1069TRIPLE V OF MARKETING PLAN FOR MERCK BIOSCIENCE PRODUCTS IN VIETNAM

Introduction

An introduction to Biosciences and their development

Biosciences are recognized as a crucial driver of economic development in the coming years, forming a core component of the "New Economy" alongside Infosciences and Nanosciences.

Three principle features are common to these three scientific and technological areas:

• The capacity to integrate with one another

• The capacity to be a development key for other industrial sectors and therefore to “enable technologies”

• The fact of being “world-wide” and “global”

However, along with these similarities, the three scientific areas show great differences in the way they grow, develop, and in their impact on local economies

Biosciences encompass a range of technologies and players that interact and converge, providing a foundational understanding of the sector This definition is crucial for grasping the developmental challenges faced within the biosciences field.

Defining life sciences and biotechnologies

Defining biotechnologies is challenging due to their inherent diversity Life sciences, especially biotechnologies, encompass a variety of multidisciplinary technological platforms and scientific discoveries that can be innovatively combined as needed.

Biotechnologies encompass all technologies that utilize living organisms—such as bacteria, yeasts, and animal or plant cells—to produce valuable products, enhance traits in animals and plants, or create beneficial microorganisms for specific applications This broad definition also covers traditional practices like agriculture, zootechnology, and fermentation, which can be categorized as traditional biotechnologies, distinguishing them from modern, innovative biotechnological methods.

Innovative biotechnologies stem from fundamental and exploratory research, highlighting the strong connection between basic and applied research as well as production This challenges the traditional notion that basic research is confined to universities while applied research and production occur solely within the industry.

In times of globalization of information, this unique feature is bound to influence the key factors of development, and explains why real “biodistricts” come into being in specific areas

The multidisciplinary nature of biotechnologies contributes to their diverse applications across various industrial sectors Notable examples include innovative biotechnological processes originating from life sciences that have transformed industrial production.

The convergence of advanced technologies with information sciences and nanosciences is paving the way for innovative developments in synergistic fields like bioinformatics and biomedicine This intricate biotechnological landscape is not only rich in potential but also raises significant moral, ethical, and legal issues, particularly concerning patent-related challenges.

Biotechnology industry: a structural analysis of the sector

“Towards an economy founded on knowledge”

In advanced industrial societies, the generation of wealth is increasingly linked to knowledge and product quality, overshadowing traditional factors like raw material and labor costs.

The “society of knowledge” gives rise to a new economy, capable of creating high value added products

The emerging trend prominently features three key sectors: information technology, nanotechnologies and new materials, and biosciences Biotechnology encompasses a diverse array of technologies and methods that enable the development of innovative and competitive products and processes across various industries, including agriculture and healthcare, thereby creating new opportunities in multiple sectors.

Biotech products in fact distinguish themselves as being easily incorporated in multidisciplinary “technological solutions” that can be applied in different fields

In order to understand the importance and impact of the biotechnology sector, one must start with a “economy based” definition

Analysts assert that "Biotechnology is selling biology," a concept increasingly recognized globally as biotechnologies emerge as a strategic market Many prominent scientists and economists predict that the current century will be known as "the biotechnology century." The convergence of genetic and computer science has created a powerful alliance that is poised to significantly impact individuals and society at large.

In the last few years in industrialized countries, the biotechnology sector has shown striking economic growth impacting directly on the quality of life and on socio- economic development

The biotechnology sector is defined by three key factors: rapid and ongoing technical-scientific advancements, strong connections to foundational research institutions such as universities, and a lengthy product development timeline, typically ranging from 5 to 10 years across various application areas.

Research is the principal source of new ideas that, once developed, can lead to the commercial exploitation of new products or productive processes and/or their improvement

Research conducted in both public and private institutions, along with industrial partners, plays a crucial role in innovation Companies typically leverage research findings that show potential for marketability The transformation of research into innovative processes and products heavily relies on effective technology transfer and the establishment of new enterprises.

The ISB excels at transforming scientific discoveries into commercially viable products and services, categorized into three main types First, developing enterprises focus on turning innovative ideas into marketable solutions, often collaborating with larger companies, especially in the medical and healthcare sectors Second, integrated activity enterprises invest in all aspects of research, development, production, marketing, and sales, though they are relatively few, with notable exceptions in the pharmaceutical industry Lastly, suppliers play a crucial role by providing essential equipment, materials, and services to biotechnology firms and end users, highlighting the growing reliance on external technologies and services.

Biotechnology has had the opportunity to become one of the most dynamic phenomena of this century, thanks to the convergence of numerous forces from different sectors

Biotechnology is establishing expansive platforms for innovative products and markets across diverse sectors, including agriculture, chemical and industrial processes, medicine, and informatics Numerous companies are adapting and merging their scientific methodologies with financial goals to leverage these advancements.

The convergence between previously distinct industries is taking place rapidly, and this could eventually lead to a more stable and sustainable biotechnological market

As the biotechnological industry continues to evolve, the distinction between it and other sectors is becoming increasingly blurred, leading to a rise in hybrid products This industry not only contributes to the development of new pharmaceuticals but is also forging connections with non-traditional sectors like chemicals, semiconductors, information technology, and agriculture Many companies are now leveraging biotechnologies, resulting in a diverse landscape where businesses operate across multiple industries simultaneously.

Keys to local development in the Biotechnological sector

The Biosciences in Vietnam

The bio-innovation system in Vietnam: a brief overview

Research and development (R&D) activities in Vietnam are primarily organized into three key areas: the National Research Center, now known as the Vietnam Academy of Science and Technology (VAST), research institutions affiliated with various line ministries such as the Ministry of Agriculture and Rural Development and the Ministry of Health, and university faculties and departments specializing in biosciences and biotechnology Approximately 50 research institutes and centers focus on bioscience and biotechnology across three main sectors: agriculture, aquaculture, healthcare, and environmental studies.

The Ministry of Science and Technology, alongside various ministries and provinces, has established a nationwide network of 60 biotechnology laboratories dedicated to research, technology development, and application To enhance this initiative, the Ministry has allocated funds to equip over 30 laboratories, with a total investment of approximately 80 billion VND (around 5 million USD) in recent years Additionally, nearly all provinces host 30 basic tissue culture experiment units, further supporting biotechnological advancements across the country.

The Ministry of Science and Technology has allocated $30,000 to support rural and mountainous development through science and technology application programs Future upgrades and reorganizations of these units are projected to attract an estimated investment of around $5 million, averaging $130,000 per unit.

In 2002, the Prime Minister of Vietnam initiated the establishment of five national key biotechnology laboratories to advance the country's biotechnology sector Recently, an additional national laboratory focused on tissue culture technology was also funded in the South Together, these six key laboratories, along with 60 other research units, form the foundation of biotechnology research and training in Vietnam.

In universities, biotechnology and bioscience education primarily emphasizes teaching over research, despite various training programs offered by the Ministry of Education and Training and other organizations for Bachelors, MSc, and PhD degrees Approximately 12 universities have established biotechnology training programs, resulting in over 4,000 trained staff, including 1,500 Bachelors, 400 MScs, and 90 PhDs However, this training has not sufficiently met the demand in key biotechnology fields such as genetic technology, cell technology, enzyme-protein technology, and microorganism technology Additionally, R&D institutes have contributed to training biotechnological staff, with 23 MScs and 22 PhDs trained through research programs from 1996 to 2000.

Vietnam invests approximately 100 billion VND (around 7 million USD) annually in overseas training and internship programs for MSc and PhD students, particularly in biotechnology The Ministry of Education and Training has facilitated the training of over 30 individuals in this field Additionally, through national research programs, numerous biotechnology professionals have collaborated with experts from developed countries via visits and research initiatives Vietnam has also hosted international scientists to enhance research methodologies for more than 200 groups of local biotechnology researchers In the past two years, the country has utilized various overseas scholarship programs to send students to the US, Europe, Australia, and Japan for further training.

Vietnam's agriculture has embraced advanced biotechnologies, including artificial insemination, preservation techniques, embryo transfer, and vaccine production Innovative methods such as tissue culture and cell generation are widely used in the cultivation of crops like rice, hybrid rice, and maize As a result, biotechnology has significantly contributed to achieving 25% self-sufficiency in the demand for F1 hybrid rice, leading to substantial economic benefits.

Vietnam has achieved the second position in global rice exports, generating an impressive 50 million USD annually, largely due to the introduction of new rice varieties developed by local scientists, which now account for 70% of the country's rice-cultivated area Additionally, advancements in biotechnology are enhancing aquaculture by producing resilient species and effectively preventing diseases, particularly in prawn farming.

In recent years, artificial insemination technology has gained widespread application in health care and pharmaceutical clinics in Ho Chi Minh City and Hanoi Research institutions and health care centers are exploring genetic technology, DNA, and protein chips, utilizing fast and early diagnosis methods to address hereditary issues in newborns and prevent epidemics like poultry flu and dengue fever Notably, Vietnam has achieved significant advancements in medical biotechnology, mastering the production of 9 out of 10 vaccine types necessary for comprehensive vaccination programs Currently, two vaccine types fully meet demand, while the remaining vaccines satisfy 40-60% of the country's needs.

Over the past decade, a network of laboratories has been developed from central to local levels, equipped with modern technology However, inadequate operational funding and a lack of strategic guidance have hindered their effectiveness, resulting in a weak connection between theoretical research and practical production Consequently, the efficiency of these newly established laboratories remains low.

Research and development in biotechnology has largely concentrated on national key programs, but these initiatives lack a clear prioritization and are often shaped by the scientists' existing expertise rather than market demands This has led to a disconnect between research efforts and real-world needs, as scientists tend to advocate for projects aligned with their backgrounds, such as enzyme technology, without considering broader market applications Consequently, while research outcomes may be technically sound, many findings remain unutilized in production settings.

The involvement of private-sector enterprises in biotechnological research and application in Vietnam remains weak and ambiguous, hindering the development and competitive edge of state-owned enterprises in this field The innovation system in biotechnology suffers from inadequate connections among enterprises, research institutes, and universities, limiting effective collaboration Current challenges include insufficient funding and a lack of skilled human resources within enterprises, which impede their partnerships with R&D institutions and independent research efforts Additionally, Vietnamese firms often rely on the initiatives of foreign partners during collaborations Despite the implementation of various research programs, there is still a significant gap in cooperation among scientists and the absence of qualified research teams with international capabilities.

Training also still has many shortcomings In fact, there is lack of a well-designed strategy and specific structure for training programs

The bio-product market and biotechnology sector have seen limited development, failing to create a significant demand pull for the industry The production base remains narrow, largely confined to the national market and focused on primary, unprocessed bio-related products like tea, coffee, rubber, rice, and aquaculture While these products may experience temporary comparative advantages, they lack strong long-term competitiveness in the global market.

The Vietnamese government's policies and institutional framework for biotechnology have not been effectively developed Despite initiatives like the resolution from March 11, 1994, aimed at advancing biotechnology until 2010, and decision 54/QD-TTg for a techno-economic program, the existing policies remain vague and insufficiently detailed to significantly promote biotech development.

The Vietnamese government is promoting international collaboration by encouraging organizations to hire international experts and highly qualified overseas Vietnamese for roles in development planning, training, and research and development Additionally, the government is financing international joint programs to enhance innovation However, there are concerns that these incentives may not be enough to attract greater international participation in the country's innovation activities, which could significantly impact the future development of biosciences and biotechnology in Vietnam.

Merck Vietnam introduction

Merck for Biosciences offers a diverse selection of life science research products, including antibodies, biochemicals, inhibitors, and peptide synthesis reagents, under renowned brands such as Calbiochem, Novabiochem, and Novagen These high-quality products are utilized globally in university laboratories and within the pharmaceutical and biotech industries Committed to innovation, Merck provides advanced solutions that support cutting-edge research in the life sciences.

Customer services + In-bound logistics

The company's business model involves indirect sales, where sales and marketing staff engage directly with end users, while traders, including dealers and small dealers, handle the direct sales to these customers.

Characteristics of chemicals market are price conscious (sensitive), labor intensive with competitive product quality, and very low budget for R&D activities

Merck is recognized as a premium brand, offering high-quality laboratory chemicals at a higher price point In Vietnam, its two main brands are Calbiochem and Novagen Despite a sale of approximately USD 13,000 in 2009, Merck captured less than 1% of the market share The company faces competition from four key players: Sigma, Qiagen, Bio-Rad, and Invitrogen.

Rationale

After 15 years in Vietnam as a representative office, Merck Vietnam Company, marketing and sales of chemical products has founded in 2010 One key target for the new company will be the exploration of the chemical market for biotechnology, bioscience products, in Vietnam to drive further strong growth of this promising high-margin business However, the company has not yet developed a marketing plan to approach this market Therefore, the need for using the triple-V approach to marketing to define the three values: value segment, value proposition, and value network results in a call for this study, as a result, the marketing plan will be developed In other words, according to sales and marketing director, the study should be able to answer 3 questions such as 1) Sell to whom? 2) How to sell? and

3) How big of target segments?, is it worthy to sell into those segments?

Problem statement

The biotechnology market in Vietnam is diverse yet still in its infancy, with key potential customers including R&D units in hospitals, state-funded research institutions, universities, and specialized company departments Merck Vietnam has not yet established a strong presence in this growing market, facing challenges related to market insight and access, which has resulted in stagnation of its business To overcome these obstacles, the company will implement a triple-V approach in developing a marketing plan aimed at achieving its objectives This study seeks to address relevant questions to guide Merck's strategic direction in the Vietnamese biotechnology sector.

1 Value segment or who to serve (valued customer)?

2 Value proposition or what to offer to the valued customers?

3 Value network or how to deliver the value proposition to the valued customer?

Research objectives

This study aims to address key questions that will inform the development of effective marketing strategies and policies It focuses on defining the three critical components of value: value segment, value proposition, and value network The insights gained from this research will serve as essential inputs for shaping marketing strategies, plans, and decision-making processes.

Scope of the study

Key potential customers include R&D units in hospitals, state-funded research institutions, universities, and specialized companies' R&D departments The majority of these organizations are situated in Ho Chi Minh City and Hanoi, which is why the survey focused exclusively on these locations.

Research structure

This study report consists of five chapters, beginning with an introduction to the biosciences industry, its development in Vietnam, and an overview of Merck Vietnam, including the rationale, problem statement, research objectives, and scope of the study Chapter 2 presents a comprehensive literature review, while Chapter 3 outlines the methodology employed in the research Data analysis and findings are detailed in Chapter 4, and Chapter 5 concludes with actionable recommendations.

Conceptual framework/Literature review

Marketing

The scope of marketing – What is marketing? (Kotler 2002)

Marketing deals with identifying and meeting human and social needs It is about

Marketing is a vital organizational function that encompasses processes aimed at creating, communicating, and delivering value to customers It focuses on managing customer relationships to benefit both the organization and its stakeholders.

Marketing management is the art and science of choosing target markets and getting, keeping and growing customers through creating, delivering and communicating superior customer value

The aim of marketing is not selling It is to know and understand the customer so well that products and services fits him and sells itself

Marketing is an integral part of our daily lives and a crucial element for business success It combines creativity and analytical strategies, making effective marketing a result of meticulous planning and execution.

Exchange is a fundamental concept in marketing that involves acquiring a desired product by offering something of value in return, creating a mutually beneficial outcome for both parties For an effective exchange to occur, five essential conditions must be met: there must be at least two parties involved, each party must possess something valuable to the other, both parties need to be capable of communication and delivery, and each party must find it appropriate and desirable to engage with one another.

A transaction involves a trade of value between two or more parties, requiring at least two items of value, mutually agreed-upon conditions, and a designated time and place for the agreement This differs from a transfer, where one party provides something to another without receiving anything tangible in return Successful marketing entails actions designed to provoke desired responses from a target audience, necessitating an understanding of the expectations each party has regarding the transaction.

In marketing, a market refers to the diverse groupings of customers, which can be categorized into product markets, demographic markets, and needs markets, among others Within a market, numerous buyers and sellers interact, facilitated by four key flows that connect them.

The four primary customer markets include consumer (mass sales), business (B2B sales), global (international sales), and non-profit/government (sales to organizations like churches and universities) Today, we distinguish between the physical marketplace and the digital marketspace Additionally, the concept of the metamarket refers to a cluster of complementary products and services that exist in a consumer's mind, spanning across various industries.

Company orientation towards the marketplace

There are 5 competing concepts under which organisations conduct marketing activities:

1) Production concept – states that consumers prefer products that are widely available and inexpensive Therefore focus on high production, low cost and mass distribution;

2) Product concept – Consumer favour quality, performance or innovation Therefore focus on superior products and constant improvement;

3) Selling concept – consumers will not buy enough if left on their own Therefore focus on aggressive selling and promotion;

4) Marketing concept – consumer-centred philosophy Therefore focus on being more effective than competitors in creating, delivering and communicating superior customer value;

5) Holistic marketing concept – going beyond traditional applications of marketing to a more complete and cohesive approach Focus on multiple marketing approaches that work synergistically, broad and integrated approach It includes relationship, integrated, internal and social responsibility marketing as depicted in the figure 2.1b below:

Marketing focuses on meeting consumer needs and desires, with businesses aiming to provide customer value while generating profit Each stage of the value delivery process carries cost implications, as illustrated in figure 2.1c.

1) Choosing the value – represents the “homework” marketing must do before any products exist;

2) Providing the value - marketing must determine specific product features, prices and distribution;

Marketing dept Senior Mgmt Other Depts

Communications Products & Services Channels => 4Ps

3) Communicating the value - through utilisation of sales force, sales promotion, advertising, and other communication tools to announce and promote the product

Kumar's 3 V approach to marketing encompasses three key elements: defining the value segment, developing the value proposition, and delivering through the value network This comprehensive framework outlines how to effectively identify and communicate value in marketing strategies Further details on this approach are discussed in the following section.

A marketing strategy is a comprehensive written plan that outlines a company's product development, promotion, distribution, and pricing methods, aligning them with specific marketing goals to be achieved within a designated timeframe It defines the target market segment, establishes positioning, and details the marketing mix while also determining the allocation of resources necessary for success.

A marketing plan is a comprehensive written document outlining the essential steps needed to achieve specific marketing objectives for a product, service, brand, or product line, typically spanning one to five years It often forms a crucial component of an overall business plan A strong marketing strategy serves as the backbone of an effective marketing plan, as a list of actions without a solid strategic foundation is largely ineffective.

Marketing process: segmentation, targeting market, and positioning (STP)

Distrib uti ng Servici ng

Choose the value Provide the value Communicate the value

Before launching a new product, extending an existing range, or entering a new market, it's essential to analyze relevant data to determine the best market opportunity After selecting the market, companies must define their marketing strategies and implement tactical plans, followed by monitoring the effectiveness of these activities to assess the success of the marketing plan This four-stage marketing process helps businesses generate customer interest and shapes the strategies that drive sales techniques, business communication, and development, as outlined by Kotler (2008).

This thesis focuses on identifying three key values for a marketing plan aimed at extending an existing product range Marketing's primary purpose is to create value for clients through four essential functions: research, development, production, and sales Essentially, marketing serves as the core of value creation, enabling the fulfillment of today's needs to generate tomorrow's value To effectively define the value segment, value proposition, and value network, a triple-V approach to marketing is employed, as outlined by Kumar (2007).

Triple values of a marketing plan

Marketing as Strategy: Understanding the CEOs Agenda for Driving Growth and Innovation by Nirmalya Kumar

Professor Kumar has introduced innovative marketing concepts that enhance traditional marketing practices His triple-V approach includes value segment, which focuses on targeting specific customer groups; value proposition, a blend of products, services, and experiences designed to meet customer needs; and value network, a framework analyzing the social and technical resources within and among businesses.

The evolving role of marketing emphasizes a customer-focused mindset and market orientation throughout the organization, shifting marketers from traditional roles to strategic coordinators of initiatives that enhance customer value and profitability This transformation involves eight key changes: redefining marketing as a transformational engine, focusing on strategic segments rather than just market segments, providing solutions instead of merely selling products, fostering growth in distribution channels, partnering with global distribution networks instead of relying solely on branded products, rationalizing brands instead of acquiring them, transitioning from market-driven to market-driving strategies, and elevating marketing from a strategic business unit focus to a corporate-wide perspective.

For a long time now, companies have understood the importance of clearly knowing each customer’s value and assigning resources according to that value

Focusing solely on the customer's value chain is insufficient; it's crucial to identify the specific value proposition tailored to the valuable customer segment Understanding their needs allows for effective communication of this value, encompassing the service offered, customer interaction methods, channels, and messaging The successful integration of "Valued customer + Value proposition + Value Network," as defined by Professor Nirmalya Kumar from the London Business School, is essential for effective Customer Marketing Strategies.

Bill George, former Chairman and CEO of Medtronic Inc, praises Nirmalya Kumar for offering valuable insights into strategic marketing He emphasizes that Kumar's approach can significantly transform corporations and foster sustainable growth George encourages all marketers to pay attention to Kumar's wisdom and implement his guidance.

The author argues that marketing departments often hinder progress, with many CEOs noting their focus remains on outdated tactics To address this, he proposes a seven-step process for marketers to become adaptable, strategic leaders He encourages a shift from the traditional “4 Ps” of marketing to the “3 Vs”: valued customer, value proposition, and value network This new framework enables marketers to work smarter, embrace innovative ideas, and drive meaningful change within their organizations, emphasizing the importance of doing better things over merely improving existing practices.

Value customer – who to serve?

Market segments divided by the four Ps

Marketers start by identifying distinct market segments, choosing the most suitable ones to target, and positioning their offerings using the 4Ps within those segments However, in reality, the segmentation process is often more complex and less straightforward.

Customer needs and expectations vary significantly across different markets, making segmentation essential for identifying distinct customer groups By utilizing creative segmentation strategies, companies can tailor their marketing mix—adjusting elements of the 4Ps (Product, Price, Place, Promotion)—to better meet the specific demands of each segment Segmentation variables are generally categorized into two types: identifier variables, which help define the segments, and response variables, which gauge customer reactions to marketing efforts.

Target market selection is the critical process of identifying which market segments a company should focus on to maximize sales Businesses can choose from three main targeting strategies: undifferentiated, differentiated, and concentrated An undifferentiated strategy aims to reach all customers using a single marketing mix, while a differentiated strategy targets multiple segments, each with a tailored marketing approach In contrast, a concentrated strategy focuses exclusively on serving one specific segment.

Positioning is about developing a unique selling proposition for the target segment

A company’s unique selling proposition should be both unique, that is, appealing to the target customers

Strategic segment: divided by the triple-V

Market segments that only require adjustments to the marketing mix differ from strategic segments, which necessitate distinct value networks Each strategic segment is linked to specific key success factors, guiding business unit managers in selecting the appropriate value network When a company aims to cater to multiple strategic segments, it must create unique value networks for each Unlike market segments that focus on aligning the 4Ps, serving diverse strategic segments demands coordination across various functions, including R&D and operations Therefore, it is more relevant to consider the triple-V framework: valued customer, value proposition, and value network.

Value proposition – what to offer?

A strong value proposition highlights key differences between market segments and is essential for companies to connect with valued customers Professors Kim and Mauborgne propose four critical questions to guide this process: First, companies must identify which industry attributes can be eliminated, prompting a reflection on the actual value these attributes provide Second, they should consider which attributes can be reduced below industry standards, challenging the notion of overdesign in products and services Third, businesses need to determine which attributes should be increased beyond current standards, addressing the compromises customers face Finally, companies should explore new attributes that have never been offered in the industry, fostering innovative value creation opportunities.

Value network – how to deliver?

To effectively deliver a value proposition to valued customers, companies must systematically redefine their value network components to achieve low prices while maintaining profitability Although transformations in marketing and distribution are crucial, significant savings in the value network primarily stem from radically streamlined operations.

Differentiate deeply based on the value network

To gain a competitive advantage, companies must leverage distinct value networks and align their triple-V strategy When crafting this strategy, businesses should consider how their marketing concept differentiates from industry peers and how well its elements support each other Unlike merely targeting new customer segments, entering a new strategic segment necessitates establishing a new value network, making it a significant decision that typically requires board approval.

Explore different value network options for unique segments

Many companies face challenges in determining how to segment their value networks to effectively cater to various market segments There exists a continuum that connects strategic and market segments, highlighting the need for careful consideration in this process The accompanying figure illustrates the various value network options available for both market and strategic segments.

Driving marketing innovation using the triple-V

Marketing innovation can be conceptualized using the triple-V model by asking three questions:

1) Are there customers who are either unhappy with all of the industry’s offerings or are not being served at all? Through positioning this question, one can find tremendous opportunities to exploit

2) Can we offer a value proposition that delivers dramatically higher benefits or lower prices, compared with others in the industry?

3) Can we radically redefine the value network for the industry with much lower costs? The four value proposition questions presented previously and the three questions above help conceptualize opportunities for marketing innovation in the industry And using the triple-V to generate innovation clarifies that innovation is not the exclusive territory of technical R&D and product development people Rather, marketers and strategists can contribute to innovation by discovering undeserved or unhappy segments, offering new value curves, and reinventing industry value networks

Methodology

Research process

There are three types of business research method: exploratory, descriptive and causal (Zikmund 1997) The definition of these three research types are as follows:

1 Exploratory research is usually conducted to clarify and define the nature of a problem;

2 Descriptive research is designed to describe characteristics of a population or phenomenon;

3 Causal research is conducted to identify cause and effect relationships among variables where the research problem has already been narrowly defined

This study aims to define the triple-V of the market and outline its characteristics, guided by three key research questions To achieve this, a mixed-method approach that combines exploratory and descriptive research is deemed appropriate.

Due to the lack of secondary data on customers in Vietnam concerning Bioscience products, this study will primarily utilize primary research, incorporating both qualitative and quantitative methods.

The study was conducted in accordance with the flow chart as shown in figure 3.1

The next step in formulating a research study is a selection of the research design The design is a blueprint that guides us to undertake research on a specific problem

The article emphasizes the connection between the data collection process and the initial research questions, addressing the selection of methods, techniques, and tools It also discusses the rationale behind choosing specific sampling sizes and procedures, which are crucial for effective data collection and analysis Furthermore, it outlines the statistical techniques that will be employed in the research process.

Qualitative study

There are four primary types of research design to choose from: surveys, experiments, observations, and secondary data (Zikmund 1997) Qualitative research aims to offer in-depth insights into individuals and the particular contexts that shape their perspectives.

In-depth interviews with key company figures, including the Country Manager, Sales & Marketing Director, and Bioscience Segment Supervisor, will yield valuable insights into the company's strategic focus and market capacity Given the advantages and disadvantages of various research methods, the survey approach is selected for this empirical market study due to its ability to quickly and accurately gather information from a population, particularly when secondary data is scarce (Zikmund, 1997) Additionally, the research primarily addresses "what" questions, making exploratory survey research a justified choice (Robert, 2003).

The result of in-dept interview was used to determine how many potential customers should be surveyed by questionnaire, who and where they are.

Quantitative study

This research utilizes quantitative methods, primarily through a survey questionnaire and secondary data, to investigate the research questions related to the triple-V framework The findings will inform the marketing plan and decision-making process Subsequent sections will detail the sampling, data collection, and analysis methods employed, with Table 3.3a providing a summary of the approaches and techniques used.

Table 3.3a: Research approach and methods

Overall environment, industry, market, competitors, customers, internal (reports, memo), internet (websites, search engines), macro data (government, international publications) Company’s strategy, Bioscience industry, market trends, market focus and capacity

Survey Questionnaire Primary data Predictions of market, consumer behavior, motivations, characteristics of customers, products, value proposition, value network

Triple-V is defined by the value segment, utilizing information dimensions from a survey questionnaire that includes customer characteristics, behaviors, effective price points, market size, growth rates, and alignment of product positioning.

Secondly, value proposition, the information dimensions were used in survey questionnaire such as customer satisfaction and important factors

And finally, value network, the information dimensions were used in survey questionnaire such as information search, contact to company and buying decision

How to segment and target markets

The primary objective of segmentation studies is to pinpoint homogeneous groups of customers within diverse markets By identifying subsets of customers seeking similar product benefits, marketing decision-makers can explore various strategic options Value segmentation enhances the understanding of a company's customer base, leading to improved marketing efficiency and strategic direction This differentiation should focus on client needs rather than solely on products and services.

Preliminary results will identify key market segments based on application fields such as sample preparation, PCR reagents, and protein synthesis Segmentation will focus on the benefits sought from product features, with target segments selected based on market size, growth rate, and alignment with product positioning The next steps involve categorizing products, developing a market-product grid, and estimating market size Once defined, the BCG matrix will be utilized for further analysis.

Directional Policy Matrix will be determined for target markets and marketing actions to reach the target markets.

Data collection will be utilized for value proposition analysis to identify the genuine need-based purchasing requirements within each market segment This analysis will reveal the product and non-product benefits sought by customers, as well as the associated costs Key discriminating features (KDF) will be established for each identified benefit or cost, allowing us to define the significance of each KDF to decision-makers The findings will be documented in Table 3.3b for each customer or product.

Table 3.3b: Extent of importance and company performance on each KDF

Moreover, the product performance on each item will be benchmarked versus its competitors as follow:

Table 3.3c: Actionmap of a decision maker e Sampling

A comprehensive survey was conducted involving 40 potential customers, following in-depth interviews with the Sales & Marketing Director and the Bioscience Segment Manager Among the participants, 25 were located in Ho Chi Minh City, while 15 were based in Hanoi.

With support of Sales & Marketing director, Bioscience segment manager, and Ngoc 2007, the questionnaire consists of 19 questions expressed in 53 items were developed

• Question 1-5: type of organization, purpose of chemical use, number of research project, literature sources, document formats

• Question 6-9: budget sources, percentage of budget for chemical products, purchase pattern (times, average amount)

• Question 10-12: percentage of Merck chemicals, brand awareness, percentage of Novagen and Calbiochem products

• Question 13: have you ever done the following things in the past (in last

In the past three months, if you're looking to purchase chemicals, you can explore Merck's extensive catalogue, along with Novagen and Calbiochem's offerings available at www.merck-chemicals.com For pricing inquiries, it's advisable to contact Merck's official agencies Additionally, you can seek technical assistance from Merck to ensure you make informed purchasing decisions.

The study aims to assess end users' satisfaction with Merck's products by evaluating various aspects such as the purchasing process, delivery, order management, documentation, and overall value This approach aligns with Merck's business model, which does not involve direct sales to end users; instead, it relies on traders to facilitate these transactions.

• Question 15: performance on key discriminating features (KDFs) and extent of its importance in comparisons to Merck’s competitors (Qiagen, Sigma, Bio-rad, Invitrogen)

• Question 16-18: promotion types, communication channels and other comments

Questions 14 and 15 in the main section utilize a Likert scale, and their reliability was assessed using Cronbach's alpha, with all values exceeding 0.8 Detailed Cronbach's alpha statistics for each item can be found in Appendix C.

A pre-tested questionnaire on 4 respondents was modified to ensure the correct understanding and the ease of answering The tested questionnaires in

Appendix A was distributed to 25 potential customers in Ho Chi Minh City and 15 in Hanoi, with only the Vietnamese version provided, as all recipients are Vietnamese speakers An English translation is also available in Appendix A.

Of 40 respondents, 33 returned questionnaire, of which 30 were usable, for a respondent rate of 91% The accepted responses must: (a) not having more than

The study involved three unanswered questions, with a specific focus on avoiding the selection of all "1" or all "5" responses across multiple questions The distribution of questionnaires took place from November 17 to November 31, 2010, and a total of 15 paid respondents were compensated with VND 50,000 for each completed questionnaire, as detailed in Appendix B Data analysis was conducted to evaluate the collected responses.

The responses from participants were evaluated for their completeness and relevance Accepted questionnaires were coded, and the raw data was entered into SPSS software version 11.5 Descriptive analysis was conducted to summarize the variables based on their frequency.

Data analysis & findings

Sample profile

There were 70 % respondents from institutes, 16.7% respondents from universities and 13.3% respondents from production company

Figure 4.2a: Sample distribution by organization type b Purpose of chemical use

80 % respondents used chemicals for research projects 13.3% respondents used chemicals for test in manufacturing

Figure 4.2b: Sample distribution by use purpose of chemicals c Number of project

46.7% respondents is being joined/involved in 2 from projects, 26.7% respondents in 1 project

Figure 4.2c: Sample distribution by project quantity being joined

Table 4.2c: Descriptive analysis of project quantity by organization type

In 20 cases, 69% respondents used literature sources from American In 19 cases, 65.5% respondents used literature sources from Europe

Table 4.2d: Sample distribution by literature source and organization type e Document formats

In 24 cases, 80% respondents used document formats of journal 76.7% respondents used document formats of E-doc (on computer) in 23 cases

Table 4.2e: Sample distribution by literature format and organization type

American Europe Japan Others China

ColResponse %Total f Budget sources

In 23 cases, 76.7% respondents had budget from State fund, 50 % respondents had budget from sponsorial projects in 15 cases

Table 4.2f: Sample distribution by budget source and organization type

Main budget sources were for Institutes from State fund, for universities from sponsor, and for production company from business plan. g Budget ratio for chemicals

A recent survey revealed that 70% of respondents from institutes allocated 25-50% of their budget to chemicals, while 60% of university respondents dedicated 10-25% of their budget for the same purpose In contrast, 75% of respondents from production companies spent less than 10% of their budget on chemicals.

% budget for chemica not be provided 50-75%

State fund Sponsorial project Business plan Others

47.6% respondents from institutes, 75% respondents from universities, and 100% respondents from production companies purchased chemicals 1 to 2 times in last 6 months

Figure 4.2h: Sample distribution by each purchase and org type

>6 5-6 3-4 1-2 i Average amount in USD of each purchase

43% respondents spent USD 500-1000 and 29% respondents spent below USD

500 for each purchase from institutes 60% respondents from universities spent below USD 500 for each purchase 25% respondents spent USD 500-1000 and 50% respondents spent below USD 500 for each purchase from production companies

Figure 4.2i: Sample distribution by amount as per purchase and org type

A survey revealed that 38% of respondents utilized less than 10% of Merck chemicals, while 33% reported using 25-50% of these chemicals in their workplaces Among university respondents, 40% used either 25-50% or below 10% of Merck chemicals Additionally, 25% of respondents from production companies indicated a usage of 25-50% Merck chemicals.

53% respondents from institutes, 40% respondents from universities, and 25% production companies were aware of Merck brands

Figure 4.2k: Sample distribution by Merck brands and org type

Others Calbiochem Novagen l Merck bioscience chemicals ratio

A recent survey revealed that 45% of respondents utilized less than 10% of Merck biosciences, with 20% indicating no usage from institutes Additionally, 20% of respondents reported using below 10% of Merck biosciences, while 40% did not use it from universities Furthermore, 50% of respondents employed less than 10% of Merck biosciences, and an equal 50% reported no usage from production companies.

Figure 4.2l: Sample distribution by % use of Merck biosciences and org type

A survey revealed that 25% of respondents from institutes favored promotional methods such as discounts, samples, or seminars/workshops In contrast, 30% of university respondents preferred discounts or samples Notably, 50% of participants from production companies showed a preference for samples or seminars/workshops as their promotional types.

Figure 4.2m: Sample distribution by favorite promotion and org type

Discount on next orders Sample

Seminar/ workshop n Promotion information channels

According to recent findings, 38% of respondents from various institutes reported receiving promotion information through agencies, while 28% indicated they received this information via email In contrast, 57% of university respondents obtained promotion details from agencies Additionally, 29% of respondents from production companies received promotional information through agencies, with 43% relying on phone communications.

Figure 4.2n: Sample distribution by promotion info channels and org type

NeverFaxPhoneEmailAgencies

Descriptive analysis

a What customers did in the past

Over last 3 month they purchased Merck chemicals, contacted agencies, searched website and catalog but never purchased Novagen or Calbiochem; asked technical help, searched Novagen or Calbiochem ‘s catalogue

Figure 4.3a: End users’ actions b The important factors of customers’ satisfaction

How many the important factors affect customers’ satisfaction?

The table 4.3b1 below indicated that the six most important factors affect customers sorted by the extent of importance are “Exact quantity on delivery”,

“Satisfied product quality on delivery”, “Deliver on time”, “Support the safe use of products”, “Suitable delivery time”, and “Product features meet your needs” Table 4.3b1: Important factors of satisfaction

The table 4.3b2 below shows means of the 6 important factors by organizations

Satisfied product quality on delivery

Support the safe use of products

Product features meet your needs

Pay-for-performance and the quality

Easily contact with customer services and sales

To be informed issues of delivery in time

The figure 4.3b below shows means of the 6 important factors by organizations

Satisfied product quality on delivery Delivery on time Suitable delivery time

Post-hoc tests from the ANOVA analysis, detailed in Appendix E, revealed significant differences at the 0.05 level in the mean satisfaction scores across the six key factors among various organizations.

There are notable disparities in satisfaction levels regarding delivery metrics between institutes and universities, particularly concerning the exact quantity delivered, product quality upon delivery, timeliness of delivery, appropriateness of delivery timing, and whether product features align with user needs.

About satisfaction of “support the safe use of products”, the significant difference was between institutes and production companies c The extent of customers’ satisfaction

Composite factors of satisfaction about contact for purchase

Table 4.3c1: Satisfaction about contact for purchase

Easily contact with customer services and sales 7 62

62% respondents satisfied with “contact with customer services and sales” 21% respondents dissatisfied with “Quick complaint-solving”

According to the result of post-hoc tests of ANOVA analysis about satisfaction of these composite factors, there were no significant differences at the 0.05 level in mean between organizations

Composite factors of satisfaction about delivery

66% respondents satisfied with “satisfied product quality on delivery” 62% respondents dissatisfied with “Delivery on time”

As mentioned in 4.3.b, 4 out of 5 these composite factors are significant differences between organizations

Composite factors of satisfaction about order process and documents

Table 4.3c3: Satisfaction about order process and documents

67% respondents satisfied with “correct invoice” and 61% respondents satisfied with “correct documents for delivery”

According to the result of post-hoc tests of ANOVA analysis about satisfaction of these composite factors, there were no significant differences at the 0.05 level in mean between organizations

Composite factors of satisfaction about products & services

Table 4.3c4: Satisfaction about products & services

69% respondents satisfied with “product features meet your needs” and 59% respondents satisfied with “support the safe use of products”

As mentioned in 4.3.b, these composite factors are significant differences between organizations

Composite factors of satisfaction about value

61% respondents satisfied with “pay-for-performance and the quality” 64% respondents dissatisfied with “competitive price”

The figure 4.3c below shows means of these composite factors by organizations

Post-hoc tests from the ANOVA analysis indicated significant differences in satisfaction levels at the 0.05 level among composite factors when comparing universities to institutes and universities to production companies These findings highlight the importance of key determining factors (KDFs) in understanding satisfaction across these educational and production entities.

The importance of each key discriminating feature (KDF)

Table 4.3d1: Extent of important KDFs

The 6 most important KDFs in order were purity, reproduction, sensitivity, yield, delivery time, and protocol compliance

The 6 most important KDFs between organizations

The table 4.3d2 below shows means of the 6 KDFs between organizations

The figure 4.3d below shows means of the 6 KDFs between organizations

The importance of each KDF

Purity Reproduction Sensitivity Yield Delivery time Protocol compliance Costs

Appropriate for equipment Techincal support

Ready for use Valid N (listwise)

Purity Reproduction Sensitivity Yield Protocol compliance Delivery time

Post-hoc tests from the ANOVA analysis in Appendix E revealed a significant difference in delivery time means at the 0.05 level between universities and institutes, as well as between universities and production companies Additionally, Merck's performance on each Key Delivery Factor (KDF) was compared to that of its competitors.

How Merck performance on each KDF

The table 4.3e below shows means of all competitors’ performance on each KDF

The figure 4.3e1 below shows means of Merck performance on the 6 KDFs

Merck consistently performs well, positioning itself in the top right quadrant of the chart However, to maintain this advantage, it must actively defend against competition, as many rivals are situated in the same high-performing area.

Performance on each KDF between competitors

Importance Merck Qiagen Sigma Bio-rad Invitrogen

The figure 4.3e2 above shows that in the 6 most important KDFs, Merck performance on “protocol compliance” meets customers’ needs but still below

Findings

This study utilized various variables to assess the value segment of Merck, focusing on customers who highly value its products and services It examined their characteristics, the significance of each Key Decision Factor (KDF) in their chemical purchasing decisions, the competitor brands they currently use, and how these brands are positioned in relation to Merck.

Many of our customers utilize biosciences chemicals for their research projects, which typically span a one-year period In research institutes, scientists often manage two projects simultaneously, while university researchers usually focus on just one This distinction highlights the importance of tailoring our offerings to universities, as failing to meet their needs could result in a significant loss of sales for an entire year.

Most researchers, regardless of their affiliations with institutes, universities, or production companies, primarily utilize literature sources from the United States, Europe, and Japan, favoring formats such as journals and electronic documents (E-docs) A qualitative study reveals that the majority of these researchers hold a master's degree or higher, significantly influenced by the protocols studied abroad Consequently, they predominantly read biosciences journals and E-docs from American, European, and Japanese sources The occurrence of specific chemical applications in specialized biosciences journals and E-docs plays a crucial role in targeting strategic segments and valued customers.

Institutes primarily rely on state funding for their budgets, allocating 25-50% for chemicals, with 52.4% of respondents making over two purchases in six months, typically spending between USD 500 and 1,000 per transaction They utilize either less than 10% or 25-50% of Merck chemicals in their operations, opting for higher purity Merck products for tests requiring high accuracy The most favored promotional strategies include seminars, workshops, samples, and discounts on future orders, while preferred communication channels for promotions are through agencies or email.

Universities primarily fund their budgets through sponsorship projects, allocating 10-25% for chemicals, with 75% of respondents making purchases 1-2 times every six months, typically spending under USD 500 per transaction The usage of Merck chemicals varied, with most respondents utilizing either below 10% or between 25-50% A significant number were unaware of Merck biosciences brands, with usage of these chemicals also falling below 10% Preferred promotional methods included samples and discounts on future orders, while communication through agencies or emails was favored for promotional outreach.

Production companies primarily source their budgets from business plans, allocating less than 10% for chemicals, with purchases made once or twice every six months at a cost of under USD 500 each time They utilize 25-50% of Merck chemicals in their operations, yet many are unfamiliar with Merck biosciences brands, using them for less than 10% of their chemical needs Their preferred promotional method is sampling, and they favor phone communication for promotional outreach.

A recent survey revealed that 53% of researchers at various institutes are familiar with Merck Biosciences brands, such as Novagen and Calbiochem However, less than 10% of these respondents actively utilize these brands, suggesting that either the product range offered by Merck Biosciences is insufficient or that the products are perceived as premium quality.

When purchasing bioscience chemicals, institutes prioritize six key decision factors (KDFs), with all being deemed important Two distinct market segments emerge: one segment emphasizes the highest importance on four KDFs—purity, reproduction, sensitivity, and delivery time—while the other focuses on two KDFs—yield and protocol compliance This differentiation highlights the necessity for tailored value propositions in the biosciences sector.

Organizations may have varying perspectives on customer satisfaction regarding products and services By examining these viewpoints, we can provide management with insights to enhance their marketing decisions Identifying these perspectives allows us to create targeted marketing strategies that highlight specific attributes of products and services for valued customers Additionally, tailored promotions can further boost customer satisfaction.

According to survey results, the six key factors contributing to customer satisfaction with products and services are, in order of importance: accurate delivery quantities, satisfactory product quality upon delivery, timely delivery, and support for the safe use of products.

In evaluating customer satisfaction, it is crucial to consider "suitable delivery time" and "product features that meet your needs," as significant differences exist between organizations To effectively address these value propositions, we should segment our offerings strategically, recognizing that not all institutions belong in the same category Valued customers may include various entities such as institutes, universities, or production companies, and even specific projects can form distinct strategic segments By tailoring our attributes to these segments, we can enhance the value we provide to our esteemed customers.

Universities outperformed institutes and production companies in five out of six key factors, particularly excelling in four factors related to delivery By emphasizing these attributes, universities can enhance value for their esteemed customers and stand out in the competitive landscape.

Despite rating various delivery factors as important, customers expressed dissatisfaction with aspects such as timely delivery, suitable delivery times, and being informed about delivery issues promptly Additionally, shipping chemical products by sea often leads to delays.

10 weeks The products ship by air take 1 or 2 weeks but not all the products can ship by air beside high cost issues Another issue they were dissatisfied is

To achieve high accuracy in their results, companies must utilize pure chemicals from premium brands, which often come at a competitive price Merck, a leader in biosciences, is strategically positioning itself not only in this sector but also across other chemical markets, emphasizing the importance of quality in their value network measurement.

This study examines various variables to assess the value network, focusing on customers' product search behaviors, their purchasing criteria, and how businesses can align their offerings to meet these criteria, thereby delivering compelling value propositions to valued customers.

Conclusions and recommendations

Conclusions

Value segments, or strategic segments, each have distinct key success factors, as identified by researchers from various institutes and universities working on two one-year projects The influence of protocols primarily stems from the United States, Europe, and Japan Organizations utilize different types of tests, leading to varying proportions of Merck chemicals, with budget sources and purchasing costs differing significantly Typically, organizations make one or two purchases every six months, and many are either unaware of Merck biosciences brands or use them minimally Six key decision factors (KDFs) were identified as crucial when purchasing Merck chemicals, although their importance varies among organizations.

The second value, value proposition, highlights six key factors that significantly influence customer satisfaction with products and services Satisfaction levels vary across organizations, underscoring the importance of delivering specific attributes that create value for customers Additionally, three critical key differentiating factors (KDFs) emerged: "protocol compliance," "suitability for equipment," and another essential factor that contributes to overall customer satisfaction.

Merck's performance exceeded expectations regarding the "ready for use" attributes, suggesting that these features should be scaled back to align better with customer needs By reducing the emphasis on these high-level attributes, Merck can enhance cost efficiency while still meeting customer expectations.

Of the last value, value network, securing delivery issues is critical importance to valued customers The more streamlined operations we create the more value network is generated.

Recommendations

• As long as budget concerns, establish a good relationship with KOL (Key Opinion Leader), especially who approve budgets for research projects

• Pay attention on project bids

• Increase potential customers’ awareness about Merck biosciences through published journals written by leading bioscience scientist Support reference on the products: literature, journal, and forum

• Develop a website to help customers easily searching particular chemical formula or specific bioscience products

• With acquisition of Millipore, a top leading supplier about bioscience tools, Merck now has a full range of bioscience products to cover the market

• Organize seminar/workshop to support safe use of the products

• Consider to reduce focus on 3 KDFs: “protocol compliance”, “appropriate for equipment”, and “ready for use”

• Maintain the 6 most KDFs and the 6 most important factors of satisfaction to deliver the value proposition to valued customers

• Increase valued customers’ satisfaction on “delivery on time”, suitable delivery time”, “to be informed issues of delivery in time”, and “competitive price”

• Secure delivery time by forecasting the needs to prepare bioscience products in stock

• Smoothen the delivery product process of Merck and dealers

• Due to import license, currently Merck could not import all bioscience products Therefore strongly supporting dealers to import these products ensure delivery time to valued customers.

Limitations of the study and future research

Although the study has proposed the triple-V for marketing plan of Merck bioscience products, however the study has some limitations that should be improved in future research such as:

• Sample size was not balanced among different groups, especially university and production company groups

• The study was not able to indicate the trend of bioscience market

Appendix A: Questionnaire in English & Vietnamese

BẢNG KHẢO SÁT Ý KIẾN KHÁCH HÀNG

SURVEY ON BIOSCIENCE CUSTOMER OPINITION Kính thưa Anh/Chị,

Tôi là sinh viên Cao học Quản trị Kinh doanh tại Trường Đại học Kinh tế Solvay (Bỉ), hiện đang tổ chức chương trình tại Trường Đại học Mở TP.HCM (Việt Nam) Tôi rất mong anh/chị tham gia nghiên cứu của tôi bằng cách điền vào bảng câu hỏi dưới đây.

Mục đích nghiên cứu này là để hiểu và đáp ứng nhu cầu đa dạng của khách hàng sử dụng hóa chất trong lĩnh vực công nghệ sinh học tại Việt Nam Việc hoàn thành bảng câu hỏi sẽ cung cấp cơ sở quan trọng giúp Công ty Merck tìm ra những giải pháp tốt hơn nhằm phục vụ khách hàng trong việc sử dụng sản phẩm hóa chất của Merck.

Tất cả thông tin thu thập từ bảng câu hỏi này cam kết sẽ được bảo mật

Cảm ơn quý anh/chị dành thời gian cho nghiên cứu này

I am currently enrolled in the Master's program in Business Management, a collaborative initiative between Ho Chi Minh City Open University in Vietnam and Solvay Brussels School in Belgium I invite you to contribute to my research by completing the questionnaire provided below.

The research focuses on enhancing the understanding of diverse customer needs in the Bioscience sector Your input will significantly benefit Merck by serving as a crucial foundation for developing solutions that effectively address customer requirements when utilizing Merck's chemical products.

All the information collected will never be disclosed

Anh/ chị vui lòng đánh vào mục phù hợp nhất với mô tả của anh/chị:

1 Cơ quan anh/ chị đang công tác thuộc lọai hình (what is your type of organization)?: Viện nghiên cứu (Institute) Trường đại học (University)

Công ty sản xuất (Production company) Khác (Others): ………

2 Mục đích sử dụng hóa chất của anh/chị (What is the use of chemical products for)?:

Dự án nghiên cứu (Research project) Dịch vụ thí nghiệm (Test services)

Kiểm nghiệm/ Quản lý sản xuất (Test in manufacturing) Khác (Others): ……

3 Hiện tại số đề tài/dự án nghiên cứu anh/chị đang thực hiện hoặc có tham gia:

How many topic/research projects are you conducting/joining?

4 Nguồn tài liệu tham khảo của anh/chị được cung cấp từ:

Where is the source of literature from? Muli-choice is applicable

# Mỹ (American) # Nhật (Japan) # Châu âu (Europe) # Trung Quốc (China) # Khác (Others): ………

5 Tài liệu tham khảo thường ở dạng (what are the document formats)?:

# Sách (Book) # Bài báo (Journal) # Tài liệu trên máy tính (E-doc) # Khác (Others):…

6 Nguồn kinh phí mua hóa chất của anh/chị thường được cung cấp từ:

Where is the budget for buying chemical products from?

# Ngân sách nhà nước (State fund) # Tài trợ dự án (Sponsorial project)

# Kế hoạch kinh doanh (Business plan) # Khác (Others): ………

7 Tỉ lệ kinh phí dùng cho mua hóa chất của anh/chị khoảng:

What is the percentage of budget for chemical products about?

Không cung cấp được (not be provided)

8 Trong vòng 6 tháng qua, số lần mua hóa chất của anh/chị là:

How many times did you purchase chemical products since last 6 months?

9 Giá trị trung bình cho mỗi lần mua hóa chất:

On average, how much is the amount of each purchase?

10 Tỷ lệ sử dụng hóa chất của Merck tại nơi anh/chị công tác:

How much percentage of Merck chemicals are you using?

11 Anh/chị đã từng biết đến những nhãn hiệu hóa chất nào của Merck dưới đây:

Have you ever known the following Merck brands?

12 Tỷ lệ sử dụng hóa chất của Merck nhãn hàng Novagen và Calbiochem tại nơi anh/chị công tác:

How much percentage of Novagen and Calbiochem products are you using?

13 Anh/chị vui lòng cho biết có từng làm những việc sau đây trong quá khứ không: Have you ever done the following things in the past?

Nhiều hơn 3 tháng Over last

13.1 Tìm sản phẩm trong catalogue của

Search chemicals in Merck’s catalogue

Search chemicals in Novagen catalogue

Search chemicals in Calbiochem catalogue

13.4 Tìm sản phẩm trên trang web

Search chemicals on website www.merck-chemicals.com

13.5 Liên hệ hỏi giá với các đại lý chính thức của Merck

Contact Merck’s official agencies for price

13.6 Yêu cầu hỗ trợ kỹ thuật từ công ty

Ask technical help from Merck

13.7 Mua sản phẩm hóa chất của Merck

13.8 Mua sản phẩm Merck với nhãn hàng

13.9 Mua sản phẩm Merck với nhãn hàng

14 Đối với mỗi câu hỏi về mức độ hài lòng khi mua và sử dụng hóa chất của công ty

Merck , xin vui lòng đánh dấu vào ô tròn thích hợp nhất với ý kiến của anh/chị Các đề mục đánh giá theo thang điểm như sau:

When evaluating your satisfaction with Merck products, please rate your experience on a scale of 1 to 5, with 1 indicating strong dissatisfaction and 5 signifying strong satisfaction Select the box that best reflects your opinion.

On a scale of 1 to 5, where 1 is Not at all important and 5 is very important, please also indicate the extent of importance with each of the following statements:

Not at all important Ít quan trọng

Tiếp xúc mua hàng (contact for purchase)

14.1 Tính chuyên nghiệp của đại diện bán hàng (professionalism of technical sales representatives)

14.2 Sự thành thạo của bộ phận phục vụ khách hang (skilled customer service)

14.3 Xử lý khiếu nại nhanh chóng (quick complaint-solving)

14.4 Liên lạc dễ dàng với bộ phận chăm sóc khách hàng và bộ phận bán hàng

(easily contact with customer services and sales)

14.5 Giao hàng đúng ngày (on time)

14.6 Giao hàng chính xác số lượng (exact quantity)

14.7 Thời gian giao hàng (thời gian tối thiểu kể từ lúc đặt hàng đến lúc giao hàng) đáp ứng kỳ vọng của anh/chị

14.8 Sản phẩm được cung cấp đúng với yêu cầu khi đặt hàng (satisfied product quality on delivery)

14.9 Có thông báo kịp thời về những sự cố xảy ra liên quan đến việc giao hàng

(to be informed issues of delivery in time)

Qui trình đặt hàng và hồ sơ chứng từ

14.10 Chứng từ giao hàng chính xác (correct documents for delivery)

14.11 Hóa đơn chính xác (correct invoice)

Sản phẩm và dịch vụ sản phẩm (products and services)

14.12 Tính chất sản phẩm đáp ứng được yêu cầu của khách hang (product features meet your needs)

14.13 Hỗ trợ cho việc sử dụng an toàn các sản phẩm (cung cấp tài liệu về an toàn sản phẩm, tổ chức các khóa sử dụng an toàn hóa chất, v.v…) (support the safe use of products)

14.14 Giá cả sản phẩm cạnh tranh với thị trường (competitive price)

14.15 Giá cả phù hợp với chất lượng sản phẩm và dịch vụ nhận được (Pay-for- performance and the quality)

15 Dựa vào kinh nghiệm chủ quan của mình, Anh/chị vui lòng đánh giá cho các nhãn hiệu sau:

Please rate peformance while using the following brands? On a scale of 1 to 5, where 1 is

Worst performer and 5 is Best performer, please tick in the box that is closest to your opinion

On a scale of 1 to 5, where 1 is Not at all important and 5 is very important, please also indicate the extent of importance with each of the following statements:

Not at all important Ít quan trọng

Tiêu chí / Key discriminating feature (KDF)

Mức độ quan trọng the extent of importance (1-5)

Performance (1- worst performer, 5- best performer) Merck

Qiagen Sigma Bio-rad Invitrogen

15.3 Hiệu suất sử dụng (yield)

15.5 Phù hợp phương pháp, quy trình (protocol compliance)

15.6 Phù hợp máy móc, thiết bị hiện có (appropriate for equipment)

15.7 Tiết kiệm thời gian (sẵn sàng sử dụng, không cần pha chế nhiều bước) (ready for use)

15.8 Giá thành sản phẩm (Costs)

15.10 Hỗ trợ kỹ thuật (technical support)

16 Nếu có thể, Anh/chị sẽ lựa chọn hình thức giới thiệu sản phẩm/ khuyến mãi nào dưới đây: (có thế chọn nhiều hơn 1 lựa chọn) (Please tick in the boxes you prefer to promotion types)

# Dùng thử hàng mẫu (Sample)

# Giảm giá cho lần mua hàng tiếp theo (discount on next orders)

# Tặng phiếu mua hàng (Gift vouchers)

# Tài trợ hội nghị (Sponsorial conference)

17 Anh/chị đã từng nhận thông tin khuyến mãi của công ty Merck qua các kênh nào dưới đây:

(có thế chọn nhiều hơn 1 lựa chọn) (Please tick in the boxes where you get promotion information)

# Đại lý của Merck (Agencies)

18 Đóng góp ý kiến khác của Anh/chị về sản phẩm của công ty Merck (other comments):

19 THÔNG TIN CỦA NGƯỜI TRẢ LỜI BẢN KHẢO SÁT (không bắt buộc)

Tên công ty (company name):

Chức vụ (position): Địa chỉ (address): Điện thọai (Tel):

Appendix B: The list of paid respondents for survey questionnaire

****** Method 1 (space saver) will be used for this analysis ****** _

Statistics for Mean Variance Std Dev Variables

Mean Variance Item- Alpha if Item if Item Total if Item

****** Method 1 (space saver) will be used for this analysis ******

Statistics for Mean Variance Std Dev Variables

_ R E L I A B I L I T Y A N A L Y S I S - S C A L E (A L P H A) Item-total Statistics Scale Scale Corrected Mean Variance Item- Alpha if Item if Item Total if Item Deleted Deleted Correlation Deleted

% budget for chemicals * Organization type Crosstabulation

No of purchases in last 6 months * Organization type Crosstabulation

No of purchases in last 6 months

Avg cost per purchase * Organization type Crosstabulation

% use of Merck chemicals * Organization type Crosstabulation

% use of Novagen & Calbiochem * Organization type Crosstabulation

Count Column % Production Company Organization type

Chi-Square Tests: % chemicals budget * Org type

14 cells (93.3%) have expected count less than 5 The minimum expected count is 13. a

Chi-Square Tests: No of purchase * Org type

Chi-Square Tests: % Merck chemicals * Org type

Satisfaction about contact or purchase

The importance of each KDF

Merck performance on each KDF

Qiagen performance on each KDF

Sigma performance on each KDF

Bio-rad performance on each KDF

Invitrogen performance on each KDF

Anova of the 6 most important factors of satisfaction

Descriptives - 6 Most Important Factors of Satisfaction

Institute University Production Company Total

N Mean Std Deviation Std Error Lower Bound Upper Bound

Test of Homogeneity of Variances

Exact quantity on delivery Satisfied product quality on delivery Delivery on time Suitable delivery time Support the safe use of products

ANOVA - 6 Most Important Factors of Satisfaction

Between Groups Within Groups Total

Squares df Mean Square F Sig.

Post Hoc test - Multiple Comparisons - 6 Most Important Factors of Satisfaction

The article presents a diverse range of organizations, primarily focusing on universities and production companies, alongside various institutes This repetition highlights the significant roles these entities play in education and media production The balance between academic institutions and production companies suggests a collaborative environment where knowledge and creativity intersect, emphasizing the importance of partnerships in advancing both education and the arts.

The article discusses various types of organizations, specifically highlighting institutes, universities, and production companies These entities play significant roles in education, research, and creative industries, contributing to the development of knowledge and innovation across multiple fields Each organization type serves distinct purposes, fostering academic growth, practical skills, and artistic expression.

Mean Difference (I-J) Std Error Sig Lower Bound Upper Bound

The mean difference is significant at the 05 level.

Anova of composite factors of satisfaction about value

Descriptives - Composite Factors of Satisfaction about Value

Levene Statistic df1 df2 Sig.

Between Groups Within Groups Total Between Groups Within Groups Total

Post Hoc Tests - Multiple Comparisons - Composite Factors of Satisfaction about Value

(J) Organization type University Production Company Institute

University University Production Company Institute

(I) Organization type Institute University Production Company Institute

Anova of the 6 most important KDFs

The extent of 6 most important KDF by organization type

Purity Reproduction Sensitivity Yield Protocol compliance Delivery time

The analysis consists of three main components: Between Groups, Within Groups, and Total Each component plays a crucial role in understanding the overall data distribution The Between Groups section highlights the differences among various groups, while the Within Groups section focuses on the variations occurring within each individual group Lastly, the Total component aggregates all the data, providing a comprehensive overview of the results This structured approach allows for a clearer interpretation of the data and enhances the overall analysis.

Post Hoc Tests - Multiple Comparisons - 6 Most Important KDF by Org Type

The article categorizes various types of organizations, including universities, production companies, and institutes It highlights the repeated presence of these entities, emphasizing their roles in education and media production The consistent mention of universities indicates their significance in academic pursuits, while production companies and institutes reflect the importance of creative and research-driven initiatives This repetition underscores the interconnectedness of these organizations in fostering knowledge and innovation across different fields.

This article categorizes various types of organizations, specifically highlighting institutes, universities, and production companies Each type plays a distinct role in education and industry, contributing to knowledge dissemination and content creation By understanding these organizational structures, one can appreciate their unique functions and impacts within their respective fields.

Barnes, Cindy; Blake, Helen; Pinder, David Creating and Delivering Your Value

Proposition: Managing Customer Experience for Profit, Kogan Page, (2009) ISBN 978-0-

Chemistry Today (2003), Bioindustry Park del Canavese SpA – Via Ribes, 5 – 10010 Colleretto Giacosa (TO) – ITALY +39 0125 538346 – Fax +39 0125 538350 – http://www.bioindustrypark.it

Merck-chemicals website, http://www.merck-chemicals.com/life-science-research

Kotler, Philip; Gary Armstrong, Veronica Wong, John Saunders (2008) "Marketing defined" Principles of marketing (5th ed.) p 7 Retrieved 2009-10-23

Kotler P., Marketing management, Prentice Hall, 11th edition, May 2002

Kumar N (2004), marketing as strategy, understanding the CEO’s agenda for driving growth and innovation, Harvard business school press Boston, Massachusetts

Kumar N (2007), http://nirmalya.indiatimes.com/key_learning.html

Robert K Yin Case study research Design and methods, 3rd ed (2003) Sage publications, Inc

Value Network Basics, http://openvaluenetworks.com

Vietnam News (2008), Bio-technology industry to be expanded, In Viet Nam News

Wikipedia Online Encyclopaedia (2010), http://en.wikipedia.org/wiki/Market_segment Zikmund, W.G (1997) Business research methods Fort Worth, TX: The Dryden Press.

Tiêu đề	Triple V of Marketing Plan for Merck Bioscience Products in Vietnam
Tác giả	Tran Quang Thanh
Người hướng dẫn	Dr. Nguyen Duc Tri
Trường học	Ho Chi Minh City Open University
Chuyên ngành	Master in Business Administration (Part-Time)
Thể loại	Master Project
Năm xuất bản	2010
Thành phố	Ho Chi Minh City

Định dạng
Số trang	97
Dung lượng	1,28 MB