FUNDAMENTAL THEORY OF LAUCHING STRATEGY
Marketing plan and its roles
A marketing plan is crucial for business operations at three levels: business-unit, product, and market It serves as a key component of strategic planning, enabling businesses to seize specific market opportunities (Kotler and Armstrong, 2012, p 38) Effective marketing tactics ensure that offerings successfully reach customers, thereby facilitating the achievement of 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 requiring a thorough analysis of the marketing environment to seize market opportunities This involves accurately identifying target markets and the value propositions offered The analysis considers six key elements: demographic, economic, technological, physical, social, cultural, and political/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 functionalities, promotional campaigns, merchandising solutions, pricing strategies, sales channels, and included services By effectively implementing these tactics, businesses can bridge the gap between their offerings and customers' emotional expectations, ultimately driving increased purchasing actions.
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 engage target customers effectively In addition to gathering competitive market intelligence, these efforts focus on fostering positive relationships with marketing intermediaries, who play a crucial role in developing, distributing, and selling the company's offerings This collaborative approach enhances the overall delivery and distribution network, ultimately benefiting the company's market presence.
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 comprehensive marketing plan consists of eight essential components: (1) an executive summary, (2) an overview of the current marketing situation, (3) an exploration of opportunities and challenges, (4) the identification of marketing objectives and related issues, (5) the planning of marketing strategies, (6) marketing implementation and action plans, (7) budget planning, and (8) controls (Kotler and Keller, 2006) These elements are developed through a deep understanding of the marketplace and the strategic application of methods aimed at achieving the company's marketing objectives (Wood, 2003) Beyond merely analyzing the marketing environment, a marketing plan outlines tactical solutions and action plans for program execution and budget allocation throughout the planning period (Lehmann and Winer, 2001) It is driven by the results of a thorough analysis process, which provides insights into marketing opportunities, target market selection, segment identification, strategy design, program development, and overall marketing effort management (Kotler and Keller, 2006, p 27).
Marketing effectiveness hinges on translating strategies into consistent actions and implementation methods (Kotler and Armstrong, 2012) A marketing plan addresses the what and why of specific approaches, while effective marketing implementation answers the who, where, when, and how (Kotler and Armstrong, 2012).
1.1.2 The role of marketing plan
A marketing plan serves distinct roles at the corporate, business, and product/market levels At the corporate level, it analyzes the marketing environment and competitive landscape to inform corporate strategy At the business level, it outlines strategic development plans for each unit to achieve future objectives, leading to the creation of targeted marketing strategies Finally, at the product/market level, specific marketing programs are developed, with marketing management sessions tailored to ensure effective execution 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 service marketing mix features into their marketing strategies Unlike goods, services possess four distinct characteristics: intangibility, where quality can only be assessed post-consumption; heterogeneity, which leads to variability in service performance due to factors like personnel and experience; simultaneity, where quality evaluation occurs during service delivery; and perishability, indicating that services cannot be stored and must be created on demand Relying solely on the traditional 4Ps of marketing—Product, Price, Place, and Promotion—can result in missed opportunities to meet customer needs and ensure satisfaction Therefore, the adoption of the 7Ps framework, which includes the additional service elements of People, Physical Evidence, and Process, is essential This approach emphasizes a customer-oriented strategy that incorporates flexible practices in product assortments, designs, features, and branding, highlighting the need for a blend of marketing mix and relationship marketing to enhance customer experiences.
Service-scape, a key element of Physical Evidence, emphasizes the vital role of artificial environments in enhancing consumption 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) First impressions of physical evidence can implicitly reflect service quality and competencies; a positive initial impression increases the likelihood of overcoming barriers to evaluating service quality (Bitner, 1992; Ezeh and Harris, 2007; Paninchukunnath, 2009) Consequently, this can help reduce the perceived intangibility of services.
Our product offering encompasses a wide range of quality services, including a robust service brand and comprehensive offering content, backed by a credit warranty and reliable after-sales services We strategically implement price discounts and commissions while maintaining favorable payment terms to enhance customer perceived value Additionally, we focus on offering differentiation to ensure a strong alignment between our brand name and pricing, creating a seamless match that appeals to our target audience.
Effective promotion advertisements are essential for enhancing public relations and driving sales promotion The strategic placement of products through well-defined distribution channels ensures optimal market reach and customer closeness Employee training and development are crucial for fostering a positive work environment, improving personal judgment, and enhancing communication skills, which ultimately influences recruitment and reduces job quit rates Additionally, maintaining a strong working relationship and a positive attitude among employees contributes to overall organizational success Physical evidence, such as branding and product presentation, further 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 shaped by the interplay of Process and People, where perceived quality emerges from comparing pre-purchase expectations with post-purchase evaluations (Friedman and Smith, 1993) Process quality focuses on the efficiency and accuracy of service delivery, with good assessments occurring only when customer expectations are met Meanwhile, the People aspect highlights the crucial role of employees in delivering services, encompassing their responsiveness, reliability, and empathy (Grace and O’Cass, 2005; Backstrom & Johansson, 2006) Variations in service quality perceptions can arise from employee interactions, and well-trained staff can mitigate perceived risks associated with purchasing Ultimately, effective employee interaction during service delivery can address inseparability constraints and enhance customer satisfaction (Martin, 1999).
From a branding perspective, influencers significantly shape customer perceptions, which vary between goods and services, although some aspects are common to both (Grace and O’Cass, 2002) Key factors influencing service-related purchasing decisions include service-scape, customer feelings, the image of the typical user, brand experience, word-of-mouth, and employee interactions In contrast, feelings and self-congruence are distinct dimensions that specifically impact the purchasing decisions for 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 customer behavior, as individuals frequently depend on word of mouth to mitigate perceived risks and uncertainties related to their purchasing decisions (Murray, 1991) This form of communication is closely linked to consumer satisfaction and enhances the overall consumption experience 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 the opportunities and challenges that companies face (Kotler and Armstrong, 2012) Utilizing the five forces model within this environment, which includes companies, suppliers, marketing intermediaries, competitors, and customers, aids in understanding strategic resources that contribute to effective marketing strategies and highlight attractive market segments (Kotler and Keller, 2006) This model helps companies make informed decisions regarding economic value creation and long-term profitability by addressing strategic directions such as navigating tough competition and exploring untapped market spaces (Porter, 2008) The five forces analyzed include the threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitute products or services, and rivalry among existing competitors.
The five forces model is a crucial tool in marketing for assessing the attractiveness of a specific segment This model evaluates the segment based on five key threats: intense rivalry within the segment, the potential for new entrants, the availability of substitutes, 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
Buyer power inversely affects segment attractiveness, with increased power occurring when buyers are concentrated, highly price-sensitive, face low product differentiation, and experience low switching costs To safeguard market positions, businesses should emphasize delivering valuable benefits and high-quality services.
The threat of supplier power can significantly impact segment attractiveness, especially if suppliers have the ability to raise prices and limit quantities To mitigate this risk, businesses should diversify their sources of inputs, ensuring a stable balance and reducing dependency on any single supplier.
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, exhibits stability or decline, incurs high fixed costs, possesses significant exit barriers, and features 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 Companies must leverage their internal strengths to adopt suitable strategies that align their resources and competencies, including Porter’s generic strategies of cost leadership, differentiation, or focus, as well as Bowman’s competitive strategies of 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
The resource-based SWOT analysis emphasizes the importance of insightful, reliable, and actionable insights It identifies core competencies and competitive advantages, as well as weaknesses, influenced by the external business environment, including opportunities and challenges (Valentin, 2001) The strengths and weaknesses in SWOT are centered around various aspects such as product, human resources, finance, marketing, technology, and organizational structure However, the rapidly changing external environment necessitates that resource-based SWOT be regularly assessed and updated (Teece, Pisano & Shuen, 1997).
BCG matrix
The analysis of Dell EMC's marketing environment and competitive landscape allows for the estimation of market growth and share, positioning its IT products as either a "dog," "cash cow," "star," or "question." This strategic classification helps in determining effective pricing and positioning strategies for their offerings.
Source: ACCA 1.4.1 Promotion in marketing
Promotion expenses account for about 25% of marketing budgets, primarily aimed at driving immediate purchases (Raghubir, Inman and Grande, 2004; Blattberg and Neslin, 1990) It serves not only as a vital sales channel but also as a key strategy for enhancing brand awareness and customer loyalty (Lee & Hsu, 2010) Traditionally, promotions have been an effective method for boosting direct sales (Bawa and Shoemaker, 1987; Dodson, Tybout and Sternthal, 1978; Gupta, 1988) Over the long term, effective promotion influences brand perception, fosters customer loyalty, and contributes to overall business success (Aaker, 1996; Buchanan, Simmons and Bickart, 1999; Keller, 2003) In emerging markets, well-designed sales and consumer promotions can significantly increase sales volume and enhance brand reputation.
STP (Segmentation, Targeting, Positioning) is essential for understanding customers, competitors, and the marketplace, enabling companies to identify lucrative opportunities and focus on promising customer segments By estimating purchase intentions and exploring new demands, STP enhances customer loyalty and improves overall business performance Furthermore, strategic segmentation allows companies to discover dissatisfied and underserved groups, providing valuable insights for potential expansion.
According to Yankelovich and Meer (2006), STP (Segmentation, Targeting, Positioning) is fundamental for crafting a company's offerings and brand image to secure a unique and valued position in the minds of target customers, as highlighted by Ries and Trout (1976).
Utilizing the Five Forces model to assess market segment attractiveness alongside a resource-based SWOT analysis enables companies to categorize the mass population into distinct groups By focusing on criteria such as market size, growth rate, profitability, demand share, competitive intensity, and customer/supplier dynamics, businesses can effectively tailor their strategies This approach allows organizations to enhance their capabilities and leverage technology to better serve and retain customers (Storbacka, 1997).
The conceptual framework for launching new IT products centers around the 7Ps, emphasizing Promotion while effectively designing the other six Ps This approach is rooted in customer orientation and relationship marketing, aiming to align marketing strategies with clients' demands and expectations for quality The marketing offering serves as the foundation for planning marketing efforts, with promotion being a crucial component of these initiatives.
Promotion Employee service Branding Networks
PROPOSING AND DEVELOPING STRATEGY FOR NEW IT
Research mehodology
Research philosophy encompasses four key concepts: Positivism, Realism, Interpretivism, and Pragmatism, which guide the exploration of various topics (Biggam, 2008; Saunders, Lewis, and Thornhill, 2009) Positivism views social realities as observable and independent of the observer, allowing them to be measured using natural sciences and scientific methods based on specific correlations (Denscombe, 2002; Gephart, 1999; Fisher et al., 2004; Levin, 1988) Similarly, Realism acknowledges the independence of objects from the human mind, suggesting that social phenomena can be understood through the process of deriving and recognizing the interactions among various elements (Dobson, 2002).
Interpretivism focuses on understanding the differences among humans as social factors, viewing reality as a blend of mental constructs and observed contexts (Gephart, 1999) This approach involves a distinct procedural logic that includes exploring the nature of phenomena, handling unstructured data, conducting detailed case investigations, and analyzing the meanings and functions of human actions (Bryman and Bell, 2007; Nudzor, 2009).
Pragmatism is a practical philosophy that emphasizes results derived from socialized experiences, allowing for methodological flexibility and adaptability This approach empowers researchers to select topics freely and utilize outcomes in a manner that best suits their needs.
This research is pursued the Pragmatism with the reasons as below:
This research paper investigates strategies for launching IT products into new markets for Dell EMC, drawing insights from external factors such as the marketing environment, industry dynamics, customer data, and internal capabilities The study aims to address the topic through 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) Deduction facilitates the prediction and testing of developed theories, while induction draws theoretical conclusions based on real-world experiments (Saunders et al., 2009, pp 124-126).
Deduction is the common approach in theory-testing process with the initiation of literature reviewing to build up hypotheses (Bryman and Bell,
In research, hypotheses are tested through practical observation and modified if necessary, following a deductive approach where general principles lead to specific conclusions (Anderson, 2004) Conversely, theories are developed inductively, deriving generalizations from specific case outcomes (Anderson, 2004; Hackley, 2003).
This thesis aims to explore strategies for launching new IT products in the Vietnamese market for Dell EMC, considering competition, external threats, client responses, and branding orientation By leveraging marketing principles and insights from the information management industry, the study proposes effective promotional directions To validate the hypothesized model, the research employs a deductive approach using client feedback, internal data, and secondary sources, alongside an inductive approach to develop intensive tactics centered on the 7Ps of the marketing mix.
Quantitative and qualitative methods are two prominent approaches in research Quantitative research focuses on the occurrence of phenomena and their characteristics to analyze relationships within data (Vaitkevicius & Kazokiene, 2013) In contrast, qualitative research emphasizes in-depth exploration of concepts and meanings 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 integrating both confirmatory and exploratory research questions (Venkatesh, Brown, & Bala, 2013; Teddlie & Tashakkori, 2009) In the context of the Vietnamese IT market, exploratory qualitative research uncovers company insights, while quantitative research reveals the population's specific relationships with marketing offerings This mixed-methods approach strengthens inferences by leveraging the advantages of both qualitative and quantitative data, addressing the limitations of each (Johnson & Turner, 2003) Ultimately, this methodology provides a diverse range of complementary 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 article presents the first-time collection of data specifically tailored to address the research purpose, allowing for effective control over its application (Stevens, Loudon, and Wrenn, 2002) Primary data can typically be gathered through observation and communication methods (Stevens, Wrenn, Gherwood, and Ruddick).
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 secondary data provides insights into the marketing environment, enhancing the applicability of the conceptual framework and client-based information.
Sampling is an effective strategy for addressing time constraints and the need for rapid results It encompasses two main types: probability sampling, which selects participants based on known criteria from the entire population, and non-probability sampling, where respondents are chosen based on specific circumstances.
In client-based surveys, cluster sampling is an effective probability sampling technique that allows for data collection based on natural occurrences (Saunders et al., 2009) This method employs random selection, which minimizes bias in participant selection and ensures a fair representation of the population (Biggam, 2008).
To guarantee high-quality data analysis, it is essential to collect information from an adequate sample size A minimum sample size typically ranges from 100 to 150 participants, with an ideal size being four to five times larger than the number of variables included in the questionnaire, as suggested by Hair (1998), Norusis (2005), and Hoang and Chu.
This research focuses on client-based information as a key reference for integrating empirical insights into tactical marketing for product launches A survey will be conducted with a sample size 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 through tax incentives and streamlined administrative processes Due to the inconsistent legal framework and rapid changes in legislation, businesses require robust information systems to navigate these challenges effectively.
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 in the future This growth will provide Dell EMC with opportunities to expand its client base and diversify its management tools.
The Vietnamese IT software market is predominantly dominated by foreign companies, as local firms often serve only as authorized distributors or importers These companies primarily focus on services like installation, maintenance, and user guidance, rather than developing their own technologies Additionally, there is a lack of in-depth knowledge and specialized insights regarding specific IT products and their supplementary packages Consequently, the IT departments within Vietnamese companies mainly handle the procurement of IT equipment and troubleshoot issues, with limited strategic engagement in overall business operations.
Many companies, including some international ones, have yet to invest in information management programs due to significant financial constraints The high switching costs associated with transitioning from one product to another deter large systems from making changes, compounded by a lack of knowledge that hampers decision-making processes.
In the past decade, the significance of IT products has been underscored by increased 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 There is a growing demand for enhanced programs to manage and secure business activities, particularly customer databases Additionally, the rise of social media trends emphasizes the need for stronger security measures in protecting and sharing information with external stakeholders Finally, there is a notable 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 presents two primary groups of information: the first group consists of general demographic inquiries, including business type, size, field, market, and market lifespan, detailed in Table 2.1 The second group focuses on information management through the application of IT products, divided into two sub-groups: the interest and purpose of usage, and the evaluation of marketing offerings and efforts The latter sub-group employs a 5-point Likert scale, ranging from 1 (not considered) to 5 (most considered), designed in accordance with the 7Ps marketing mix model 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 role of state-owned enterprises in utilizing IT products for information management in Vietnam The data indicates a shift in internal operations within private firms, particularly among small enterprises, as those with fewer than 10 employees and those with 11-50 employees account for 60% of respondents The leading sectors represented are manufacturing, distribution, and services, with over 50% of companies engaged in international operations, either as foreign-owned or local entities involved in export/import activities Additionally, most surveyed 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, the analysis of collected data has identified key factors that significantly influence client perceptions of IT product usage The measurement of Market Orientation (MO) is based on three essential constructs: product quality, pricing strategy, and the level of service provided.
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 strategies emphasize three key components: product, price, and service Reliability tests underscore the significance of product quality and its functionalities, along with the overall monetary guarantee Companies often exhibit caution and unfamiliarity with IT products, making these factors crucial Additionally, the perceived value of monetary guarantees and complementary services plays a vital role in mitigating risk and ensuring a problem-free experience for businesses This aligns with contemporary marketing theories that prioritize product functionalities as essential for effective marketing tactics Without appropriate marketing offerings, achieving desired outcomes becomes impossible In the current challenging economic climate, companies are reducing operational budgets, making it difficult to justify investments in IT applications that lack immediate, visible benefits To successfully penetrate the Vietnamese market, Dell EMC must offer strong monetary guarantees alongside outstanding products and attractive price reductions to ensure customer confidence and drive 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 four key elements: employee presentation and professionalism, constructive feedback from staff, a customer-friendly attitude, and expertise in complaint resolution 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 effectively familiarize clients with MO, both controllable and uncontrollable marketing efforts (ME) play a crucial role Successful management of controllable ME, such as providing informative content that builds client trust and delivering excellent employee services with timely advice, can lead to positive outcomes Additionally, uncontrollable factors like word-of-mouth and external articles can enhance reputation Engaging with prestigious associations not only expands business networks but also helps in obtaining favorable recommendations.
2.2.3 Determinants in decision of IT products using
Factor analysis is employed to validate significant factors and identify the key determinants of each variable from the client's perspective when utilizing IT products.
The research highlights the critical role of the "Monetary guarantee of quality offered" and "Perceived value of benefits and quality" in influencing consumer decisions, with factor loadings of 913 and 911, respectively Additionally, the impact of discounts and promotions is significant, with a factor loading of 898, while the quality of service provided by qualified employees also plays a vital role, indicated by a factor loading of 851.
Clients emphasize the importance of expert articles about companies, which serve as valuable recommendations (0.899) Additionally, the expertise of employees in managing complaints is crucial (0.928), along with constructive advice and suggestions from staff that aid in purchase persuasion (0.754) Lastly, 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 improved information management The primary motivations for using IT products are efficiency and enhanced 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 centers on the security and effective management of customer information, which is essential for successful customer relationship management (CRM) Additionally, we emphasize the importance of maintaining high confidentiality of internal information, viewing it as a crucial competitive advantage in the marketplace.
Private companies primarily utilize IT products for customer service, accounting for 35.3% of usage, while foreign-owned companies represent the largest segment employing IT software for timely reporting, at 10.0% These findings suggest that the initial target clientele 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 enterprises (SMEs) prioritize streamlining business activities, with about 40% emphasizing this need In contrast, larger companies focus on the importance of timely reporting (40%), effective information management (50%), and enhancing customer sales activities (40%) Thus, SMEs represent the primary target 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 of commercial and trading sectors is to streamline business operations while adapting to new management trends In manufacturing, the emphasis lies on enhancing customer engagement and refining traditional management practices It is recommended that initial efforts be directed towards improving both manufacturing and commercial/trading companies.
Figure 2.4 Purpose of using IT products as Business field
The market focus is primarily on companies engaged in nationwide operations or involved in import/export activities with foreign partners These businesses predominantly utilize IT products for customer relationship management (CRM) and to streamline their operations.
Within the city National-wide International
Figure 2.5.Purpose of using IT products as Market scope
As market life extends, there is an increasing need for streamlined business activities and enhanced traditional management styles In contrast, businesses with a market life of 3-5 years exhibit diverse purposes, primarily focusing on optimizing operations and managing customer sales activities, each accounting for 27.3% This suggests a strategic approach to engage with new, short-lived businesses that are willing to innovate and reshape the market landscape.
Figure 2.6 Purpose of using IT products as Market life
The increasing adoption of IT products and IM services is becoming prominent, with an emphasis on high-quality service and genuine employee support In Vietnam, the growing acceptance of IT software is evident, although small companies often face budget constraints As a result, price competitiveness and promotional offers are top priorities in their adaptation strategies Given the developing market, businesses tend to seek advice from specialists rather than relying on personal connections when selecting appropriate IT solutions These client-based insights indicate a significant opportunity for Dell EMC to penetrate the market.
Dell EMC analysis
Founded in 1984, Dell Inc has a rich history and extensive experience in the technology sector In September 2016, Dell made headlines by acquiring EMC in the largest technology merger ever, leading to the creation of Dell Technologies This umbrella company now includes well-known brands such as Dell, Dell EMC, Pivotal, RSA, SecureWorks, Virtustream, and VMware.
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 market position, Dell EMC delivers 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
Support and endorsement from Government
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 marketing strategy, Dell EMC should prioritize a comprehensive branding approach that incorporates innovative promotional techniques such as public relations, social media advertising, and participation in exhibitions and seminars to strengthen its brand identity Additionally, the company should focus on a differentiation strategy that leverages the exceptional service provided by its highly knowledgeable employees, setting it apart from local 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 Vietnamese market, establishing brand awareness through education on the benefits and importance of IT products is crucial for client persuasion Enhancing perceived value should align with a strategic pricing approach, well-trained staff, and effective distributor services Additionally, leveraging positive word-of-mouth communication and utilizing public relations through controlled content can significantly impact brand perception It is recommended that Dell EMC implement a comprehensive marketing mix strategy tailored for the Vietnamese market to maximize their entry success.
Dell EMC aims to establish itself as a trusted IT product provider, leveraging its strong security solutions following the initial two years since its launch The company focuses on delivering exceptional value through high-quality security and information management IT solutions at competitive prices, adhering to international quality standards while ensuring excellent employee services.
To establish a direct office presence in Vietnam, Dell EMC aims to achieve several marketing objectives: (1) increase brand awareness as a global leader, (2) expand business reach to Vietnamese enterprises, (3) drive profitability, (4) improve service quality, (5) implement an effective pricing strategy that reflects product value and perceived benefits, and (6) enhance positive uncontrollable communication.
Dell EMC can distinguish itself in the competitive IT landscape by offering comprehensive IT products and services, supported by highly skilled consulting and maintenance expertise The company should primarily target small and medium-sized private and foreign-owned enterprises engaged in national and international markets, particularly in the manufacturing and commercial sectors Although the focus is not solely on established businesses, there is a strategic emphasis on new ventures with shorter market lifespans, as these companies are more willing to innovate and adapt.
3.1.3 Marketing mix Marketing offerings Product positioning as BCG matrix, market growth of Dell EMC is growing with higher acknowledgement about endpoint devices, security, storage management and backup; however due the market emergence and first expansion, its market share is still low In this context, the Question mark is the space of Dell EMC by which the right investment will bring it up to the position of Star Being persistent in educating and persuading clients through rational articles in prestigious business/IT magazines, frequent participations in exhibition/ workshop/ forums, etc… Dell EMC will gain high profitability
Figure 3.1 BCG matrix of Dell EMC
Price is a key factor for clients, making it essential to emphasize it in marketing and promotional campaigns However, the focus should be on delivering value rather than just the monetary aspect Effective branding, advertising, and promotional messages should highlight the true benefits and gains clients will experience with 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 critical decision of investing for survival or growth, as limited capital and operating cash hinder IT product adoption To overcome cost barriers, Dell EMC could provide an all-in-one service package at a competitive price that includes product expenses, periodic maintenance, consulting, and support Offering a 50% refund within 15 days of use would incentivize initial trials, while additional discounts of 10-15% could be applied based on specific cases to further attract clients.
The service offered emphasizes the importance of convenience in purchasing, installing, and using 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 enhances the user experience but also serves as a significant promotional tool.
To achieve professionalism in service, the expertise and competencies of employees in problem-solving are crucial This underscores the significance of effective recruitment, selection, and comprehensive training programs Key elements include targeted coaching from line managers, strategic allocation of job responsibilities, well-designed training content and methods, and appropriate monetary and non-financial incentives for employees.
From a marketing perspective, promotion is essential for increasing sales, enhancing brand awareness, and establishing client trust, especially when launching new products 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 circles The initial launch should leverage marketing intermediaries to expand its reach and credibility.
To effectively promote a business, it is essential to utilize both electronic and printed channels A company's website serves as a vital platform to showcase professionalism and global reputation, while strategically displayed testimonials enhance visitor trust as a key component of referral marketing Social media is highly recommended for fostering communication and collaboration among diverse audiences, allowing clients to access interactive articles and search for new employees Additionally, printed media, such as business-class magazines, remains a valuable resource for targeted outreach.
Utilizing a vibrant full-page advertisement on premium pages, such as the inside front and back covers or pages 5 and 7, can significantly enhance visibility Additionally, leveraging social media platforms like Facebook and LinkedIn is essential for engaging clients, as they provide access to interactive articles on IT and IM news, applications, and benefits These channels also serve as effective tools for attracting top talent.
The corporate image plays a crucial role in establishing brand familiarity, particularly for Dell EMC, which benefits from its strong US reputation This advantage allows Dell EMC to effectively engage with Vietnamese enterprises, who generally hold a positive perception and high trust in the quality of US brands Therefore, global branding strategies should also be adapted and implemented in the Vietnamese market.
Dell EMC should oversee the launch outcomes by generating comprehensive reports on a weekly, monthly, quarterly, half-yearly, and annual basis, coordinated by the Finance, Marketing, and Sales departments with approval from the Country Manager In the initial two years, a quarterly brand health assessment is essential to evaluate improvements in client recognition and behavioral changes Additionally, the sales and marketing department will directly manage the monthly sales plan to ensure strategic alignment and effectiveness.
Dell EMC should conduct quarterly client surveys to better understand customer demands, issues, and expectations, using this valuable feedback to refine and enhance their marketing strategies.
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 research currently relies on insights from only 30 clients, limiting its depth Expanding the sample size would significantly enhance the research value by providing a broader range of perspectives and deeper insights into the various ideas presented.
The selection of literature for a review is influenced by the author's subjectivity; a broader range of reviewed literature allows for 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, alongside a rise in knowledgeable and younger consumers Companies are increasingly recognizing the critical role of IT products in enhancing operational efficiency Despite variations in business scope, industry, and size, the primary objectives of utilizing IT products remain focused on streamlining business activities and improving overall performance.
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 depend on the expertise of employees for valuable advice and recommendations when making purchase decisions due to their lack of specialized knowledge Expert endorsements play a vital role in influencing their choices regarding specific IT products Additionally, after-sales service is essential, as employees' ability to manage product knowledge and effectively address complaints significantly impacts customer satisfaction.
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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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
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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
Questionnaire How to develop new IT products to market: a case study of Dell EMC Company
You are invited to participate in a survey aimed at gathering valuable customer insights to develop a marketing promotion plan for new Dell EMC IT products This research is a key component of the Master Thesis requirements at the University xxx.
This survey is conducted with full awareness, and its findings will be submitted to the University as an empirical basis for the dissertation The research is exclusively for academic study and not for commercial purposes Rest assured, all your ideas and responses will be kept strictly confidential.
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, several key factors come into play These include the product's reliability, user-friendliness, cost-effectiveness, compatibility with existing systems, and the level of customer support provided Additionally, security features and the ability to scale with business needs are crucial considerations Evaluating these elements helps ensure that the chosen solutions align with organizational goals and enhance overall efficiency.
Outstanding functionalities Perceived value of benefits and quality bringing
The monetary guarantee for quality offered Warranty period
Service distinction/expertise Price (competitive)
Payment method Discount/ promotion Convenience of service provided 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
Articles about company Recommendation from acquaintances Information from advertisement channels Employee presentation and professionalism Constructive advices, suggestions from employees Customer-friendly employees
Employees are expert at handling complaints Size and experiences of the company
Nationality of the company Company reputation 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 Warranty period 3.4667 97320 30 Service distribution/
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 Warranty period 11.2000 16.372 405 756 Service distribution/
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
Marketing efforts – Promotion Reliability Statistics
Recommendation from acquaintances 3.7667 1.07265 30 Information from advertisement channels 4.3333 92227 30
Scale Mean if Item Deleted
Scale Varianc e if Item Deleted
Corrected Item- Total Correlati on
Marketing efforts – Employee service Reliability Statistics
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 Reliability Statistics
Deviation N Size and experiences of the company 3.5667 1.35655 30 Nationality of the company 3.6333 99943 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 Nationality of the company 7.4000 4.938 363 889
Factor analysis
Kaiser-Meyer-Olkin Measure of
Extracti on Outstanding functionalities 1.000 839 Perceived value of benefits and quality bringing 1.000 911 Monetary guarantee of quality offered 1.000 913
Extraction Method: Principal Component Analysis
Extraction Sums of Squared Loadings
5 085 1.705 100.000 Extraction Method: Principal Component Analysis
Marketing offerings – Price KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of
Promotion 1.000 898 Extraction Method: Principal Component Analysis
Extraction Sums of Squared Loadings
0 Extraction Method: Principal Component Analysis
Marketing offerings – Service provided KMO and Bartlett's Test
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 Method: Principal Component Analysis
Extraction Sums of Squared Loadings
5 064 1.280 100.000 Extraction Method: Principal Component Analysis
Marketing efforts – Promotion KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of
Extracti on Articles about companies 1.000 899 Recommendation from acquaintances 1.000 577
Information from advertisement channels 1.000 746 Extraction Method: Principal Component Analysis
Extraction Sums of Squared Loadings
Extraction Method: Principal Component Analysis
Marketing efforts – Employee service KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of
Extracti on Employee presentation and professionalism 1.000 380
Constructive advices, suggestions from employees 1.000 754 Customer-friendly employees 1.000 753
Employees are expert at handling complaints 1.000 928 Extraction Method: Principal Component Analysis
Extraction Sums of Squared Loadings
Extraction Method: Principal Component Analysis
Marketing efforts – Branding/Corporate image KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of
Extracti on Size and experiences of the company 1.000 830
Nationality of the company 1.000 373 Company reputation 1.000 885 Extraction Method: Principal Component Analysis
Extraction Sums of Squared Loadings
Extraction Method: Principal Component Analysis.
Descriptive analysis
Purposes of using IT products and information management services
Cumulati ve Percent Vali d smooth out business activities in general 9 30.0 30.0 30.0 produce timely and promptly reports for management purposes
5 16.7 16.7 46.7 manage large amount of information in and out 2 6.7 6.7 53.3 mainly serving for customer service activities 9 30.0 30.0 83.3 capture the new management trend in the world 5 16.7 16.7 100.0
Business type * Purposes of using IT products and information management services Crosstabulation
Purposes of using IT products and information management services
To optimize business operations, it is essential to generate timely reports for management, effectively handle large volumes of information, and enhance customer service activities Additionally, staying aligned with emerging management trends globally is crucial for adapting to the evolving business landscape.
Business size * Purposes of using IT products and information management services Crosstabulation
Purposes of using IT products and information management services
Streamlining business operations is essential for generating timely reports that aid management decision-making Effectively managing large volumes of information enhances customer service activities and aligns with the latest global management trends.
Busi < 10 Count 3 2 1 1 1 8 ness size employe es
Business field * Purposes of using IT products and information management services Crosstabulation
Purposes of using IT products and information management services
Streamlining business activities is essential for generating timely reports that aid management decisions Effectively managing large volumes of information enhances customer service operations and aligns with the latest management trends globally.
Bus Manufact Count 1 2 1 4 2 10 ines s fiel d uring % within
Market scope * Purposes of using IT products and information management services Crosstabulation
Purposes of using IT products and information management services
Effective business operations streamline activities and generate timely reports for management, enabling the efficient handling of large volumes of information Primarily focused on enhancing customer service, these operations also align with emerging management trends globally.
Mar Within Count 3 1 0 0 0 4 ket scop e the city % within
Market life * Purposes of using IT products and information management services Crosstabulation
Purposes of using IT products and information management services Total