit diverse objectives, primarily focusing on streamlining operations and managing customer sales activities, each accounting for 27.3% The findings suggest a strategic approach to engage newly established businesses with shorter market life, as they are often more willing to innovate and disrupt the market.
Figure 2.6 Purpose of using IT products as Market life
The increasing adoption of IT products and information management services is becoming prominent, with an emphasis on high-quality service and dedicated employee support In Vietnam, the growing acceptance of IT software is evident, yet many small companies face budget constraints As a result, price competitiveness and promotional offers are critical considerations for businesses adapting to this landscape Given the developing nature of the market, companies are turning to specialists for guidance in selecting suitable IT solutions rather than relying solely on personal contacts These client-based insights indicate a promising opportunity for Dell EMC to penetrate the market effectively.
Dell EMC analysis
Founded in 1984, Dell Inc has built a rich history in the technology sector In September 2016, Dell made headlines by completing the acquisition of EMC, marking the largest technology merger in history and leading to the formation of Dell Technologies This umbrella company includes notable brands such as Dell, Dell EMC, Pivotal, RSA, SecureWorks, Virtustream, and VMware, showcasing its extensive portfolio and expertise in the industry.
Dell EMC, a part of Dell Technologies, is a global leader in providing comprehensive solutions for organizations to secure and manage their information-driven applications With its strong position in the market, Dell EMC offers IT products that deliver significant advantages in endpoint devices, security, storage management, and backup solutions.
Figure 2.8 SWOT analysis of Dell EMC
Leading products in endpoint, security, storage management and backup
Many recognized and trusts products
Intense services of information management solutions
Lacking of ones who have intensive knowledge of specific local markets
Professional expert and global team
Skilled and high-calibre employees
Good relationships with professional groups
Relying on new trend of information-driven world
Good reputation as the PR tool
Updated knowledge and international disciplines cost are high
Take time to introduce and build new image in client perception in under developed markets
Growth of companies and requirements of managing effectively information
Price-sensitivity of small and medium local companies
Quality hard attention from companies
Direct competitors in Vietnam market are not apparent
Chances to win customers‟ mind
Economic downturn affects the growth and recovery speed of clients‟ companies
Limited knowledge in Vietnam companies by which time is asked for
Not give prominence on security
Refuse the new trends of information management
To enhance its market position, Dell EMC should focus on a dual promotional strategy: first, by implementing innovative branding techniques such as public relations, social media advertising, and participation in exhibitions and seminars to strengthen its brand identity; second, by adopting a differentiation strategy that leverages the extensive knowledge and expertise of its employees, setting it apart from Vietnamese distributors.
(3) price strategy with competitive edge and discount, yet deeply offering value is the goal; and (4) community activities to educate or convey information management and security knowledge to business circles.
PROPOSAL SOME SOLUTION TO IMPLEMENT STRATEGY
Marketing mix recommendations
In the emerging market of Vietnam, establishing brand awareness through education on the benefits and importance of IT products is crucial for client persuasion Enhancing perceived value should focus on a strategic pricing approach, well-trained staff, effective distributor services, and leveraging positive word-of-mouth communication Additionally, utilizing public relations through controlled content can further strengthen brand presence These strategies are essential for Dell EMC to successfully implement its marketing mix plan when entering the Vietnamese market.
Dell EMC aims to establish itself as a trusted IT product provider by enhancing its security solutions following the initial two years since its launch The company's core brand identity focuses on delivering exceptional value through high-quality security and information management IT solutions at competitive prices, adhering to international quality standards, and providing outstanding employee services.
To establish a direct office presence in Vietnam, Dell EMC aims to achieve several key marketing objectives: (1) increase brand awareness as a global leader, (2) expand its business reach to Vietnamese enterprises, (3) ensure profitability, (4) improve service quality, (5) implement an effective pricing strategy that highlights product value and perceived benefits, and (6) enhance positive uncontrollable communications.
Dell EMC can distinguish itself in the competitive IT landscape by offering a comprehensive range of products and services, along with exceptional consulting and support from highly skilled employees The company should primarily target small and medium-sized enterprises, both domestic and foreign, that operate on a national scale or engage in international trade Key sectors of focus include manufacturing and commercial trading, particularly new businesses with shorter market lifespans that are willing to embrace change and innovation.
Dell EMC is currently positioned as a "Question Mark" in the BCG matrix, reflecting its growing market presence due to increased recognition of its endpoint devices, security solutions, storage management, and backup services Despite this growth, the company's market share remains low due to the competitive landscape By strategically investing in these areas, Dell EMC has the potential to transition into a "Star" position To achieve high profitability, the company should focus on educating and persuading clients through well-researched articles in reputable business and IT publications, as well as actively participating in exhibitions, workshops, and forums.
Figure 3.1 BCG matrix of Dell EMC
Price is a crucial factor for clients, making it essential to highlight this aspect in marketing and promotional campaigns However, the primary focus should be on delivering value rather than merely emphasizing cost Effective branding, advertising, and promotional messages should clearly communicate the genuine benefits and advantages clients will receive from Dell EMC's offerings Additionally, strategically incorporating promotional discounts within the pricing strategy can help maintain profitability while attracting customers.
In the current financial crisis, businesses face the difficult decision of choosing between survival and growth, often hindered by the high costs associated with IT product implementation To address this challenge, Dell EMC could provide an all-in-one service package that includes product expenses, regular maintenance, consulting services, and ongoing support at a competitive price Offering a 50% refund within the first 15 days of use can incentivize initial trials, while discounts of up to 10-15% may be available based on specific circumstances to further attract clients.
The service offered emphasizes the importance of convenience in purchasing, installation, and ease of use of the products Tailored proposals should be developed for various companies to align with their specific contexts Additionally, providing free training sessions for IT products not only serves as a complementary service but also acts as a significant promotional tool.
To enhance professionalism in service delivery, it is essential to recognize the significance of employee expertise and competence in problem-solving This underscores the critical importance of effective recruitment, selection, and comprehensive training programs Key components include appropriate coaching from line managers, strategic job responsibility allocation, tailored training content and methods, and the implementation of both monetary and non-financial incentives to motivate employees.
From a marketing perspective, promotion is essential for increasing sales volume, enhancing brand awareness, and establishing client trust, particularly in the telecommunications and media sectors By engaging with reputable associations, professional groups, and participating in seminars, workshops, and exhibitions, Dell EMC can effectively boost its brand visibility within business communities The initial product launch should leverage marketing intermediaries to ensure a broader reach and credibility.
Effective promotion should leverage both digital and printed channels A company's website serves as a vital platform to showcase professionalism and global reputation Engaging testimonials, a key component of referral marketing, should be prominently displayed to build visitor trust Social media is essential for fostering communication and collaboration among diverse audiences, allowing clients to access interactive articles and seek new talent Additionally, printed media, such as business magazines, remains a valuable resource for reaching targeted audiences.
Utilizing a vibrant full-page advertisement on premium inside cover pages or specific pages like #5 or #7 can enhance visibility Additionally, leveraging social media platforms such as Facebook and LinkedIn is essential for engaging clients with interactive articles on IT and IM news, applications, and benefits These channels not only inform but also attract potential talent, making them valuable for recruitment efforts.
The corporate image of a brand plays a crucial role in establishing familiarity and trust among consumers Dell EMC benefits from its strong US-based reputation, making it easier to connect with Vietnamese enterprises that typically hold American companies in high regard for their quality Therefore, branding strategies implemented globally should also be tailored for the Vietnamese market to maximize effectiveness.
Dell EMC must oversee launch outcomes by generating comprehensive reports on a weekly, monthly, quarterly, semi-annual, and annual basis, coordinated by the Finance, Marketing, and Sales departments with the Country Manager's approval To assess client recognition and behavioral changes, a quarterly brand health check should be implemented during the initial two years Additionally, the Sales and Marketing department will directly manage the monthly sales plan to ensure alignment with strategic goals.
Dell EMC should conduct quarterly client surveys to gather insights on customer demands, issues, and expectations, which will serve as valuable input for refining and enhancing their marketing strategy.
Implications for further researches
Due to the constraints of time, resources and requirements of the University that limitations are impossibly to avoid
Firstly, there are many gaps in launching new IT products in market needed investigating since the research is prone to marketing perspective
The current research is limited to insights from only 30 clients, which restricts the depth of analysis Expanding the sample size would significantly enhance the research value by providing a broader range of perspectives and deeper insights into various ideas.
The selection of literature for review reflects the author's subjective perspective A broader range of reviewed literature enables a more comprehensive exploration of the topic, enhancing both its breadth and depth.
Fourthly, research methodology just covers some parts of induction approach and little details of qualitative research It opens the new direction for further researches in analyzing
Fifthly, the research is relied on secondary data to understand the market by which the marketing environment picture is brought in thoughts of other researchers
From academic background of marketing and findings from questionnaire- based data collection and secondary information of marketing opportunities, the research has drawn out conclusions as following:
Firstly, the market is quite potential with the endorsement of Government in transforming to modernized business management model with application of
The increasing demand for IT products and effective information management is driven by the emergence of numerous local and international companies, coupled with a more knowledgeable and younger consumer base Companies are increasingly recognizing the critical role that IT products play in optimizing their operations Despite variations in business scope, industry, and size, the primary objectives of utilizing IT products remain consistent: to streamline business activities and enhance overall efficiency.
Thirdly, the top leading concerns of companies in their decisions are price competitiveness and discount/promotion due to financial difficulties and emergence of Vietnam market
Fourthly, perceived value and benefit is always the top priority in seeking for
IT solutions of any companies, particularly the money-based guarantee
Clients often depend on the expertise of employees for valuable advice and recommendations when making purchase decisions due to their lack of specialized knowledge Prior to the purchase, expert endorsements play a critical role in influencing their choice of specific IT products Additionally, after-sales service is vital, as employees' ability to address product-related complaints is essential for effective customer support.
Sixthly, promotion program should focus on corporate image with reputation and client testimonial to gain the objective evidence for building up trust from new markets
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3 Barney, J B., 1991, „Firm resources and sustained competitive advantage‟, Journal of Management, vol 17, no 1, pp 99-120
4 Bawa, K and Shoemaker, R W., 1987, „The effects of a direct mail coupon on brand choice behaviour‟, Journal of Marketing Research, vol 24, pp 370-376
5 Biggam, J (2008) Succeeding with your Master’s Dissertation: A step-by-step handbook Berkshire, England: Open University Press,
6 Prof Ph.D Hoang Dinh Phi (2011), Curriculum on Management
Technology, Vietnam National University Press, Hanoi;
7 Nguyen Thi Lien Diep and Pham Van Nam (2003), Business
Strategy and Policy, Statistics Publishing House, Hanoi;
8 Authors’ group of University of Economics Ho Chi Minh City
(2010), Competitive environment of real estate – strategy of Binh
Chanh Construction Investment Shareholding (BCCI) at the stage of
9 Ngo Vinh Tu (2007), master thesis, University of Economics Ho Chi Minh City; Building development strategy for Company 59 under
10 Tran Quoc Thai (2006); master thesis in economics, Strategic business plan of Vietnam Export Import Bank until 2015 University of Economics Ho Chi Minh City
11 Decree no 76/2015/NĐ-CP dated 10 September 2015; Detailed provisions on implementation of real estate business law
12 Law of the officers of the Vietnam People's Army dated 21
December 1999; Law on amendment and supplementation of articles of law of the officers of the Vietnam People‟s Army dated 03 June 2008.
Questionnaire
How to develop new IT products to market: a case study of Dell EMC Company
We invite you to participate in a survey aimed at gathering valuable customer insights to inform the marketing strategy for new IT products from Dell EMC This research is a crucial component of the Master’s Thesis requirements at the University xxx.
This survey is conducted with full transparency, and its findings will be submitted to the University as part of the dissertation The research is purely academic and not intended for commercial use Rest assured, all your responses and ideas will be treated with the utmost confidentiality.
I would appreciate your time and contribution when fulfilling the following questions
Thank you very much for your time and kind assistance!
Please kindly select the answer as your choice
1 What is your business type?
Private State-owned Foreign-owned Other
2 How about your business size?
3 What is your business field?
4 How about your business market scope?
Within the city National-wide Other countries
5 How long have you been in the market?
Part 2: Information management with the application of IT products
6 Are you interested in using the IT products and service management?
Yes No Plan to use
7 On which purposes do you use IT products and apply information technology?
smooth out business activities in general
produce timely and promptly reports for management purposes
manage large amount of information in and out
mainly serving for customer service activities
capture the new management trend in the world
imitate competitors without immediate purposes
When selecting IT products and utilizing information management services, it is essential to evaluate several key factors These include the product's functionality and ease of use, the level of customer support provided, the overall cost-effectiveness, and the scalability of the solution Additionally, security features and compliance with industry standards play a crucial role in the decision-making process By ranking these factors on a scale of 1 to 5, individuals can better understand their priorities and make informed choices that align with their organizational needs.
Perceived value of benefits and quality bringing
The monetary guarantee for quality offered
Empathy: company shows sincere concern to specific cases of clients
Strong commitment from company towards clients
The prompt and swift responsiveness from company towards clients
Profession capabilities and behaviour of employees toward clients
Constructive advices, suggestions from employees
Employees are expert at handling complaints
Size and experiences of the company
Company is the member of prestigious associations
Demographic information
Reliability test
Perceived value of benefits and quality bringing
Monetary guarantee of quality offered 2.6667 1.24106 30
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Correcte d Item- Total Correlati on
Cronbac h's Alpha if Item Deleted Outstanding functionalities 11.4333 12.530 639 674
Perceived value of benefits and quality bringing
Monetary guarantee of quality offered 12.0000 14.897 425 752
Marketing offerings – Price Reliability Statistics
Scale Mean if Item Deleted
Deviation N Convenience of service provided 3.4667 81931 30
Company shows sincere concern to specific cases of clients 2.6333 1.42595 30
Strong commitment from company towards clients 3.6000 81368 30
The prompt and swift responsiveness from company towards clients
Profession capabilities and behavior of employees toward clients
Scale Mean if Item Delete d
Scale Variance if Item Deleted
Corrected Item- Total Correlati on
Cronbach 's Alpha if Item Deleted Convenience of service provided 13.333
Company shows sincere concern to specific cases of clients
Strong commitment from company towards clients
The prompt and swift responsiveness from company towards clients
Profession capabilities and behavior of employees toward clients
Scale Mean if Item Deleted
Scale Varianc e if Item Deleted
Corrected Item- Total Correlati on
Deviation N Employee presentation and professionalism 3.7667 93526 30
Constructive advices, suggestions from employees
Employees are expert at handling complaints 3.4667 93710 30
Scale Mean if Item Delete d
Scale Varianc e if Item Deleted
Correcte d Item- Total Correlati on
Cronbac h's Alpha if Item Deleted Employee presentation and professionalism 9.5667 8.599 427 875
Constructive advices, suggestions from employees
Employees are expert at handling complaints 9.8667 6.533 919 678
Marketing efforts – Branding/ Corporate image
Deviation N Size and experiences of the company 3.5667 1.35655 30
Scale Mean if Item Deleted
Scale Varianc e if Item Deleted
Cronbach 's Alpha if Item Deleted Size and experiences of the company 7.4667 2.671 685 577
Factor analysis
Kaiser-Meyer-Olkin Measure of
Perceived value of benefits and quality bringing 1.000 911
Monetary guarantee of quality offered 1.000 913
Extraction Sums of Squared Loadings
Extraction Method: Principal Component Analysis
Kaiser-Meyer-Olkin Measure of
Extraction Sums of Squared Loadings
0 Extraction Method: Principal Component Analysis
Kaiser-Meyer-Olkin Measure of
Extracti on Convenience of service provided 1.000 838
Company shows sincere concern to specific cases of clients
Strong commitment from company towards clients 1.000 670
The prompt and swift responsiveness from company towards clients
Profession capabilities and behavior of employees toward clients
Extraction Sums of Squared Loadings
Extraction Method: Principal Component Analysis
Kaiser-Meyer-Olkin Measure of
Extracti on Articles about companies 1.000 899
Extraction Sums of Squared Loadings
Extraction Method: Principal Component Analysis
Kaiser-Meyer-Olkin Measure of
Extracti on Employee presentation and professionalism 1.000 380
Constructive advices, suggestions from employees 1.000 754
Employees are expert at handling complaints 1.000 928
Extraction Sums of Squared Loadings
Extraction Method: Principal Component Analysis
Marketing efforts – Branding/Corporate image
Kaiser-Meyer-Olkin Measure of
Extracti on Size and experiences of the company 1.000 830
Extraction Sums of Squared Loadings
Extraction Method: Principal Component Analysis.
