VNU JOURNAL OF SCIENCE, ECONOMICS-LAW, N01E, 2004 SOME M ETHODICAL PRO BLEM S ON ALLOCATING BUDGET FO R MARKETING ACTIVITIES OF E N T E R P R ISE Vu P h u o n g T h a o ’’ thro ug h controlling the im plem en tatio n process Some b u sin ess m an ag ers often assu m e th a t allocating budget for m ark e tin g activities of e n terp rises is the ‘’figure chewing w o rk ”, aim ing a t controlling, b u t in pu t of the M ark etin g bud geting provides inform ation for the general financial d e term in a tio n process of e n terp rises A financial plan which is based on specific figures and is practical will en su re not m ark etin g This point of view is completely erroneous M arketing budgeting is a kind of decision which m a tte rs the m a rk e tin g m a n a g e m e n t of any e n terp rises because m a n a g e rs ’ efforts in budgeting bring c e rta in a d v an ta g e s to th e m ark e tin g m a n a g e m e n t and b u sin ess operations of en terprises The a d v an ta g e s are as follows: e n terp rises to exist steadily Therefore, th e businesses need im portance of a rra n g e m e n t and work in reality The m ark e tin g division can im plem en t m ark e tin g s tra teg ies and specific p lan s in every period Budgeting en sures th e capacity of providing financial resources for m ark e tin g a rra n g e m e n t and m a rk e tin g m a n a g e rs of to be aw are of the budg etin g and the im p lem en tatio n of this The n a tu r e of m a rk e tin g b u d g e tin g in e n terp rises is th a t m a n a g e rs m u st find out the a n sw e rs to th e two questions below: First, how much e n te rp ris e s need to spend on th e e n tire m arketing? im p lem en tation in a p la n n ed period Second, how is th e bu d get allocated to th e variables of M ark etin g Mix, each ta rg e t m a rk e t and each product to ensure th a t th e capital invested in m a rk e tin g will - The b u d g e t defines th e restrictions suitable for each m a rk e tin g activity to achieve th e set-up objectives - B udgeting creates th e prem ise for the m a n ag e r of each m a rk e tin g division to combine the operations w ith th e m an ag ers of o ther divisions and cre ate s th e basis for a rb itra tin g the differences in operation among divisions gain a high goal? In this article, we will only a d d re ss to the first one T h in gs th at N eed to be C onsidered w h e n P la n n in g th e B u d g e t for the M ark etin g o f E n terp rise s - B ud g eting is the s ta n d a rd which m a rk e tin g m a n a g e rs use to m easu re the progress te of im p le m e n tin g work To a n sw e r th e question: ‘’How much e n terp rises need to spend on m ark eting ?’, the m a rk e tin g m a n a g e r needs to find that m a rk e tin g cost is a p a r t composing of the n Dr., Faculty of Econom ics, V ietnam National U niversity, Hanoi 63 Vu Phuong T h a o 64 cost price of a product Thus, if th e expense of m ark etin g is high, th e cost price will be high and to gether w ith it, th e selling price will be high T he high level of selling price can have im pact on th e selling qu an tity It e n te rp ris e s a d m it th a t th e purpose of m axim izing profits is th e m ain p e rm a n e n t objective of th e m a rk e tin g decisions of en terprises, th e y will define the cost level u n d e r th e w ay to g ain th e m axim um can curtail the* selling q u a n tity of enterp rises and th u s, e n te rp ris e s w on’t probably gain th e g en eral objectives as well as the m a rk e tin g ones set up in th e planned period Therefore, w h en pla n n in g the budget for m ark etin g , m a n ag e rs should b e ar in m ind t h a t the more m ark etin g cost they save, th e better profits On the o th e r h a n d , m a rk e tin g cost is the capital inv ested in c re atin g th e prestige of e n te rp ris e s to th e ir custom ers The more prestigious e n te rp ris e s a re in the m arket, th e more com petitive a d v antages th e y have C re atin g prestige for custom ers re q u ire s th e e n tire process Thus, w hen budgeting, m a n ag e rs of en terp rises should ta k e th e view of a p pro priate in v e stm e n t for m a rk e tin g based on th e ir own financial resources for creating prestige of th e ir tr a d e m a r k in th e m arket T h eoretical B a ses o f B u d g e tin g 2.1 The Theory o f M a x im iz in g P r o fits All business decisions aim a t gaining certain purposes The m ost p o p u lar a n d p e rm a n e n t purpose p u rs u e d by busin ess m an agers is to m axim ize profits The model of m axim izing profits is based on two m ain a ss u m p tio n s below: + The income from each u n it of cost added to m a rk e tin g efforts te n d s to decrease w h en th e cost level of expenses continues growing The deep er the m a rk e t w as p e n e tra te d , th e more difficult the chances to gain an ad d ed level of tu rn o v e r become + To g a m a n ad d ed u n it of m ark etin g effort, e n te rp ris e s h av e to w aste more resources becau se effective m eans are alw ays chosen a t first, less effective m eans are often u sed afterw ard Economic th eo ries suggest th a t m a n a g e rs should tin ue to raise expenses for m a rk e tin g efforts un til the m arginal income or th e m arginal tu rn o v e r is still bigger t h a n th e m a rg in a l m ark etin g cost M a n a g e rs should only m ain tain m a rk e tin g e x p e n d itu re at th e level th a t the m a rg in a l sp en d in g for m arketing efforts b a lan c e s th e m a rg in a l income or th e m arg in al tu rn o v e r The g p h below illu s tra te s this If V NU, Jo urnal o f Science, E conom ic S-Lan N J E 2004 Some methodical p roblem s on allocating budget for 65 T u rn o v e r M a rk e tin g effort Effective m ark etin g activities 2.2 The R e la tio n s h ip M a r k e tin g E fforts a n d T u rn over Profits m axim al p a th betw een W hen applying th e theory of m aximizing profits, m a n a g e rs should know th a t both th e to ta l profits and real m arginal profits a re s tip u la te d by the level of turnover Therefore, it is necessary to exam ine th e level of tu rn o v e r created from a certain q u a n tity of cost T he relationship of th e level of tu rn o v e r (Q) and m ark etin g cost (C) is called T u rn o v e r Satisfying Function The re la tio n sh ip s of satisfying tu rn o v e r a re ex am in ed w ith two assum ptions - First, th e m a rk e t is basically stable in te rm s of size a n d competition - Second, th e re a re no changes in m ark etin g s tra te g ie s d u rin g th e tim e we survey VNU Journal o f Science, E conom ic S-Law, N„IE, 2004 'Ineffective m a rk e tin g activities T here a re four p rim a ry tu rn o v e r satisfying function models of + The F irst M odel The re latio nship betw een tu rn o v e r and m a rk e tin g effort is linear The increase in m a rk e tin g effort will add to the turnover a n d profit Given th a t if en terp rises w an t to increase the tu rn o v e r a n d profit, they have to try to raise th e m a rk e tin g budget to the m axim al level The m ark etin g cost is th e capital t h a t e n te rp ris e s invest for th e ir prestige The hig h er the prestige is, th e more possible it is to create a greater sale volume Therefore, in th e ir certain financial circum stances, e n te rp ris e s should spend on m a rk e tin g as m uch as possible + The Second M odel W hen th e level of tu rn o v e r is directly proportional to the level of m ark etin g cost, b u t the total of cost h a s to reach a certain Vu Phuong Thao 66 — Second, th e grow ing m ark etin g cost will re s u lt in the in c re ase in the selling price In its tu rn , th e increase in the selling price will raise th e sale quantity This case is called g d u a lly decreasing effect This tu rn o v e r satisfying function mĩm m vun level* it will in c re a s e the ÍU t‘ h a t th e tu r n o v e r a n d rprofit turnover", Ỉ.n y e 'his case is called th re sh o ld will rise T This t u r n o v e r sa tisfy in g function eitcct i 11 th a t e n te r p r is e s sh o u ld n o t spend l t t l e o*1 m a r k e tin g b e c a u se th e cost , I low d o e sn ’t c re a te m otivation which IS _0cr: t h e tu r n o v e r as well as to increase f shows t h a t if th e tu rn o v e r w a n ts to be effective in using in v e s tm e n t capital for m arketing, e n te rp ris e s ne ed to define the restriction of m a rk e tin g cost rises doesn t s p e n d a n y m oney on marketing- + The Fourth M odel + T h e T'u r d M o d e l This is th e com bination of the two cases above The “S” sh a p e d curve of the tu rn o v e r satisfying function shows th a t The l e ^ ° f tu r n o v e r is inversely proportionaal :o t h e level of m a rk e tin g cost, each level of a d d itio n a l effort In this c&s* ill create jr.e level of g d u a lly satisfying turnover vt first, w h e n in c re a s in g the cost, th e t u r n o v e r will get the marketing ” k the tu rn o v e r level d ep en d s on how the m a rk e t satisfies th e different levels of m arketing T he re la tio n sh ip betw een the tu rn o v e r an d m a rk e tin g effort is not always linear W hen budgeting, m anag ers need to consider th e fe a tu re s of the ta rg e t m ark et, which re g u la te th e size an d the features of th e m a rk e t d em an d , in other words, th e satisfaction of the ta rg e t m a rk e t to m a rk e tin g effort real m arginal one or will n o t cre ate aỊ marginal tu r n o v e r b e ca u se of the ’ fcllovriag reasons: p the m a rk e t is re g u la rly lim ited if size T h e c o n s u m e rs a t a in tern* line certair U I* will re a c h th e s a tu r a ti o n of ^vorUfts In s te a d of in c re a s in g the usiĩự pr-H turnover fCBle, th e a d d itio n a l m a rk e tin g cr oai1 ia'e an inverse effect, effort A / Q T u rn ov er satisfying functions described on th e g p h s below: are Q Ỹ j Q / / N / / / / - Model w w Q Model c Model VNU Journal o f Science, E conom ics-Law N„1E, 2004 Some m ethodical problem s on allocating budget for — T ec h n iq u es o f M ark etin g B u d g etin g in E n terp rise s For m an ag ers, th e application of the theories m entioned above in order to make a decision on b u d g e t in reality is very h ard because of th e following reasons: - First, m a n a g e rs have too little or not have a n y d a ta to m easu re the relationships betw een m a rk e tin g expense and tu rn o v e r satisfaction In addition, the re q u ire m e n ts for tim e a n d necessary cost for collecting a n d processing these d a ta to get essential inform ation m ake en terp rises hesitate to m e asu re these relationships - Second, th e re latio n ships of tu rnover satisfaction m entioned above are based on certain suppositions In fact, these suppositions are difficult to be accepted because b usiness e n v iro n m e n t alw ays has changes, b u t it is not alw ays stable ideally - Thus, in reality some techniques are used to define th e cost for th e M arketing Program m e of en terprises The te ch niq ues are as follows: 3.1 The P re v io u sly S im ila r M ethod The method planned activity planned n a tu re of th e previously similar is the m a rk e tin g bu dget in the period, based on th e cost for this in th e previous year If in the y e ar th e re a r e n ’t any big changes in business operations, the budget level will be considered as m uch as the fact of th e previous year M an a g e rs can adjust th e budget level in th e p lan ned year to special situations For example, in the planned year, an e n te rp rise developed an additional new product If th e m arketing budget last y e ar is 600 million VND, the VNU, Journal o f Science, Economic S-Law', N,)IE, 2004 — - 67 m a rk e tin g b u d g e t th is y e a r is als( 60 million VND W hen th e enteirLrjQ, > to intro du ce a new product i n thí _ a(! n n rk e t in th e p la n n e d y e a r a n d estirmatfcc fiu ~ the m a rk e tin g cost tor th is product c 20 million VND, th e m a r k e tin g bacaof r ® H th e p la n n ed y e a r will be 800 million V\J EYROn million VND + 200 million 7Ịjj) _ million VND) T he a d v a n ta g e of th is method 1-, ^ sinpie a n d easy to be applied T he planned f of th e b u d g e t is reliable W a j s b u d g et level is b ased on the J experience of th e previous y e a r This m eth o d has disacv-^ v*nt;ges B u dgeting based on th e thoroigjj je , J into th e re la tio n s h ip betw een rv>o4 cost and profit can lead to th e ineffeitVfcne f in v e stm e n t c a p ita l in m a r k e t nr o th o th e r h a n d , th e b u sin ess enviDrvnent th d e m an d of c u sto m ers and fOnj.etii changes, if th e e n te rp ris e still a>p ^es k m ethod, it can m iss valuable 0)P)rUnv b ro u g h t ab o u t by th e se changes Dĩ ịị not realize modified to ineffectivemsi to b D ue to th e se disadvartare? th previously sim ilar method is Oil iuit'bl w hen th e e n te r p ris e operates iị x t stable condition a n d the eU(rpriS( satisfied w ith th e gained levelso t\rnc a n d profit w ith o u t w antin g to rroDve h b u sin ess goals 3.2 The P ercentage-of- S a e dithoi T his m eth o d is th e improvcm n of h previously s im ila r method It s )£sed th e tio relatio n sh ip b e w e \ h m a rk e tin g cost and turno'e] 0f e n te rp ris e in th e past This fc h» m, t p o p u la r m ethod ) Vu Phuong T h ao 68 According to th is method, to d eterm ine the budget for m a rk e tin g in th e plann ed period, m a n ag e rs m u s t have predictive figures on th e tu rn o v e r in the planned year an d the percentage of th e m ark etin g cost in com parison w ith th e tu rn o v ers of the previous years This m ethod h a s th e m ain ad v an tag es as follows: - It is simple a n d easy to be applied - It concerns a b o u t th e changes in business e n v iro n m e n t as well as turn o ver levels If the tu rn o v e r in th e planned y ear is higher th a n th e re p o rte d one in th e im plem entation year, the m a rk e tin g budget in th e p la n n ed y ear will grow com pared w ith th a t in th e im plem en tatio n year and vice versa - It allows e n te rp ris e s to control the cost and e n su re s t h a t th is cost will be compensated The d isad v a n ta g es of th is method are th a t it is u n sy ste m a tic an d it doesn’t reflect the cause a n d effect relationship betw een m a rk e tin g a n d tu rnover Beside, this m ethod m akes u s confuse th a t th e tu rn o v e r affect th e m a rk e tin g cost while, in fact, the m a rk e tin g cost h a s decisive influence on the turnover* This m ethod should be applied w hen the tu rn o v e r of a n e n te rp ris e doesn’t depend too m uch on th e level of m ark etin g effort 3.3 The V iable M eth o d U nlike th e two m ethods above, the method of m axim al possibility does not depend on experience a n d the relationship betw een tu rn o v e r a n d m a rk e tin g cost in th e past, b u t it relies on the c u rre n t finance of a n e n te rp ris e This m eth od is b a se d on th e viewpoint th a t m a rk e tin g cost is no t the cost to create th e f u tu r e tu rno v er, but is an in v e stm en t in th e tu rn o v e r a n d prestige of a product b n d or the prestige of an en terp rise in th e fu tu re T hu s, in fact, a t a certain time, th e e n te rp ris e can reduce or reject th is cost to overcome financial difficulties in a sh o rt-term When the a d v an ta g e s of th e e n te rp ris e become b e tte r and thu s, th e fin ancial resources of the en terp rise gets b e tte r, it will spend on m arketing According to th is method, the budget for m a rk e tin g d e p e n d s on th e e n te rp ris e ’s financial reso u rces a fte r e n su rin g some certain profits W hen applying this method, th e e n te r p ris e can en sure the m inim al level of profit to exist and develop On th e o th e r h a n d , a t a certain level, the m a rk e tin g cost really creates the fu tu re ’s value This can allow an e n terp rise o p e tin g in a quite stable e n v iro n m e n t to decrease th e m arketing cost in a s h o rt te r m w ith o u t dam aging its position in th e m a rk e t It is necessary to know th a t th e in v e s tm e n t in m ark etin g before w as e n o u g h to c re a te a re s u lt of tu rn o v e r as expected T h is is the m ain ad v a n ta g e of th is method However, th is m ethod d isad v a n ta g es a s follows: - has some T he a p plicatio n of th is method does not re q u ire th e profound knowledge of the m a rk e tin g influence on turnover and profit T he b u d g e t is ind ependently built from w h a t th e m a rk e tin g can create, so it VNU, Journal o f Science, Economic S-Law, N J E , 2004 Some m ethodical pro b lem s on allocating budget for may re s u lt in a s itu a tio n in which the en terp rise will spend m ore th a n needed level or does not spen d enough to take adv antag e of th e a ttra c tiv e opportunities which m ay em erg e in th e m a rk e t in the planned period - M a rk e tin g cost c h ang es, depending on fiscal years If in a n y financial years, th ere is much, m uch is spent If in an y fiscal year, th e re is little, little is spent Or if in an y financial years, th e re are a lot of difficulties, n o th in g is spent Therefore, the long te rm m a rk e tin g stra te g ie s of the en terp rise are h a rd to g a in the re su lts as expected 3.4 The M e th o d o f P l a n n in g B u d get B a se d on C o m p e tito r s M a r k e tin g Cost Level This m ethod is b ased on the view th a t considers m a rk e tin g a s a competitive weapon w hich can h e lp an en terprise improve its com petition position in the m arket According to th is method, the en terp rise will sp end m ore th a n the cost level of th e co m petitors if it w a n ts to overwhelm th e com petitors The enterp rise can spend on its m a rk e tin g less th a n the cost levels of th e co m petito rs if it believes th a t it will use th e cost m ore effectively The p rim a ry stro n g point of this method is th a t it is sim ple to calculate and possible to set b u sin ess m a n a g e rs ’ mind a t rest This m e th o d h a s som e draw backs as follows: - The im p le m e n ta tio n of th is method requires e n te rp ris e s to have in h a n d sufficient, accurate, and timely information VNƯ, Journal o f Science, E conom ic S-L uw, N„l E, 2004 69 about the com petitors and th e ir m arketing operations It is to im p le m e n t this or it is possible to im p le m e n t th is with a high cost to collect information - U sing th is m ethod can speed up competition am ong th e en terp rises in th e sam e good b n c h to th e extreme, which m akes all th e m em bers in th e good branch incur damage In such a situation, any en terp rises which are th e strongest will win if they still continue staying in the branch - This m ethod is based on the a ssu m p tio n th a t th e budgeting of com petitors is th e scientific and logical basis In fact, if th e com petitors’ budgets a re not sp en t system atically and they not exam ine rightly th e conditions of b usin ess environm ent, th e enterprises will follow “this broken w heel tra c k ” - It is difficult to gain certain g u a n te e because th e m a rk e tin g targets, m a rk e tin g resources, an d opportunities of e n terp rises m ight not be sim ilar to com petitors’ Therefore, it is impossible for e n terp rises to spend on th e ir m ark eting operations, which is b ased on com petitors’ experience 3.5 M eth o d The O b jective a n d Task ba sed According to this method, to determ ine th e m ark etin g budget, m a n ag e rs need to set up specific ta rg e ts of m arketing o peration in th e p la n n ed period After defining th e targ ets, m a rk e tin g m anagers n eed to plan an y work which is necessary to im p lem ent in o rd e r to achieve the set-up ta rg e ts a n d th e cost for im plem enting each work The m a rk e tin g b u dg et level will be 70 Vu Phuong T h a o determ ined on the basis of cost to im plem ent th e e n tire work Moreover, a m easure system will control the progress te in carrying out th e se targets This method advantages: has th e following - It req uires m a rk e tin g m a n ag e rs to p resent in detail e n te rp ris e ’s ta rg e ts of m a rk eting operation T hus, 'h e e n terp rises will have clearer pictures of th e ta rg e ts th a t need reaching a t as well as th e work th a t needs doing The clear and specifi u n d e rs ta n d in g about th e work will be the good directions for m a rk e tin g divisions to im plem ent th e ir plans well and combine actions with others - It requ ires settin g up a n information system to m easu re th e progress te of im plem enting th e ta rg e ts a n d plans accurately and appropriately - It provides m a n a g e rs with useful feedback to b e tte r th e budg etin g process and set up the work ta rg e ts or plans - This is th e m ethod a ttra c tiv e to the en terprises w here th e sh ort-term goals play an im p o rta n t role or in case the e n terp rises’ m a rk e tin g influences on the goals of business operation s are separated from th e effects of th e changes of o th er business en v iro n m en t factors such a s the economic situation, th e operations of competitors, and the technological changes - W hen applying th is m ethod, the main obstacle is th a t m a rk e tin g m a n ag e rs m st u n d e rs ta n d clearly ab o u t ohe relationship betw een ta rg e ts and correlative commissions to im p le m e n t the targets If a fixed activity is unsuitable for implementii g the set-up targets, it will not allow the e n terp rise to gain the ta r g e ts as expected To u n d e rs ta n d this re la tio n sh ip clearly, m a rk e tin g m a n a g e rs should carry out serious, research effort T h u s, th is method should be applied in th e organizations w ith financial resources It is possible to say t h a t except for the last method, the m ethods m entioned above have th e following disadvantages: - The application of these m ethods helps m an ag ers avoid th e ir responsibilities for m e asu rin g the rela tio n sh ip s betw een m ark etin g expense and the goals of tu rn o v e r and profit im p lem entatio n This is th e ir a d v an ta g e a n d d isa d v a n ta g e at the sam e time These m eth od s don't give suggestions to the m a rk e tin g m an ag ers w hen they wish to im prove the goals of tu rn o v e r and profit im plem entation Moreover, these m ethods not help the m a rk e tin g m a n a g e rs u n d e rs ta n d thoroughly and guide th e m in term s of m a rk e tin g w hen o p e tin g in the changing environm ents - M ark etin g bu d g e tin g originates f:om the satisfaction with th e goals of previous im plem entation and following th e past precedents will not give tria ls to m arketing divisions It does not req u ire the m ark e tin g divisions to improve th e ir effort to contribute to th e success of th eir e n terp rises th ro u g h u n d erstan ding , research skills and cre ativ e and h azardous analyses Tn stead of b eing offensive and foreseeing, these m ethods are only defensive and responsive W hen using these m eth od s to budget for the m arketing operations of enterprises, m a rk e tin g m a n ag e rs should pay attention to th e following points: \ ' NU, Journal o f Si e n d ' Economic.\-lxjw N, JE 2004 Some methodical problem s on allocating budget for First, w hen we use any methods, we m u st exam ine them The combination of methods will be th e basis of planning budget Second, b u d g e t is th e figure to quantify the m a rk e tin g strateg ies It is not absolute and constant The changes of the en v iro n m en t c an requ ire e n terp rises to change the m a rk e tin g s tra te g ie s and the changes of m a rk e tin g strategies, in tu rn , requ ire th e chan ges of b u dg et to en su re the im p le m e n ta tio n s of th e targets Therefore, e n te rp ris e s im plem ent the m ark etin g p la n s a n d th e b ud get plans, m anag ers need to exam ine a n d evaluate the budget level regularly so th a t it is possible to a d ju s t the b u d g e t level to the e n v iron m ent a n d the m a rk e tin g strategies Third, w h en we use any methods, we m u st combine th e m to sup po rt and s tre n g th e n the checking procedures Fourth, th e detailed m ark etin g budgets only m a tte r if they a re relev ant to the general financial plan Similarly, the general m a rk e tin g b ud gets m a tte r when they are sufficient to implement certain work B u d g etin g P r o c e d u r e s To d e term in e th e general m ark eting b udget of an e n terp rise, th e budget for each division or each specific operation and specific work, two methods are usually used: + The top-dow n m ethod The n a tu r e of th is m ethod is th a t the m arketing m a n a g e rs provide the decision on the general common b u d g e t size for the whole e n terp rise, every u n it of the enterp rise a n d every product channel The m an ager of each u n it or each product c hannel will d is trib u te the received budget to the divisions or th e operations of their VNU, Journal o f Science, Econom ic S-L a w , N„IE, 2004 71 own units If th e m a n a g e rs of the divisions find th a t such budget cann ot ensure the achievem ent of th e goals, the senior m a n ag e r will discuss w ith them to reallocate th e budget If the m an agers of some divisions req uire the increase in the budget for th e ir own divisions, the senior m an agers can settle this problem by raising the total general bu dg et to support the divisions or reduce the budget of others w hen it is impossible to increase the total budget of the whole enterprise + The bottom -up m ethod The n a tu re of this m ethod is th a t the m a n ag e rs of divisions them selves define the operations which m u s t be im plem ented in the plan ned period to gain the targ ets of the m a rk e tin g stra te g ie s of th e enterprise Then they e stim a te th e cost of these o p e tio n s , s u b m it th e m a s a b u d g e t plan of the division to the senior m an ager in charge of th e m a rk e tin g operations of the enterprise The senior m a n a g e r examines these budget p lans a n d if they meet the req uirem ents, th e y will be considered as the general m a rk e tin g budget and is su b m itted to th e director board of the e n terp rise to incorporate it in the e n te rp ris e ’s a n n u a l financial plan If the a n n u a l financial plan need to be adjusted, the process will be reversed and the m a n ag e rs of th e divisions will have to ad ju st the e stim ate d plan s to the budget restriction of th e ir divisions The m a n ag e rs of th e divisions balance and a d ju st the real costs a n d the goal of im p lem entin g th e inspected budget plan w hen they are imbalanced Each en terp rise m u st depend on its own real situ a tio n to choose appropriate methods 72 Vu Phuong T hao REFERENCES Philip Kotler, Quản trị M arketing (Bản dịch tiếng Việt Vũ Trọng Hùng), NXB Thông kê Hà, Nội, 1994 Philip Kotler, Principles o f m arketing, Third edition, Pentice - Hall of India, New Delhi, 1998 Joseph P guiltinan and others, M arketing management: Strategy and program s, Sixth edition, MeGraw- Hill companies, Inc., 1996 Davit w Cravens, Strategic m arketing, Sixth Edition, MeGraw - Hill companies, 2000 TẠP CHÍ KHOA HỌC ĐHQGHN, KINH TẾ - LUẬT, SỎ' IE , 2004 MỘT SỐ VẤN ĐỂ PHƯƠNG PHÁP LUẬN HOẠCH ĐỊNH NGÂN SÁCH CHO HOẠT ĐỘNG MARKETING CỦA DOANH NGHIỆP • • • TS Vũ Phương Thảo Khoa K in h tê, Đại học Quốc g ia H N ội Hoạch định ng ân sách cho hoạt động M arkeitng tương lai định qu an trọng tro ng q u ản lí m ark eting chiến lược Vì mục đích đưa phương pháp hoạch định ng ân sách cho hoạt động m arketing, viết cấu trúc làm bôn phần P h ầ n th ứ n h ấ t tác giả nêu lên sô' q uan điểm cho rằ n g n h q u ả n lí p hải nắm để dự tốn giải vấn đề liên quan tới hoạch định ng ân sách cho h o t động m arketing P h ầ n hai sở để hoach định n gân sách cho ho ạt động m arketing Trong p h ần thứ ba nêu lên n ă m phương pháp hoạch định n g ân sách cho h o t động m ark eting tổng th ể m n h q u ản lí có th ể sử dụng Các phương pháp là: (1) Phương pháp giơng n h lần trưốc; (2) Phương pháp ph ần tră m b án hàng; (3) phương p h áp theo khả n àn g đa; (4) Phương p háp xác định ngân sách dựa trê n mức chi tiêu cho h o t động m arketing đôi th ủ cạn h tra n h ; (5) Phương pháp vào mục tiêu yêu cầu hoạt động m arketing Vì phương p háp có ưu nhược điếm n h qu ản lí phải chọn phương pháp p h ù hợp với doanh nghiệp P h ầ n ci đề cập đến th ủ tục hoạch định ngân sách cho h o t động m arketing VNU, Journal o f Science, Econom ics-Law, N 0IE, 2004 ... essential inform ation m ake en terp rises hesitate to m e asu re these relationships - Second, th e re latio n ships of tu rnover satisfaction m entioned above are based on certain suppositions In... influences on the goals of business operation s are separated from th e effects of th e changes of o th er business en v iro n m en t factors such a s the economic situation, th e operations of competitors,... Jo urnal o f Science, E conom ic S-Lan N J E 2004 Some methodical p roblem s on allocating budget for 65 T u rn o v e r M a rk e tin g effort Effective m ark etin g activities 2.2 The R e la