tài liệu công ty aeon mall

1 Halal-wide Product Lines for Halal-wide Target Market 2 Understanding the Consumer Led to Low Pricing Strategies 3 Promotional Strategies fall Secondary to Pricing and Products 4 Agg

PRESENTATION AEON Marketing Plan

(2011441666) Annabelle Anbrews (2011463864)

BM 220 5C FACULTY BUSINESS ADMINISTRATION

(MARKETING)

NEW VISION, MISSION AND GOALS

MONITORING AND CONTROL

RECOMMENDATION

What is marketing plan?

“The written document that summarizes what the marketer has learned about the marketplace and indicates how the firm plans to reach its marketing objectives.

INTRODUCTION

Company background:

•AEON CO (M) BHD is a leading retailer in Malaysia with total revenue of RM3.26 billion for the financial year ended 31 December 2012

•The Company was incorporated on 15 September 1984

•AEON CO (M) BHD (AEON or the Company) was set up in response to the Malaysian Government’s invitation to AEON Japan to help modernize the retailing industries in Malaysia

•The ‘AEON’ name today is well established among Malaysians as well as foreigners, especially due to its association with the international AEON Group of Companies

•At all times, in every market, AEON’s activities are guided by its unchanging ‘Customer First’ philosophy

INTRODUCTION

Company Vision

To establish a solid competitive position and achieve continuous

growth  

Company Mission

To operate as an “international-scale retailing group”, recognized for

excellence not only in Japan, but also in other nations

INTRODUCTION

TARGET MARKET &

POSITIONING

MARKETING MIX

1) Halal-wide Product Lines for Halal-wide Target

Market

2) Understanding the Consumer Led to Low

Pricing Strategies

3) Promotional Strategies fall Secondary to

Pricing and Products

4) Aggressive Geographic Placement Threatens

Competitors

CURRENT MARKETING

STRATEGIES

Current Situational Analysis

AEON’s top priority is to ensure consistent flow of communication in their supply chain network, from the suppliers, to logistics and warehouse, to

the ground staff and management team.

SITUATIONAL ANALYSIS

EXTERNAL ANALYSIS

General Environment (PESTLE)

SITUATIONAL ANALYSIS

EXTERNAL ANALYSIS

Porter Five Force Analysis

SITUATIONAL ANALYSIS

The threat of potential new entrants Medium

The bargaining power of suppliers

Low

The threat of substitutes product & service

The competitive rivalry among existing competition

The bargaining power of buyers

High

INTERNAL ANALYSIS

Generic Strategy

SITUATIONAL ANALYSIS

INTERNAL ANALYSIS

Generic Strategy

Type 1 Cost Leadership - Low Cost

• offers products or services to a wide range of consumers at the lowest price in the

market

• not much care for quality;

• consumer switching cost is low;

• consumer is price sensitive

Type 2 Cost Leadership - Best Value

• offers products or services to a wide range of customer at the best price-value available

on market

• offer customers a range of products or services that are cheap in the market but is

considered of value or better quality than other competitors

SITUATIONAL ANALYSIS

INTERNAL ANALYSIS

Value Chain Analysis

•A tool for identifying ways to create more customer

value.

•In this model, every firm is synthesis of activities

performed to design, produce, market, deliver, and

support its product

•Refers to the process whereby a firm determines the

costs associates with organizational activities from

purchasing raw materials to manufacturing product(s) to marketing those products.

SITUATIONAL ANALYSIS

AEON Value Chain can be divided into 2 which are the primary and secondary activities

SITUATIONAL ANALYSIS

Primary Activities

Inbound logistic: all those activities concerned with receiving and storing externally

sourced materials For example, AEON receives all the raw material and product to be sold at their premises.

Operations: The manufacture of products and services - the way in which resource

inputs such as material that is converted to outputs such as products For example, AEON normally received a big bulk of raw material and product from the supplier

They will break it into several small entities to be distributed to the whole branch and

in bulk for buying in wholesale price.

SITUATIONAL ANALYSIS

Primary Activities

Outbound logistic: All those activities associated with getting finished goods and

services to buyers The products are now ready to be assembled to the final customer

by sending it to the branches all over Malaysia It is concerned with delivering the

product to the customer There are several tangibles that have to be improved for AEON such as parking facilities, trolley collectors, till staff and systems to gain

competitive advantage, if executed more efficiently than competitors, they will add value by saving the customer time, whilst increasing the turnaround

Marketing and sales: Essentially an information activity - informing buyers and

consumers about products and services (benefits, use, price etc.) So far, AEON is seen only to respond to promotional materials of their rivals, by setting up corresponding billboards and by buying similar advertisement placements in the newspapers as and when the need arises.

SITUATIONAL ANALYSIS

Primary Activities

Service: All those activities associated with maintaining product performance after the

product has been sold AEON provide a customer service counter and also money back warranty if something happen to their product during the warranty period For

instance, if customers spot other supermarket offer lower price for a particular

product than AEON, AEON will return the differences back to them.

SITUATIONAL ANALYSIS

Secondary Activities

Procurement: This concerns on how resources are acquired for a business such as sourcing and

negotiating with materials suppliers AEON CO (M) BHD., the largest discount retailer in

Malaysia, implemented a K2-based solution to track inventory, speed its procurement processes and save money The implemented of K2-based solution help to incorporates automated

workflow around several SharePoint sites New processes were set up for product requests and

to deliver inventory and product information

Human Resource Management: Those activities concern with recruiting, developing, motivating

and rewarding of the workforce of a business As a Hypermarket, most of the retail functions were done by AEON itself Specialization in production and department means AEON needs to assign and control their manpower efficiently so that they can produce the maximum outcome (higher profit)

SITUATIONAL ANALYSIS

Secondary Activities

Technology: Activities concern with managing information processing, and the development

and protection of “knowledge” in a business As new era (technology) conquering the business environment, all AEON system were manage by digital devices such as scanner, internet, and online database system Consumer may also find the latest promotion through their website and by using social networking such as facebook and twitter

Infrastructure: Concern with wide range of support systems and function such as finance,

planning, quality control and general senior management In managing such a big Hypermarket which involves 100 outlets nationwide inclusive of 10 hypermarkets, 18 emporiums, 3 bazaars,

54 mini markets (MyAEON), 9 convenient stores (MyMart) and 6 franchise outlets (AEON Mart) Each of the hypermarkets is located in AEON Malls

SITUATIONAL ANALYSIS

SWOT ANALYSIS

STRATEGY ANALYSIS

STRENGTH S1: AEON has pricing power, customers will continue using AEON’s products and services

S2: Low cost leader can undercut rivals

in price S3: Variety of choice can contribute to customer loyalty

S4: the good brand name and known to people recognize

well-WEAKNESSES W1: AEON has less of space or capacity to in store their goods W2: The management in AEON is not strong

W3: Lack of customer services

OPPORTUNITY O1: The online market offer

AEON the ability to greatly

expand their business

O2: Trough capture new market

they can diverse their portfolio of

products and services

O3: By going global, AEON have

a new opportunity

SO STRATEGIES SO1: AEON can selling large volume of goods at globally (S2,O3)

SO2: AEON can enter new market based on good brand name (S4,O2)

WO STRATEGIES WO1: To reduce the number of product placing (W1,O1)

WO2: AEON need to improve their management to cater needs of new market(W2,O2)

THREATS T1: AEON have to compete with

other hypermarket

T2: Competitors offer similar

products range

SO STRATEGIES ST1: Improve the services to build long-term relationship (S3,T1) ST2: Maintain lower price (S2,T2)

WT STRATEGIES WT1: AEON need to be alert with competitor changes by give a good customer services (W3,T1)

WT2: Provide a large space to store

a variety of products(W1,T2)

SWOT STRATEGIES

BOSTON CONSULTING GROUP (BCG) Matrix

requiring little investment to hold its current market share AEON now to try their best to introduce and

familiarize their customers with their halal hypermarket

STRATEGY ANALYSIS

SPACE MATRIX

STRATEGY ANALYSIS

Internal analysis External analysis

Financial position Stability position (SP)

Return on investment 4 Rate of Inflation -2

Leverage 2 Technology Changes -6

Liquidity 1 Price Elasticity of Demand -4

Working capital 4 Competitive Pressure -4

Cash flow 5 Barriers to Entry into Market -1

Financial position (FP) average 16 Stability Position (SP) Average -17

Internal analysis External analysis

Competitive Position (CP) Industry Position (IP)

Market Share -2 Growth Potential 6

Product quality -3 Financial Stability 3

Customer loyalty -6 Ease of Entry into Market 4

Technology Know-how -6 Resources Utilization 3

Control over Suppliers/Distributors

-5 Profit Potential 4

Competitive Position (CP) Average -22 Industry Position (IP) Average 20

A performance metric used in strategic management to identify and

improve various internal functions and their resulting external outcomes

BALANCE SCORECARD

Strategic

priorities

Financial Increasing sales

of demanded product

Potential customer

Diversification of product range

Customer Attract more

people to consume at AEON

Working people Offers more

convenient product

Manager/

employee

Increase working performance

Potential worker Send them

training to strengthen skill and expertise

COMPETITIVE PROFILE MATRIX (CPM)

IFE MATRIX (INTERNAL FACTOR EVALUATION)

EFE Matrix (External Factor Evaluation)

The vision of AEON is that every person has a home and is

interconnected within community

Mission

The mission of AEON is to create and sustain quality affordable homes

that strengthen lives and communities

RECOMMENDATIONS Enter global market

Staying Focus  Store Appearance

Understanding customer and employee need.

Business Model 

To remain relevant in this highly competitive business, AEON

Hypermarket needs to understand its customers, reckons the

capability of its competitors and be at ease with technology as a