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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 2

HƯỚNG 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 3

ĐỀ CƯƠNG HƯỚNG DẪN

Trang 4

ĐỀ 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 5

Tóm lược đề án

Trang 7

Marketing Strategy Planning Process

Technology Political & Legal Social & Cultural Economic

Trang 8

1 Market Analysis.

(Phân tích thị trường).

ĐỀ CƯƠNG HƯỚNG DẪN

Trang 10

Understand the Environment

(opportunities and threats)

(i) Macro environment

(ii) Market/industry environment

Trang 11

2 The Marketing Environment

(Môi trường tiếp thị).

ĐỀ CƯƠNG HƯỚNG DẪN

Trang 12

Bases for Industry Analysis

Trang 13

3 Consumer Analysis

(Phân tích khách hàng mục tiêu).

ĐỀ CƯƠNG HƯỚNG DẪN

Trang 14

From 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 15

Customer-based brand equity pyramid

Trang 16

Stage 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 17

THE 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 18

4 Current Situation Analysis

(Tình huống hiện tại DN)

ĐỀ CƯƠNG HƯỚNG DẪN

Trang 20

Hiệu 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 21

Tính 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 22

Hoạt 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 23

ty 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 24

Có 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 25

Need 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 26

5 Competitor Analysis

(Phân tích đối thủ cạnh tranh).

ĐỀ CƯƠNG HƯỚNG DẪN

Trang 27

Porter’s five forces of competitive intensity

Threat of

Potential substitutes

Trang 28

Forces 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 29

MARKET 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 30

MARKET 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 31

6 Sustainable Competitive

(Xác lập lợi thế cạnh tranh).

ĐỀ CƯƠNG HƯỚNG DẪN

Trang 32

The 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 33

7 Marketing Objectives

(Xác lập mục tiêu tiếp thị).

(SMART).

ĐỀ CƯƠNG HƯỚNG DẪN

Trang 34

8 Marketing Strategy

(Chiến lược tiếp thị).

ĐỀ CƯƠNG HƯỚNG DẪN

Trang 35

Strategic 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 36

Ansoff matrix

Market Penetration

Product Development

Trang 37

Strategic 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 38

Strategic 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 39

Strategic 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 40

Development Processes and Product Planning

Tested, piloted and introduced

Plans

Designs

Development

Prototypes The pattern of Product

Development

Trang 41

9 Brand positioning strategy

(Định vị thương hiệu).

ĐỀ CƯƠNG HƯỚNG DẪN

Trang 42

Programme 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

Ngày đăng: 15/08/2013, 09:43

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