Triple V of marketing plan for Merck Bioscience products in Vietnam

TRƯỜNG ĐẠI HỌC MỞ TP HCM HO CHI MINH CITY OPEN UNIVERSITY UNIVERSITEÙ LIBRE DE BRUXELLES SOLVAY BRUSSELS SCHOOL MBAVB3 TRAN QUANG THANH TRIPLE V OF MARKETING PLAN FOR MERCK BIOSCIENCE PRODUCTS IN VIETNAM MASTER PROJECT MASTER IN BUSINESS ADMINISTRATION (PART-TIME) Ho Chi Minh City (2010) CERTIFICATE I certify that the substance of this project has not already been submitted for any degree and is not currently being submitted for any other degree or qualification I also certify that, to the best of my knowledge, any help received in preparing this project, and all sources used have been acknowledged in this project Signature: Tran Quang Thanh Date: December 24, 2010 ACKNOWLEDGE The successful completion of this research paper would have not been possible without the help of many people I would like to express my deepest gratitude to the following people: Dr Nguyen Duc Tri, tutor of my thesis, his valuable time and especially for his clear guidance and correction to my thesis Dr Axel Hartmann – my mentor, Mr Tran Minh Le, and Mr Phan Nguyen Quang Hung, Merck’s colleagues, for their help with the reference documents, their consultation, support and encouragement Finally, I would like to thank my beloved ones for their continuous encouragement to me during my study TABLE OF CONTENTS List of abbreviations List of tables List of figures 10 Chapter 1: Introduction 1.1 An introduction to Biosciences and their development 11 1.2 The Biosciences in Vietnam…………………………………………………….16 1.3 Merck Vietnam introduction…………………………………………………….21 1.4 Rationale…………………………………………………………………………22 1.5 Problem statement……………………………………………………………… 23 1.6 Research objectives………………………………………………………………23 1.7 Scope of the study……………………………………………………………… 23 1.8 Research structure……………………………………………………………… 23 Chapter 2: Conceptual framework/Literature review 2.1 Marketing…………………………………………………………………………25 2.2 Triple values of a marketing plan…………………………………………………29 Chapter 3: Methodology 3.1 Research process………………………………………………………………… 36 3.2 Qualitative study………………………………………………………………… 37 3.3 Quantitative study…………………………………………………………………38 Chapter 4: Data analysis & findings 4.1 Reliability analysis…………………………………………………………… …44 4.2 Sample profile…………………………………………………………………… 44 4.3 Descriptive analysis……………………………………………………………… 52 4.4 Findings……………………………………………………………………………61 Chapter 5: Conclusions and recommendations 5.1 Conclusions……………………………………………………………………… 65 5.2 Recommendations…………………………………………………………………66 5.3 Limitations of the study and future research………………………………………67 Appendices Appendix A: Questionnaire in English & Vietnamese……………………………… 68 Appendix B: The list of paid respondents for survey questionnaire………………… 75 Appendix C: Reliability analysis………………………………………………………76 Appendix D: Frequency tables……………………………………………………… 81 Appendix E: ANOVA results………………………………………………………….90 Bibliography LIST OF ABBREVIATIONS MVN Merck Vietnam Company R&D Research and Development USD United States Dollar KDF Key discriminating factor LIST OF TABLES Table 3.3a: Research approach and methods Table 3.3b: Extent of importance and company performance on each KDF Table 3.3c: Actionmap of a decision maker Table 4.2c: Descriptive analysis of project quantity by organization type Table 4.2d: Sample distribution by literature source and organization type Table 4.2e: Sample distribution by literature format and organization type Table 4.2f: Sample distribution by budget source and organization type Table 4.3b1: Important factors of satisfaction Table 4.3b2: Mean of the important factors by organizations Table 4.3c1: Satisfaction about contact for purchase Table 4.3c2: Satisfaction about delivery Table 4.3c3: Satisfaction about order process and documents Table 4.3c4: Satisfaction about products & services Table 4.3c5: Satisfaction about value Table 4.3d1: Extent of important KDFs Table 4.3d2: Means of the KDFs between organizations Table 4.3e: Means of all competitors’ performance on each KDF 10 LIST OF FIGURES Figure 1.3: MVN Business model Figure 2.1a: Market flows Figure 2.1b: Holistic marketing Figure 2.1c: Value delivery process Figure 2.2a: Common market segment variables Figure 2.2b: Value network options Figure 3.1: Research process Figure 4.2a: Sample distribution by organization type Figure 4.2b: Sample distribution by use purpose of chemicals Figure 4.2c: Sample distribution by project quantity being joined Figure 4.2g: Sample distribution by % budget for chemicals and org type Figure 4.2h: Sample distribution by each purchase and org type Figure 4.2i: Sample distribution by amount as per purchase and org type Figure 4.2j: Sample distribution by % use of Merck chemicals and org type Figure 4.2k: Sample distribution by Merck brands and org type Figure 4.2l: Sample distribution by % use of Merck biosciences and org type Figure 4.2m: Sample distribution by favorite promotion and org type Figure 4.2n: Sample distribution by promotion info channels and org type Figure 4.3a: End users’ actions Figure 4.3b: Means of the important factors by organizations Figure 4.3c: Means of these composite factors by organizations Figure 4.3d: Means of the KDFs between organizations Figure 4.3e1: Means of Merck performance on the KDFs Figure 4.3e2: All competitors’ performance on KDFs 11 CHAPTER 1: INTRODUCTION 1.1 An introduction to Biosciences and their development Biosciences have been identified in numerous contexts as one of the keys to economic development in the years to come With Infosciences and Nanosciences, Biosciences constitute the real framework of the “New economy” 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 A basic definition of Biosciences will help to understand the main players in the sector and the way they and their different technologies converge and interact, and will also serve as a key to understanding the problems of development in this sector Defining life sciences and biotechnologies The difficulty of defining biotechnologies lies in their diversity In fact, life sciences and particularly biotechnologies comprise a range of multidisciplinary technological platforms and scientific discoveries that can be combined in different and innovative ways as and when required To this regard, biotechnologies can be defined as “every technology that uses live organisms (such as bacteria, yeasts, vegetable cells, simple or complex organism animal cells) to obtain commercial quantities of useful products, or to improve animal and plant characteristics or to develop useful micro-organisms for specific use” This general definition also includes production technologies used long ago, such as agriculture, zootechnology and the exploitation of fermentation activities of microorganisms The latter can therefore be distinguished by grouping them under the term traditional biotechnologies, to differentiate them from the truly innovative biotechnologies 84 Organization type Merck Bioscience Brand Novagen Calbiochem Others Total Institute Column % Count 33.3 33.3 12 57.1 21 100.0 University Column % Count 40.0 Total Production Company Column % Count 60.0 100.0 Count 18 30 25.0 75.0 100.0 Column % 30.0 26.7 60.0 100.0 % use of Novagen & Calbiochem * Organization type Crosstabulation % use of Novagen & Calbiochem 0%