Đánh giá sơ bộ ợi thếcạnh tranh(SWOT) của thương hiệu đó (1 trangA 4).Đề cương chi tiế tnhư hướng dẫn, những dự kiến sẽ làmtrong kếhọach tiếpthị( 3 trangA 4). Thời gian biểu để hoàn hành ề án và phân công công việc
Trang 2HƯỚNG DẪN ĐỀ ÁN TỐT NGHIỆP
XÂY DỰNG KẾ HOẠCH TIẾP THỊ CHO SẢN PHẨM MỚI
– Ngân sách 400.000 USD _800.000 USD.
– Chiến lược Tiếp thị : 3 năm – Kế họach tiếp thị : 1 năm
Trang 3ĐỀ CƯƠNG HƯỚNG DẪN
Trang 4ĐỀ CƯƠNG HƯỚNG DẪN
1 Market Analysis_ Phân tích thị trường.
2 The Marketing Environment_ Môi trường tiếp thị.
3 Consumer Analysis_ Phân tích khách hàng mục tiêu.
4 Current Situation Analysis_ Tình huống hiện tại DN.
5 Competitor Analysis _ Phân tích đối thủ cạnh tranh.
6 Sustainable Competitive_ Xác lập lợi thế cạnh tranh.
7 Marketing Objectives_ Xác lập mục tiêu tiếp thị.
8 Marketing Strategy _ Chiến lược tiếp thị.
9 Brand positioning strategy_ Định vị thương hiệu.
10 Marketing mix strategy_ Kế họach tiếp thị tích hợp.
11 Budget Marketing plan_ Ngân sách tiếp thị.
12 Marketing audit _ Đánh giá họat động tiếp thị.
Trang 5Tóm lược đề án
Trang 7Marketing Strategy Planning Process
Technology Political & Legal Social & Cultural Economic
Trang 81 Market Analysis.
(Phân tích thị trường).
ĐỀ CƯƠNG HƯỚNG DẪN
Trang 10Understand the Environment
(opportunities and threats)
(i) Macro environment
(ii) Market/industry environment
Trang 112 The Marketing Environment
(Môi trường tiếp thị).
ĐỀ CƯƠNG HƯỚNG DẪN
Trang 12Bases for Industry Analysis
Trang 133 Consumer Analysis
(Phân tích khách hàng mục tiêu).
ĐỀ CƯƠNG HƯỚNG DẪN
Trang 14From 2,100 to 4,200 From 4,200 to 7,000 From 7,000 to 10,500 From 10,500 to 14,000 Above 14,000
None Refuse
Thu nhập bình quân ở thành thị
Nguồn: Tayor Nelson Sofres
Trang 15Customer-based brand equity pyramid
Trang 16Stage 2: Customers and Transactions
Step 4 - Who Buys What
Customers and their purchases
Step 2 - Who Buys
Customer profiling
Step 5 - Why it is Bought
Customer needs
Step 6 - Forming Segments
Combining similar customers
Step 7 - Segment Checklist
Reality check
Step 1 - Market Mapping
Structure and decision makers
Stage 3: Segmenting the Market
Stage 1: Your Market and How It Operates
Step 3 - What is Bought
Purchase options
The market segmentation process
Trang 17THE BUYER’S EXPERIENCE CYCLE
Kim and Mauborgne, HBR, September-October 2000
How long does
How difficult is
it to unpack and install the new product?
Does the product require training or expert assistance?
Is the product easy to store when not in use?
How effective are the product’s features and functions?
Do you need other products and services to make this product work?
If so, how costly are they?
Does the product require external maintenance?
How easy is it
to maintain and upgrade the product?
Does use of the product create waste items?
How easy is it
to dispose of the product?
Trang 184 Current Situation Analysis
(Tình huống hiện tại DN)
ĐỀ CƯƠNG HƯỚNG DẪN
Trang 20Hiệu quả của
Có cần chỉnh sửa gì trong thông điệp truyền thông không? Phương tiện truyền thông có tiếp cận được NTDMT không?
Row profiles and Column profiles on axes 1 and 2 (84% )
BRAND D
BRAND B
BRAND A
BRAND C
Quảng cáo hay
Quảng cáo nhiều Giúp ăn được, ngủ được
Dễ tìm mua Nhãn hiệu uy tín
Giúp giảm stress hiệu quả
Hiệu quả cao về tăng cường trí
Trang 21Tính phù hợp
của định vị
Cĩ cần điều chỉnh / bổ sung / hay thậm chí tái định vị thương hiệu cho phù hợp hơn?
38
75 58 21
40 1
Yếu tố quan trọng
Đáng giá đồng tiền Hợp túi tiền Hiệu quả cao về tăng cường thể lực Hiệu quả cao về tăng cường trí lực Giúp giảm stress hiệu quả Hiệu quả nhanh chóng
Ít có tác dụng phụ Được bác sĩ khuyên dùng Được người bán giới thiệu Có nhân sâm Cao Ly Chống lão hóa Hàng ngoại Nhãn hiệu có uy tín Dễ tìm mua Giúp ăn được, ngủ được Quảng cáo nhiều Quảng cáo hay
BRAND D BRAND A
BRAND B BRAND C
Trang 22Hoạt động tiếp thị
& hiệu quả
Hoạt động tiếp thị
& hiệu quả
NTDMT cĩ biết, thích, và tham gia quảng cáo (TV, báo, radio) và các hoạt động khuyến mãi hay khơng? Tại sao?
Những gì cần hiệu chỉnh, rút kinh nghiệm để hiệu quả hơn trong các hoạt động tiếp thị?
4
15 3
9 12
32 6
16
20 10
1
Hoạt động nhận được Hoạt động thích
%
Vật dụng quảng cáo
Hội thảo Trình dược viên thăm viếng
Phát thuốc mẫu
Quà tặng Giảm giá/ Khuyến mãi
Chương trình trưng bày SP
Thăm hỏi vào các dịp đặc biệt
Ấn phẩm QC (áp phích…) 13
10 12 11
29 10
12
23 7
7
17
6
6 11 6 4 9
5
12 6 10 8
21 13 11
16 8
4
12
7
5 8 4 3 11
2
11 5 11 7
19 7
13
13 9
5
13
5
7 11 4 2 5
2
Trang 23ty ảnh hưởng đến mức độ hài lòng của hệ thống phân phối như thế nào?
Phủ rộng hơn, sâu hơn hay phải điều chỉnh chính sách công ty? Nên tác động vào doanh số, huê hồng, khuyến mãi, vận tải, đặt hàng, trưng bày, hay đội ngũ bán hàng?
5
76
93 100 75
5 12
74 6
Nhãn hiệu có bán tại hiệu thuốc
Trang 24Có cần đặt mục tiêu kích cầu? Tăng số lần sử dụng hay lượng dùng sản phẩm của NTDMT? Nên mở rộng kinh doanh sang các lĩnh vực liên quan không?
Trang 25Need energy enhancing Need thirst quenching Red bull taste & flavor
Age: 18-40 SEC: BCD
Volume contribution: 70%
30%
CONCENTRATED STRATEGY Select only one target market
Trang 265 Competitor Analysis
(Phân tích đối thủ cạnh tranh).
ĐỀ CƯƠNG HƯỚNG DẪN
Trang 27Porter’s five forces of competitive intensity
Threat of
Potential substitutes
Trang 28Forces driving
industry competition
Industry competitors
Intense rivalry if:
Numerous or similar sized competitors Slow industry growth
High fixed costs Lack of differentiation Diverse nature of competitors High strategic stakes
High exit barriers
(Rivalry among existing firms)
Suppliers
Powerful if:
Few suppliers
No substitutes
Industry not important
Customer of supplier group
Supplier group’s products are
Low buyer switching costs Threat of backward integration Seller’s product not important to quality of buyer’s product
T hreat of new entrants
Barriers to entry
Economies of scale Product differentiation Capital requirements Switching costs Access to distribution channels Cost disadvantages additional to scale
Government policy Entry deterring price Experience
Threat of substitute products or services
Substitute
Trang 29MARKET LEADER SWOT ANALYSIS
STRENGTHS OPPORTUNITIES
THREATS WEAKNESSES
Good reputation (Thai) Brand = category
High market share Good product quality Good distribution Resourceful finance Good production
High growth rate SKU diversification New product form Higher consumer awareness Brand extension
High growth rate SKU diversification New product form Higher consumer awareness Brand extension
Family business
Expensive pricing
Sales focus promotion
No brand building Little innovation Only in key cities Low channel coverage
Family business
New market entries with powerful brand building Attacked from other beverages Product form & packaging diversification
Consumer cost sensitivity
New market entries with powerful brand building Attacked from other beverages Product form & packaging diversification
Consumer cost sensitivity
Trang 30MARKET POTENTIAL
CSD 29%
TEA 10%
SOYA MILK 8%
FRUIT JUICE 8%
ASIAN DRINKS
6%
MILK 9%
ENERGY DRINKS
4%
BEER 5%
Beverage market size = market penetration x volume per cap x population
= 100% x 0.1lit x 365 x 80 million = 3 billion liters
Broad product market
= energy drink
= 4% x 3 billion
= 120 million liters /year
Broad product market
= energy drink
= 4% x 3 billion
= 120 million liters /year
Trang 316 Sustainable Competitive
(Xác lập lợi thế cạnh tranh).
ĐỀ CƯƠNG HƯỚNG DẪN
Trang 32The route to Sustainable Competitive
Advantage (SCA)
Price
High Volume
Sales Revenue
Low Business
Risk Low Financial
High Cash Flows
Gearing Interest Cover Working Capital Ratio Operational Leverage Financial
From Sri Srikanthan, Cranfield School of Management
Trang 337 Marketing Objectives
(Xác lập mục tiêu tiếp thị).
(SMART).
ĐỀ CƯƠNG HƯỚNG DẪN
Trang 348 Marketing Strategy
(Chiến lược tiếp thị).
ĐỀ CƯƠNG HƯỚNG DẪN
Trang 35Strategic marketing planning
• What is our purpose?
• What is our Market?
• Who are our customers?
• What are our products?
• What does the customer need?
• How well do our products satisfy
these needs?
• What are our objectives?
• How can we allocate our resources
optimally?
• What are our strategies?
– What new products should be developed?
– How should we price our products? – What should our channel
strategies be?
– What service levels should we provide for our different customer groups?
– How should we communicate with our target markets?
• How should we measure the effectiveness
of our plan?
Trang 36Ansoff matrix
Market Penetration
Product Development
Trang 37Strategic planning exercise (gap analysis) 1 revenue
3 GAP ANALYSIS
4 GAP ANALYSIS
ANSOFF PRODUCT/MARKET (MARKET PENETRATION)
ANSOFF PRODUCT/MARKET MATRIX (NEW PRODUCTS/
NEW MARKETS)
(A) List principle products on the horizontal axis and principle markets on the vertical axis In each smaller square write in current sales and achievable sales value during the planning period
(B) Next, plot the market penetration position, point C This point will be the addition of all the values in the right hand half of the small boxes in the Ansoff Matrix If there is a gap, proceed to 4 below Please note, revenue from (1) (2) (3) and (4) from the productivity box should be deducted from the market penetration total before plotting pointC
Next, list the value of any new products you might develop which you might sell to existing markets Alternatively, or as well as, if necessary, list the value of any existing products that you might sell
to new markets Plot the total value of these on the Gap Analysis Graph above, point D If there is still a gap proceed to 5
5 GAP ANALYSIS (Diversification)
6 GAP ANALYSIS (Capital Utilisation)
Finally, list the value of any new products you might develop for new markets until point E is reached (Steps 3, 4 and 5 represent a sales growth focus)
If none of this gives the required return on investment consider changing the asset base This could be
(A) Acquisition(B) Joint Venture(Step 6 represents a capital utilisation focus)
1 OBJECTIVE
(A) Start by plotting the sales position you wish to achieve at the
end of the planning period, point E
(B) Next plot the forecast revenue position, point A
2 GAP ANALYSIS (Productivity)
Are there any actions you can take to close the gap under the following headings? Plot the total value of these on the Gap Analysis Graph on the left, point B (These represent cash and margin focus) Now proceed to 3 below
Better Product Mix (1)
Better Sales Calls (4)
Charge For Deliveries
Better Customer Mix (2)
Increase Price More Sales Calls (3)
Reduce Discounts
Total
Revenue Productivity (NB: Not all
factors are mutually exclusive)
Trang 38Strategic planning exercise (gap analysis) 2 profit
3 GAP ANALYSIS
4 GAP ANALYSIS
ANSOFF PRODUCT/MARKET (MARKET PENETRATION)
ANSOFF PRODUCT/MARKET MATRIX (NEW PRODUCTS/
NEW MARKETS)
(A) List principle products on the horizontal axis and principle markets on the vertical axis In each smaller square write in current profit and achievable profit value during the planning period
(B) Next, plot the market penetration position, point C This point will be the addition of all the values in the right hand half of the small boxes in the Ansoff Matrix If there is a gap, proceed to 4 below
Next, list the value of any new products you might develop which you might sell to existing markets Alternatively, or as well as, if necessary, list the value of any existing products that you might sell
to new markets Plot the total value of these on the Gap Analysis Graph above, point D If there is still a gap proceed to 5
5 GAP ANALYSIS (Diversification)
6 GAP ANALYSIS (Capital Utilisation)
Finally, list the profit value of any new products you might develop for new markets until point E is reached (Steps 3, 4 and 5 represent a sales growth focus)
If none of this gives the required return on investment consider changing the asset base This could be
(A) Acquisition(B) Joint Venture(Step 6 represents a capital utilisation focus)
1 OBJECTIVE
(A) Start by plotting the profit position you wish to achieve at the
end of the planning period, point E
(B) Next plot the forecast profit position, point A
2 GAP ANALYSIS (Productivity)
Are there any actions you can take to close the gap under the following headings? Plot the total profit value of these on the Gap Analysis Graph on the left, point B (These represent cash and margin focus) Now proceed to 3 below
Better Product Mix
Better Sales Calls
Charge For Deliveries
Better Customer Mix
Increase Price
Reduce Debtor Days
More Sales Calls
Reduce Discounts
Cost Reduction Others (Specify)
Total
Profit Productivity (NB: Not all
factors are mutually exclusive)
du ct
Pr odu
ct 2
Pr odu ct 1 Pro
Trang 39Strategic marketing plan contents (Structures, frameworks, models)
Mission statement Financial summary
Issue management
B.C.G Matrix Directional policy matrix
McDonald PRODUCTIVITY MATRIX Blake mouton matrix
Forecasting Budgeting Measurement and review
Downside risk assessment
Market segmentation studies Market research
Response elasticities
Porter matrix Ansoff matrix Bcg matrix Directional policy matrix Gap analysis
Key success factors matrix Market research
Market segmentation studies Market overview
Marketing Strategies
Marketing Objectives
Opportunities Threats
Portfolio summary Assumptions
Resource Requirements
Strengths Weaknesses Issues to be Addressed
Market structure Market trends Key market segments Gap analysis
Marketing audit Market research Market segmentation studies Gap analysis
Product life cycle analysis Diffusion of innovation Ansoff matrix
Forecasting Market research
Product Price Promotion Place
(4 x 4 ps) (Positioning/branding)
Strategic focus Product mix Product development Product deletion Market extension Target customer groups
(By product) (By segment) (Overall) (By product) (By segment) (Overall) (By product) (By segment) (Overall)
(By product) (By segment) (Overall)
Cash flows and risk evaluation Sensitivity analysis
Integrated financial planning Limiting resource analysis
Sensitivity analysis Decision trees Probability theory
Budgeting and financial planning
Zero base budgets
Performance targets / ratios Cost, price, volume (CPV) analysis
Marginal and absorption costing Activity base costing
Competitor analysis Industry/sector analysis Risk evaluation Ratio analysis, valuation studies Cost of capital
NPV analysis Project evaluation Life cycle costing
Trang 40Development Processes and Product Planning
Tested, piloted and introduced
Plans
Designs
Development
Prototypes The pattern of Product
Development
Trang 419 Brand positioning strategy
(Định vị thương hiệu).
ĐỀ CƯƠNG HƯỚNG DẪN
Trang 42Programme guidelines suggested for different
positioning on the directional policy matrix
Maintain or increasedominanceDifferentiation - lineexpansionLead - Aggressivepricing for shareAggressivemarketingBroadendistributionTight control - go forscale economiesExpand, invest (organicacquisition, joint venture)Expand - invest
Upgrade management
in key functional areasFund growth
Reduce in process extend credit
-Maintain or slightlymilk for earningsPrune for less successfuldifferentiate for segmentsStabilise prices / raiseLimit
Hold widedistribution patternEmphasise cost reductionviz variable costsMaximise capacityutilisationFocus on specificprojects
Maintain, reward efficiency,tighten organisationLimit fixed investmentTighten Credit- reduceaccounts receivableincrease inventory turn
Maintain segment
selectivity-Emphasise productquality
Maintain or raiseMaintain selectivelySegment
Tight control
Increase productivitye.g specialisationInvest selectivelyAllocate key managersInvest selectivelyReduce
Forego share for profitAggressively pruneRaise
Minimise
Gradually withdrawdistributionAggressively reducefixed & variableFree up capacityNone
Cut back organisation
Minimise & divestopportunisticallyAggressively reduce
Invest selectively
in shareDifferentiation - lineexpansionAggressive - price forshare
AggressivemarketingLimited coverage
Tight - but not at expense
of entrepreneurshipInvest
InvestInvestFund growthInvest
Maintain market position, manage for earnings Selective
Manage for cash
Opportunistic development