Marketing communication strategy for co opmart supermarket

TRƯỜNG ĐẠI HỌC MỞ TP.HCM UNIVERSITÉ LIBRE DE BRUXELLES SOLVAY BRUSSELS SCHOOL HO CHI MINH CITY OPEN UNIVERSITY Ho Chi Minh CityECONOMICS & MANAGEMENT (2013) MMA6 NGUYỄN NGỌC THẮNG - NGUYỄN LÊ THANH HÀ MARKETING & COMMUNICATION STRATEGY FOR CO.OPMART SUPERMARKET MASTER PROJECT MASTER IN MARKETING & ADVERTISING Tutor’s name: SERGE BYWALSKI asd……………… Ho Chi Minh City (2013) STATEMENT OF AUTHORSHIP We undertake that  We have spent time and made the best effort to work with information and materials from Marketing department of SaiGon Co.op and our knownledge gained from MMA course to finish this final project  We hold a photocopy of this final project which can be produced if the original is lost or damaged  This final project is our origin work and no part of it has been copied from any other student’s work or from any other source except where due acknowledgement is made  We have not previously submitted this work for any other course/ unit  We give permission for our work to be scanned for electronic checking of plagiarism ACKNOWLEDGEMENT We would like to express our great appreciation to organizations, companies, people who have supported us during last periods in order to finish our final project Firstly, we would like to send our special thanks to Prof Serge Bywalski, our tutor, who had given us clear instructions on final project’s structure, constructive feedbacks and comments for all phases in our final project Therefore, we could well comprehend our road map to conquer the destination We also would like to say thanks to Prof Alain who has given us critical comments and motivation so that we can improve the quality of our project Secondly, we are also thankful to Solvay - ULB, Economics and Management for always supporting us with in-depth information, prompt feedback and encouragement during the course Besides, I would also like to express our deep gratitude to Marketing department of SaiGon Co.op company, especially Director, Vice Director who have spent time and effort to discuss about the topics and equipped us with invaluable insights and information to enrich the project’s content Thanks to this final project, we have had chance to apply knowledge gained from MMA course into real life’s case; by which we could elevate our mindset and execution in Marketing & Communication implementation Therefore, this accomplishment is not only the perfect end for an insightful MMA course but also a brilliant start for our application into real working life We really appreciate this “An end that starts”! Ho Chi Minh City, March, 2013 Nguyen Ngoc Thang (Mr.) - Nguyen Le Thanh Ha (Ms.) CONTENTS Contents Pages CHAPTER I OVERVIEW OF CO.OPMART AND NEW BRAND LAUNCHING I CO.OPMART PORTFOLIO II OVERVIEW OF VIETNAMESE RETAIL INDUSTRY III CO.OPMART TIME FOR CHANGE – LAUNCHING NEW BRAND IV CO.OPMART MARKETING & COMMUNICATION STRATEGY 4.1 INTERNALLY 4.2 EXTERNALLY CHAPTER II INDEPTH ANALYSIS OF THE CAMPAIGN “LAUNCHING CO.OPMART’S NEW BRAND” I INTERNALLY 1.1 EVENTS 1.2 COMMUNICATION TOOLS 11 1.3 TRAINING, COACHING 11 1.4 EMPLOYEE MOTIVATION 12 II EXTERNALLY 13 2.1 EVENTS 13 2.2 COMMUNICATIONS 15 CHAPTER III RECOMMENDATIONS FOR MARKETING & COMMUNICATION STRATEGY FOR CO.OPMART BRAND I INTERNAL AND EXTERNAL AUDIENCE 22 1.1 INTERNAL AUDIENCE 22 1.2 EXTERNAL AUDIENCE 25 II ONLINE AND OFFLINE TOOLS 27 III IDENTITY-RELATED CONTENTS AND VALUES/CULTURE-RELATED CONTENTS 28 3.1 IDENTITY – RELATED CONTENTS 28 3.2 VALUES/CULTURE-RELATED CONTENTS 28 LIST OF ABBREVIATION SaiGon Co.op : Saigon Union of Trading Cooperatives GDP : Gross Domestic Product YOY : Year of Years HCM city : Ho Chi Minh city WTO : World Trade Organization PR : Public Relations POSM : Point of Sales Material TVC : Television Commercial LCD : Liquid Crystal Display CPD : Cost per Duration KPI : Key Performance Indicative CTR : Click through Rate PPC : Pay per Click CPC : Cost per Click HR : Human Resource CSR : Corporate social responsibility Page of 29 CHAPTER I OVERVIEW OF CO.OPMART AND NEW BRAND LAUNCHING I CO.OPMART’S PORTFOLIO 1.1 Key milestones of Saigon Co.op & Co.opmart  Saigon Union of Trading Cooperatives (Saigon Co.op) – the governing body of Co.opmart supermarket chain - was established on May 12, 1989  In 1996, Saigon Co.op officially launched the first supermarket named Co.opmart Cong Quynh in District 1, HCM City In 1998, the retail business, namely Co.opmart supermarket chain, has been defined to become key business of Saigon Co.op  After more than 16-year development, Co.opmart has become leading retailer in Vietnam with 60 supermarkets nationwide  Co.opmart has conquered many notable prizes/certificates in retail industry, both internationally and domestically, including Top retailer in Vietnam & Top 500 Asia-Pacific Retailers during consecutive years (2004 – 2012) 1.2 Vision  Be the leading retail group in Vietnam by specializing in supermarket business format and heading to other retailing ones based on market’s needs & wants 1.3 Mission  Meet the target customers’ daily needs  Strong commitment to deliver convenience, safety and additional values to customer  Contribute to enhance the quality of Vietnamese retail industry and Vietnamese community & society as well 1.4 Business activities 1.4.1 Retail 50 Stores 125 Stores 125 Stores MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page of 29 1.4.2 Some supporting activities for retail business 1.4.2.1 Private Brands  Plentiful category  Competitive price, always cheaper 3-20% than the price of leading product in the same category  In line with high manufacturing quality standards, both internationally and domestically 1.4.2.2Logistics  Two Distribution centers: 50.000m2  Modern equipment  Storing and distributing goods for the whole Co.opmart and Co.op Food  Fresh production warehouse: 6.000 m2 1.4.2.3 Manufacturing: NAM DUONG SOYA SAUCE COMPANY 1.4.2.4 Import – Export: DISTRIBUTOR (SCD) SAIGON CO.OP 1.4.2.5 Investment & real estate: SAIGON CO.OP INVESTMENT DEVELOPMENT II OVERVIEW OF VIETNAMESE RETAIL INDUSTRY Vietnam is a developing country with over 80 million population in which traditional market has accounted for over 80% market share in retail industry In 2010 – 2012 period, Vietnamese economy in general and retail industry in particular has been burdened by global economic crisis in which high inflation rate, shrinking purchasing power, high inventory rate have been regarded as biggest concerns towards retailers MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page of 29 Global economic crisis is coming back to Vietnam on top of a continuous inflation burden 2010 vs 2009 2011 vs 2010 GDP Growth YOY +6.8% +5.9% Inflation (Average YOY) 9.2% 18.6% (Government Report) Under these grey circumstances, industry leaders have been adjusted their expectation and objectives accordingly Consumers are expected to reduce purchase of non-essentials and buy more on promotions Not buy some 'non-essentials' Purchase more on promotion Trade down to cheaper products Buy bigger packs to save money Change channel to save money Purchase more local/ Vietnamese brands Buy less / smaller packs of the same products Trade up to more premium/indulgent products 71 53 41 35 29 24 18 12 Anticipation of retailers in terms of customers’ purchasing behaviors in 2012 Source: Nielsen Barometer Business Despite of economic challenges, the untapped Modern Trade channel shows one of the highest potential in Asia market Vietnam, especially HCM city has been still regarded as a vast opportunity for Modern trade channel development with just 717 modern trade stores in comparison with 8600 traditional wet markets To explore this potential market, some big global retailers has penetrated to Vietnam in order to set up premises and seize future chances Besides existing international moguls like Big C, Metro, Lottemart and Vietnamese retailers such as Citimart, Marximark; etc.; Vietnam are about to welcome new wave of strong investment from other big retailers E-Mart will start building the first store in 2012 and plan to open at least 52 supermarkets by 2020 Aeon will establish JV with Trung Nguyen Corporation to develop the chain of 500 G7Ministop stores in MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page of 29 the next years Dairy Farm has opened the 1st Giant supermarket and the 1st Guardian store and plan for nationwide coverage in the next years (Source: AC Nielsen Retail Census in 2011) Besides, higher favor of consumer’s trends towards modern trade shopping places compared to wet market is also a positive shift for retail industry in Vietnam Customers nowadays shop more frequently and spend more money per visit to supermarkets (Source: AC Nielsen Retail Census in 2011) Burdened by turbulent economic situation, encountered with tough competition among big prestigious retailers, driven by advantageous trends toward modern trade in retail industry and most importantly accelerated by changing customer’s purchasing behaviors, Co.opmart supermarket chain has decided it’s high time to upgrade itself , both in formality and contents, in order to overcome challenges and to grab big opportunities ahead MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 16 of 29 2.2.2 Launching of new website www.co-opmart.com.vn In accordance with Launching Ceremony, Co.opmart officially launch new website www.co-opmart.com.vn on June 27 with various features to serve online customers in searching information about the company, looking for nearest store, catching latest discount information, keeping track on promotional campaign, control personal account online; etc Both interface and functionality of new website are structured in a friendly-user, effective manner 2.2.3 Digital marketing initiative Externally, one of the most Co.opmart’s remarkable breakthrough during the first months is to apply Digital marketing into our marketing tool kit This movement has been regarded as a crucial progress in terms of both strategic mindset and marketing execution of Co.opmart; which is a typical Vietnamese state-owned corporation with some ordinarily negative traits such as “rigid”, “old-fashioned”, “out-dated”; etc That’s why Co.opmart’s penetration into cyber world has expressed a strong commitment to bring new Brand values to real business life MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 17 of 29 In line with the external launching ceremony on June 27, Co.opmart has accordingly deployed a digital marketing campaign to spread out loud words about the new corporate images and values of Co.opmart in the online community The campaign had exploited key online channels with favorable results such as: 2.2.3.1Banner ads on some most crowded websites: Co.opmart has experienced booking banner slots by CPD (Cost Per Duration approaches) on both mass and female-oriented websites With mass top websites like mp3.zing.vn; tuoitre.com.vn; dantri.com.vn;… Co.opmart ads had earned a more considerable Impressions (the number of times your banner has been shown by the websites) compared with the same KPI of female-oriented websites like eva.vn; phununet.com; afamily.vn; phunutoday.vn;… However; these female-oriented websites’ CTR (Click Through Rate – what percentage of Impression result on Clicks) were much more higher; which has expressed that Co.opmart’s message had effectively attracted attention from its target customers 2.2.3.2Google search engine ads: Selected key words were divided into groups including Industry (retail); Brand (Co.opmart) and Rivals (Big C, Metro,…) According to the campaign’s PPC (Google Pay Per Click) result, Co.opmart’s Google ads had collected more than 30,000 clicks during month; in which most came from searches related to Industry and Brand (more than 12,000 click/group) Especially, CTR of Brand searches were high (26.45% for Brand) while CPC were comparatively low; which expressed that Co.opmart has gained quite positive Brand awareness in customers’ mind MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 18 of 29 2.2.3.3 Forum seeding: seed information about the new brand all over big forums in approaches - Seed deeply: focus on Vietnamese biggest female forums including webtretho and lamchame; in which we create various topics about Co.opmart such as “why & what changes”, brand image, brand values, product and services quality, etc Especially, these forums have the same target users with Co.opmart’s target customers, who are female, 18 – 45 years old, middle class, interested in taking good care of their families Furthermore, Co.opmart had worked closely with about 20 key influencers on these forums, who have high credibility and affection towards online community, to spread reliable words about our new brand By these controlled “natural” conversations, Co.opmart has gradually injected key messages into their target customers’ mind Various topics about Co.opmart have withdrawn over 115,000 views and created about 500 interesting comments At the same time, forum seeding also facilitate longterm online storage when users acquire references later on - Seed massively: scatter information on more than 60 forums ranging all over content categories and users’ profile in order to declare broadly about “launching” message 2.2.3.4 Facebook sponsored stories: Co.opmart had implemented Facebooks ads to target Facebookers at big cities where Co.opmart new brand conceptual stores had been launched including Hochiminh, Haiphong and Camau City At the end of advertising campaign, Co.opmart gained over 20 million Impressions, 15,000 Clicks with a quite low CPC (Cost Per Click) Both index had significantly exceeded initial KPI as shown in below charts: MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 19 of 29 2.2.3.5 Build Co.opmart Facebook Fanpage Besides Digital Marketing & Communication implementation in line with new brand values, one of the Co.opmart’s biggest online improvement is to build up Co.opmart Facebook Fanpage with an aim to accelerate Brand engagement with social community and online citizens, who are now have been acting as Co.opmart’s both potential and target customers Co.opmart Fanpage has earned positive results that is nearly 40,000 fans after month of operation with “Talking about this” rate accounted more than 60% the total number of fan; in which more than 80% fans are female with 47% in 18-24 years old and 21% in 25-34 years old; which is matching target audience of Co.opmart shopping customers MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 20 of 29 Fanpage Co.opmart had been launched in October, 2012 with a strong mission to become “One stop destination for Modern Eva” In terms of content orientation, Co.opmart daily updated contents via Status, Notes, Comments,… have been categorized into various group such as “Smart housewives” to provide tips on shopping, houseworks, cooking,…; “Tranquility in Body, Soul and Mind for Women” to share positive living values to users; “Happy family” to give practical advices on how to nurture sustainable happiness for your family and so on MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 21 of 29 Besides well-structured contents, Fanpage Co.opmart has also frequently organized many online events such as video clip & picture contest in November named “Sweet Thanks” to give chances for everybody to say Thank-you to their beloved women in life; then picture contest named “Sparkling colors” for users to design and decorate their Christmas or Tet Holiday moments pictures with new brand’s supergraphics; then application named “Picking Spring Buds” like Co.opmart’s best wishes to Fans community MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 22 of 29 CHAPTER RECOMMENDATIONS FOR MARKETING & COMMUNICATION STRATEGY FOR CO.OPMART NEW BRAND After eight months of new brand deployment, Co.opmart has finished the very first steps of introduction phase in which new concept has been marketed for customers to “look and hear”, both internal and external Next step should be emphasized activities so as to get people “feel”, “love” and “act” for new brand Based on some criteria, our recommendations would be categorized into following groups:  Audience group: Internal and external audience  Tool group: Online and offline tool  Contents group: Identity-related contents and values/culture contents I INTERNAL AND EXTERNAL AUDIENCE 1.1 Internal audience With internal audiences of more than 12,000 staff throughout the organization, Co.opmart should strongly proceed “Brand engagement” action plan to get everybody at all level involved in the project, namely: 1.1.1 Executive board: Branding is not the separate job description of Marketing department but the whole organization’s mission; in which role of leaders is extremely crucial to the success of Change implementation In this case, the fact that Co.opmart is a state-owned company really has affected considerably in this Culture reshaping process, because of some possibly typical vulnerabilities such as conservatism, rigidity, inflexibility in thinking and doing Under this circumstance, executive leaders have to initially take role as Brand Pioneer – Brand Champion to set good examples for the whole staff “Let’s Co.op” program should be emphasized in the near future, in which executive leaders would be rotated to various positions from floor shop staff to departmental officers and managers These placement would supply leaders with closer and proper look at daily existing operation of the organization so as to come up with appropriate strategy and action plan 1.1.2 Directors/managers of department Obviously Branding, or in this Co.opmart’s case, Cultural change implementation, is not the individual responsibility of Marketing or any department, but the joint venture of the whole organization, especially the Board and MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 23 of 29 departments which is functionally relevant to Brand & Culture such as Human resource, Sales, Promotion, Label brand 1.1.2.1Human resources: is the contact point to deploy “Brand engagement” activities because Human resources possess key tools in designing incentives, creating motivation and evaluating performance of staffs Human resources should develop an ambiguous mechanism of assessment criteria named “Brand values KPI” based on brand values so as to evaluate employee’s appropriateness towards the re-shaping culture It is the clear criteria system that would encourage employee to comply with new brand implementation 1.1.2.2Sales & Promotion: These departments have a decisive role in a retailer’s business operation because of direct contact with customers Besides normal promotion campaigns such as Happy Birthday – Green Consumption – Proud of Vietnamese Goods – Thank you; Co.opmart now should associate with existing promotion campaign or launch totally new one whose concept align with new brand in terms of Formality and Values For instances, Co.opmart could combine Happy Birthday campaign with “Passionate dedication” value or Thank you campaign with “Community oriented” value 1.1.2.3Shop floor staff: Co.opmart’s shop floor staffs now have been accounted for more than 12,000 people nationwide They are regarded as key contact point in the connection between brand and customers However thorough the brand has facilitated behind-the-scene, customer only judge the brand through their in-store experience with your place, your product and your staff That’s why the most crucial part of “Brand engagement” must be inspiring more than 12,000 shop floor staff to become efficient “Brand ambassadors” To inject new brand values into thinking and action of the whole staff, Co.opmart should organize diverse activities, both physically and spiritually, to step by step involve staff Co.opmart could organize a contest named “Being Chairman in one day” for everybody in the organization to participate The contest would include rounds: round to submit a writing to answer the question “What would you as a Chairman of Co.opmart to make new brand live in the organization?”; and then finalists selected to round would present their ideas in front of a Judge Council to pick out the champion, who will have chance to experience being the Chairman in one day to implement his/her proposal MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 24 of 29 1.1.2.4 Throughout the organization 1.1.2.4.1 “Be the Change” movement To implement this Cultural Change project, Co.opmart should organize a longterm movement “Be the Change” throughout the organization in which everybody are encouraged to submit a personal Change Plan on the basis of brand values This movement’s idea has originated from the concept that Change seed must be firstly must be planted inside each one; then spreading broader and broader to the community around Change must be taken by you yourself, right now right here, not waiting for anyone, any other department or any command at any time These Change Plan will be registered upon groups of brand values, namely Passionate dedication | Continuous reinvention | Progressiveness | Community oriented It could be your commitment for change in personal life or at work; as long as it could express your determination to be the change initiative Your plan will be submitted to at least one line managers and one colleague/junior who would play roles as your supervisors to guide, push and motivate you on way making needed change For example, you submit your Change plan to lose weight of kilogram in months and register your plan in “Progressiveness” category to your group leader and your colleagues Finally, this movement will create a strong network of people who pursue the same purpose of “Change for the better”; which will gradually foster positive attitude towards Change in such a matured organization 1.1.2.4.2 Brand champion – Brand ambassador honor Throughout the organization, Co.opmart should focus on assessment and honor of “Brand champion” for leaders “Brand ambassador” for staff Firstly, we have to compose a well-structured assessment criteria based on brand values; then we have to propose interesting approach to honor these individual; which then will arise desire to “be part of that” in other people’s mind To make these titles become “most-ever-wanted” in the organization, besides material rewards like qualifications, bonuses, Co.opmart should make their honors become a memorable and proudly experience For example, a picture or a star on “Hall of Fame” / “Wall MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 25 of 29 of recognition” will satisfy highest ladders in Maslow’s hierarchy if needs inside each person 1.2 External audience: With external audience including customers, the press and community, both online and offline, Co.opmart should enhance both quantity and quality of every contact with those target groups Based on some criteria, Co.opmart’s customers are divided into some group as follows: 1.2.1 In-store and off-store customers: With the in-store customers who are “real people, real time, real place” experiencing shopping with us, Co.opmart should seriously take into consideration those following sophisticated “touch point” so as to conquer customer’s mind & soul Lets imagine you, as a customer, take a shopping tour around Co.opmart, your route would be step by step from: Parking lot – Bag keeping counter – Trolley area – Lobby to shopping zone – Shopping shelves - Cashier – Customer service counter – Promotional gift – Food court, game zone – Home delivery service – Customer care, after sales services 1.2.1.1 All above 11 “touch points” could become the most interesting interaction with customer but also could turn out to be the most vulnerable contact points when thing goes wrong That’s why Co.opmart has to pay high attention to accelerate Brand awareness at these sensitive areas through visible tools such as POSM (banner, bandroll, shelf décor, leaflet, bulletin etc.) 1.2.1.2 To best nurture brand awareness towards in-store customers, besides visual tools, auditory tools are also powerful means of transferring message From MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 26 of 29 that idea, Co.opmart should develop in-store Co.opmart radio channel, in which you can create not only an interesting shopping environment for customers but also an exciting working spirit for your employee This enhancement is a clear demonstration of new brand values On this radio, you can proactively broadcast well-oriented contents so as to provide customers with information that you target, including:  promotion campaign: you can even lure customers to the area in store where you want them to look, feel, touch or buy something  product and services: to express values “Passionate dedication”, Co.opmart should supply customer with more valued information about product and services like utilities, functionalities, etc  know-how, tips for target audience like cooking tips, shop smart use smart, raising kids healthy physically and mentally, nurture family happiness, etc  entertaining contents such as music, books, etc 1.2.2 Existing customers and potential customers The existing brand positioning has satisfied customer’s needs for family shopping and convenience/accessibility; now Co.opmart have to strive for shifting to higher customer’s needs for uniqueness and joyous experience when shopping in modern trade channel Besides target customers who are family woman, to comply with new brand, Co.opmart also need to “reinvent” its product and services in both mindset and execution to attract more potential customers who are young people aged 16 – 25, fond of interesting experience or uniqueness of the purchase Co.opmart should broaden proportion of unique goods and come up with fresh, enjoyable services to become “one-stop destination” for customers such as: 1.2.2.1 Beauty corner where you can buy basic health and beauty services like facial/foot massage, manicure, hair washing, etc After hours of shopping, you can treasure yourself with those services and Co.opmart could also use these packages as customer benefits in “Loyal customer program” 1.2.2.2 Kid corner where you can let your children playing safe games while you can shop around comfortably 1.2.2.3 Food processing corner where you can have your fresh and raw ingredients processed, marinated upon your request This services must be extremely effective towards modern, busy women Let imagine you finish your shopping list and then self-reward yourself a skin-care package while your kids are having fun within your control and your food are well ready All things happen just in one shopping tour at Co.opmart So interesting, isn’t it? MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 27 of 29 II ONLINE AND OFFLINE TOOLS: These criteria will focus on where Co.opmart can “reinvent” based on new brand values to make enhancements in its tool kit 2.1 Online tool: After months experimenting online marketing, Co.opmart has gained considerable advantages in the cyber world; that’s why Co.opmart should keep on exploring these powerful tools to implement new brand values in real life 2.1.1 Facebook Fanpage: Activities, applications should align strictly with contents: promotional campaigns and branding campaigns Facebook contents should cover consistently on daily update contents, frequent activities, big event and applications Especially tab “Customer feedback” now should upgrade to a higher level, not only encourage user to give feedback, complaints but also orient them to contribute solution, idea to improve quality of product, services or operation procedures We can create a forum name “Co.opmart idea exchange” in which user are motivated to share their brilliant ideas, and Co.opmart would take into consideration the whole idea box, then select appropriate to research and implement in real life; users then will be noticed in the box “Idea on implementation” and got rewarded favorably as a thank-you from Co.opmart Such recognition would strongly elevate the spirit of connecting and sharing in the Fan community 2.1.2 Co.opmart application: Beside social network, Co.opmart should turn it into a “high-tech retailer” by developing more features, applications on other digital equipments such as smartphone, tablet, etc A Co.opmart application in Appstore would facilitate customers in checking product, selecting it basket, examining other’s reviews, updating corporate information, control personal customer account online, etc Everything just in one smartphone with Co.opmart application MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 28 of 29 III IDENTITY-RELATED CONTENTS AND VALUES/CULTURERELATED CONTENTS: New brand positioning has part including Formality (image, logo, supergaphic, colors, font, etc.) and Content (Brand belief, mission) 3.1 Identity-related contents 3.1.1 Create funny/interesting game to play with identity components  Online game: to organize a video or photography contest in which require user have to décor picture with new brand material This will help user get accustomed to new image of Co.opmart  Offline game: to organize activation booth in store to play funy game to raise awareness of new brand in customer’s mind 3.1.2 Design and produce POSM with cool applications/concepts in-store and offstore as space décor, souvenirs, etc 3.2 Values/culture-related contents: brand values: Passionate dedication | Continuous reinvention | Progressiveness | Community oriented 3.2.1 Passionate dedication: this value is regarded as the key pillar to build on Co.opmart’s cultural house  Express this value into simple things such as a song/poet and print it behind the name tag so that all staff could bring it along all the time  Develop “5 passionate steps” principle to give clear instruction for shop floor staff in serving and communicating with customers  Develop “A little more” principle to encourage staff treasure a little by little every contact with customer to build on sustainable relationships  To raise “I am passionate leaders” and “I am passionate customer servant” movements towards leader, staff throughout the organization with consideration come from feedbacks, votes of senior, junior and customers to each individual 3.2.2 Continuous reinvention - Progressiveness: to organize an internal Idea Exchange platform to encourage staff come up with improvement in their daily working They can submit idea, report progress and get comments, recommendations from other to add up to the idea 3.2.3 Community oriented: to structure Corporate Social Responsibilities activities into specific group including generation embracement, environmental enhancement, social matters solution (poverty, natural disaster,…) and especially market consumption matter which is strongly related to retail industry Resources to fund these social events not only come form Co.opmart but also from contribution of customers, business partners, suppliers; in which Co.opmart would play key role as coordinator to mobilize and allocate resources to needed projects MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 Page 29 of 29 IV Conclusions Six passed months of Co.opmart New Brand implementation is just the very beginning of a long-term, durable journey to make it breath, live and grow in the real life Lists of to-do things keeps lengthened which required the whole organization to make greatest efforts and even experience some failures to implement this Brand realization process This journey will strongly ask for strategic mindset from the Board, solidity of the whole organization and determination to “Be the change” in each individual To make a Change embracement organization, firstly we have to count on Change initiative originated from each person; that is the key to access Brand Championship for Co.opmart MMA6 - Nguyen Ngoc Thang / Nguyen Le Thanh Ha - 2013 REFERENCES Co.opmart’s Internal Document (2012), Co.opmart Brand Guideline Co.opmart’s Internal Document (2012), Co.opmart’s Digital marketing report on “Launching new brand” campaign Co.opmart’s Internal Document (June 2012 – February 2013), Co.opmart’s Internal Bulletin “Saigon Co.op Home” The Nielsen Company (2012), Market Pulse – Retailing trends across Asia Pacific in 2011 The Nielsen Company (2012), How retailers will face the 2012 Vietnam Challenges ... OF CO.OPMART AND NEW BRAND LAUNCHING I CO.OPMART PORTFOLIO II OVERVIEW OF VIETNAMESE RETAIL INDUSTRY III CO.OPMART TIME FOR CHANGE – LAUNCHING NEW BRAND IV CO.OPMART MARKETING & COMMUNICATION STRATEGY. .. with customer & community, Co.opmart have to build an indepth marketing communication strategy for successful long-term Brand innovation in terms of formality and contents, namely:  Formality:... 2013 Page 22 of 29 CHAPTER RECOMMENDATIONS FOR MARKETING & COMMUNICATION STRATEGY FOR CO.OPMART NEW BRAND After eight months of new brand deployment, Co.opmart has finished the very first steps