Đề án Xây dựng kế hoạch tiếp thị cho sản phẩm mới

HÖÔÙNG DAÃN ÑEÀ AÙN TOÁT NGHIEÄP XAÂY DÖÏNG KEÁ HOAÏCH TIEÁP THÒ CHO SAÛN PHAÅM MÔÙI – Ngaân saùch 400.000 USD _800.000 USD. – Chieán löôïc Tieáp thò : 3 naêm – Keá hoïach tieáp thò : 1 naêm ÑEÀ CÖÔNG HÖÔÙNG DAÃN ÑEÀ CÖÔNG HÖÔÙNG DAÃN 1. Market Analysis_ Phaân tích thò tröôøng. 2. The Marketing Environment_ Moâi tröôøng tieáp thò. 3. Consumer Analysis_ Phaân tích khaùch haøng muïc tieâu. 4. Current Situation Analysis_ Tình huoáng hieän taïi DN. 5. Competitor Analysis _ Phaân tích ñoái thuû caïnh tranh. 6. Sustainable Competitive_ Xaùc laäp lôïi theá caïnh tranh. 7. Marketing Objectives_ Xaùc laäp muïc tieâu tieáp thò. 8. Marketing Strategy _ Chieán löôïc tieáp thò. 9. Brand positioning strategy_ Ñònh vò thöông hieäu. 10. Marketing mix strategy_ Keá hoïach tieáp thò tích hôïp. 11. Budget Marketing plan_ Ngaân saùch tieáp thò. 12. Marketing audit _ Ñaùnh giaù hoïat ñoäng tieáp thò. Toùm löôïc ñeà aùn Marketing Strategy Planning Process Technology Political & Legal Social & Cultural Economic Company Mission, Objectives, & Resources Competitors Current & Prospective S. W. O. T. Target Market Product Price Promotion External Market Environment Targeting & Segmentation Positioning & Differentiation Narrowing down to focused strategy with quantitative and qualitative screening criteria Place Customers Needs and other Segmenting Dimensions 1. Market Analysis. (Phaân tích thò tröôøng). ƒ Quy moâ thò tröôøng. ƒ Xu höôùng ngaønh haøng. ƒ Phaân khuùc thò tröôøng. ƒ Thò tröôøng muïc tieâu. ÑEÀ CÖÔNG HÖÔÙNG DAÃN Understand the Environment (opportunities and threats) (i) Macro environment – political/regulatory – economic – technological – societal (ii) Market/industry environment – market size and potential – customer behaviour – segmentation – suppliers – channels – industry practices – industry profitability Carry out a formal marketing audit 2. The Marketing Environment (Moâi tröôøng tieáp thò). ƒ Xu höôùng vaên hoùa/ xaõ hoäi. ƒ Xu höôùng kinh teá toång theå. ƒ Xu höôùng chính trò/phaùp lyù/theå cheá. ƒ Xu höôùng veà sinh thaùi hoïc/moâi tröôøng. ƒ Xu höôùng khoa hoïc vaø coâng ngheä. ÑEÀ CÖÔNG HÖÔÙNG DAÃN Bases for Industry Analysis Market Factors • Size • Growth • Stage in life cycle • Cyclicity • Seasonality • Marketing mix • Profits • Financial ratios Competitive Factors • Concentration • Power of buyers • Power of suppliers • Rivalry • Threat of substitutes • Capacity utilization • Entries and exits Environmental Factors • Technology • Economic • Social • Political • Regulatory 3. Consumer Analysis (Phaân tích khaùch haøng muïc tieâu). ƒ Ñaùnh giaù nhu caàu/ mong muoán. ƒ Yeáu toá haáp daãn cuûa saûn phaåm. ƒ Lôïi ích-traõi nghieäm toøan dieän. ƒ Haønh vi-quyeát ñònh tieâu duøng. ƒ Ngaân saùch chi tieâu. ƒ Caùc coâng cuï tieáp thò ñöôïc NTD chaáp nhaän. ƒ Nieàm tin vaøo saûn phaåm vaø dòch vuï. ƒ Ñôøi soáng cuûa chaân dung NTD. ÑEÀ CÖÔNG HÖÔÙNG DAÃN Thu nhaäp 29% 28% 7%3%1%1%1% 2% 7% 21% Under 700 From 700 to 1,400 From 1,400 to 2,100 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 nhaäp bình quaân ôû thaønh thò Nguoàn: Tayor Nelson Sofres ÑVT: trieäu ñoàng Nhoùm thu nhaäp cao chieám 32% Customer-based brand equity pyramid 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 THE BUYER’S EXPERIENCE CYCLE Kim and Mauborgne, HBR, September-October 2000 Purchase Delivery Use Supplements Maintenance Disposal How long does it take to find the product you need? Is the place of purchase attrac- tive and access- ible? How secure is the transaction environment? How rapidly can you make a purchase? How long does it take to get the product delivered? 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? 4. Current Situation Analysis (Tình huoáng hieän taïi DN) ƒ Ñaùnh giaù caùc chöông trình Marketing. ƒ Phaân tích ñieåm Ñieåm maïnh. ƒ Phaân tích ñieåm Ñieåm yeáu. ƒ Phaân tích cô hoäi. ƒ Phaân tích caùc nguy cô aûnh höôûng ñeán tieáp thò. ÑEÀ CÖÔNG HÖÔÙNG DAÃN KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONS ABS (Average Brand Strength) ABS (Average Brand Strength) TOOL 1TOOL 1 ABS được tính từ Awareness, Trial, Share, Coverage Tăng ngân sách quảng cáo hay điều chỉnh kế hoạch truyền thông? Tặng hàng mẫu hay khuyến mãi đẩy? Tăng giá trị cộng thêm cho thương hiệu hay khuyến khích khách hàng trung thành? % Total awareness Trial Coverage (weighted) Share ABS SCORE: 60 10 80 45 8 88 80 30 80 67 30 97 BRAND BBRAND BBRAND ABRAND A BRAND CBRAND C 50 24 34 15 3 44 BRAND DBRAND D 50 8 26 15 3 74 2222 7777 4343 5151 Hiệu quả của thông điệp truyền thông Hiệu quả của thông điệp truyền thông Ấn tượng thương hiệu trong NTDMT có khớp với ý đồ định vị? Có cần chỉnh sửa gì trong thông điệp truyền thông không? Phương tiện truyền thông có tiếp cận được NTDMT không? KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 2TOOL 2 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 Hàng ngoại Chống lão hoá Có nhân sâm Cao Ly Được người bán giới thiệu Được bác sĩ khuyên dùng Ít tác dụng phụ Hiệu quả nhanh chóng Giúp giảm stress hiệu quả Hiệu quả cao về tăng cường trí lực Hiệu quả cao về tăng cường thể lực Hợp túi tiền Đáng giá đồng tiền -0.15 -0.1 -0.05 0 0.05 0.1 0.15 0.2 -0.15 -0.1 -0.05 0 0.05 0.1 0.15 0.2 0.25 0.3 Gia tăng “chất lượng cảm nhận/cộng thêm” và “lý do để tin vào chất lượng” là cần thiết cho BRAND D để được “đáng giá đồng tiền” hơn và cạnh tranh trực tiếp vào phân khúc của BRAND B Tính phù hợp của định vị Tính phù hợp của định vị Các đặc tính định vị hiện tại có phải là quan trọng nhất đối với NTDMT? Match with consumers’ needs Có cần điều chỉnh / bổ sung / hay thậm chí tái định vị thương hiệu cho phù hợp hơn?3 KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 3TOOL 3 0 10 20 30 40 50 60 70 80 90 10 10 13 77 50 31 14 30 28 30 27 29 48 31 38 75 58 21 40 1 2 2 3 3 5 1 6 4 4 25 5 1 Yếu tố quan trọng nhất Yếu tố quan trọng Ñaùng giaù ñoàng tieàn Hôïp tuùi tieàn Hieäu quaû cao veà taêng cöôøng theå löïc Hieäu quaû cao veà taêng cöôøng trí löïc Giuùp giaûm stress hieäu quaû Hieäu quaû nhanh choùng Ít coù taùc duïng phuï Ñöôïc baùc só khuyeân duøng Ñöôïc ngöôøi baùn giôùi thieäu Coù nhaân saâm Cao Ly Choáng laõo hoùa Haøng ngoaïi Nhaõn hieäu coù uy tín Deã tìm mua Giuùp aên ñöôïc, nguû ñöôïc Quaûng caùo nhieàu Quaûng caùo hay BRAND DBRAND D BRAND A BRAND A BRAND BBRAND B BRAND CBRAND C Hoạt động tiếp thị & hiệu quả Hoạt động tiếp thị & hiệu quả NTDMT có biết, thích, và tham gia quảng cáo (TV, báo, radio) và các hoạt động khuyến mãi hay không? Tại sao? Những gì cần hiệu chỉnh, rút kinh nghiệm để hiệu quả hơn trong các hoạt động tiếp thị? 4 KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 4TOOL 4 15 3 9 12 32 6 16 20 10 24 23 7 3 16 8 14 6 1 Hoạt động nhận được Hoạt động thích % BRAND DBRAND D BRAND A BRAND A BRAND BBRAND B BRAND CBRAND C Vaät duïng quaûng caùo Hoäi thaûo Trình döôïc vieân thaêm vieáng Phaùt thuoác maãu Quaø taëng Giaûm giaù/ Khuyeán maõi Chöông trình tröng baøy SP Thaêm hoûi vaøo caùc dòp ñaëc bieät AÁn phaåm QC (aùp 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 Phân phối và các chính sách công ty Phân phối và các chính sách công ty Có vấn đề gì trong phân phối? Các chính sách công 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 KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 5TOOL 5 76 93 100 75 5 12 74 6 0 10 20 30 40 50 60 70 80 90 100 Brand C Band A Brand B Brand D Nhãn hiệu bán chạy nhất trong 3 tháng qua Nhãn hiệu có bán tại hiệu thuốc Tiềm năng của thị trường Tiềm năng của thị trường Tỉ lệ NTDMT có sử dụng sản phẩm của ngành hàng và so với các ngành hàng cạnh tranh gián tiếp 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?6 KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 6TOOL 6 41 67 79 67 45 30 14 12 15 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% HCM HÀ NỘI ĐÀ NẴNG Viên nhộng Viên sủi Không sử dụng Phân khúc thị trường Phân khúc thị trường Tiêu chuẩn chia phân khúc, độ lớn phân khúc Nên nhắm vào phân khúc nào, có đặc điểm gì? 7 A priori base = demographic profile Non users (Female mostly) White collar Blue collar 50% 10% 40% Students Profile of selected segment in relation to energy drink: Price sensitive Seek masculinity 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 KEY MARKET INDICATORKEY MARKET INDICATOR STRATEGIC BUSINESS DECISIONSSTRATEGIC BUSINESS DECISIONSTOOL 7TOOL 7 5. Competitor Analysis (Phaân tích ñoái thuû caïnh tranh). ƒ Thò phaàn caïnh tranh. ƒ Chöông trình tieáp thò. ƒ Thò phaàn truyeàn thoâng. ƒ Nhöõng ñieåm khaùc bieät vaø ñoäc ñaùo. ƒ Ñaùnh giaù toång theå SWOT. ÑEÀ CÖÔNG HÖÔÙNG DAÃN Porter’s five forces of competitive intensity Threat of New entrants to market Power of Buyers (customers) Threat of Potential substitutes Power of Suppliers Current competitors Customer Competitive intensity 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 differentiated Threat to forward integration Customers Powerful if: Large proportions of seller’s sales High proportion of buyer’s costs Undifferentiated products Low buyer switching costs Threat of backward integration Seller’s product not important to quality of buyer’s product Potential entrants Threat 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 MARKET LEADER SWOT ANALYSIS STRENGTHS OPPORTUNITIES THREATSWEAKNESSES REDBULLREDBULL INTERNAL EXTERNAL POSITIVE NEGATIVE Good reputation (Thai) Brand = category High market share Good product quality Good distribution Resourceful finance Good production 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 TO FORSEETO FORSEE TO BUILDTO BUILD Expensive pricing Sales focus promotion No brand building Little innovation Only in key cities Low channel coverage 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 MARKET POTENTIAL CSD 29% TEA 10% SOYA MILK 8%FRUIT JUICE 8% ASIAN DRINKS 6% MILK 9% DKY (YOGURT) 3% BOTTLED WATER 3% COFFEE 15% 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 6. Sustainable Competitive (Xaùc laäp lôïi theá caïnh tranh). ƒ Xaùc laäp nhöõng yeáu toá lôïi theá caïnh tranh. ƒ Taïo neân söï khaùc bieät. ƒ Caïnh tranh veà giaù. ƒ Caïnh tranh taäp trung . ƒ Caïnh tranh theo thò tröôøng ngaùch. ÑEÀ CÖÔNG HÖÔÙNG DAÃN The route to Sustainable Competitive Advantage (SCA) Differentiation High Price High Volume Sales Revenue Low Business Risk Low Financial Risk Positive NPV SCA Economies of Scale Learning Curve High Cash Flows Gearing Interest Cover Working Capital Ratio Operational Leverage Financial Operations Lower Costs From Sri Srikanthan, Cranfield School of Management 7. Marketing Objectives (Xaùc laäp muïc tieâu tieáp thò). ƒ Muïc tieâu veà thò phaàn. ƒ Muïc tieâu veà phaân khuùc. ƒ Muïc tieâu veà truyeàn thoâng. ƒ Muïc tieâu doanh soá . ƒ Xaùc laäp caùc chæ soá ño löôøng muïc tieâu (SMART). ÑEÀ CÖÔNG HÖÔÙNG DAÃN 8. Marketing Strategy (Chieán löôïc tieáp thò). ƒ Chieán löôïc phaùt trieån. ƒ Phaùt trieån saûn phaåm hieän taïi. ƒ Phaùt trieån saûn phaåm môùi. ƒ Phaùt trieån thò tröôøng môùi. ƒ Nhöôïng quyeàn. ƒ Chieán löôïc khoâng phaùt trieån. ƒ Chieán löôïc ruùt lui. ƒ Chieán löôïc boø söõa. ƒ Chieán löôïc naém giöû. ÑEÀ CÖÔNG HÖÔÙNG DAÃN 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? Ansoff matrix Market Penetration Product Development Market Extension Diversification Present New increasing technological newness increasing market newness Present New PRODUCTS MARKETS 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. Market 1 E (Objective) D (New Products/Markets) C (Market Penetration) B (Productivity) A (Forecast) Better Product Mix (1) Better Sales Calls (4) Charge For Deliveries Better Customer Mix (2) Increase Price More Sales Calls (3) Reduce Discounts Total RevenueProductivity (NB: Not all factors are mutually exclusive) Rev / Vol. t + 0 t + 1 t + 2 t + 3 (budget) Market 1 Market 10 P r o d u c t 1 P r o d u c t 1 P r o d u c t 1 0 P r o d u c t 2 P r o d u c t 2 P r o d u c t 1 1 P r o d u c t 3 P r o d u c t 3 P r o d u c t 1 2 E t c . E t c . E t c . Market 3 Market 3 Market 12 Market 2 Market 2 Market 11 Ect. A:\mm5\spexerc1.cdr Ect. Ect. 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. Market 1 E (Objective) D (New Products/Markets) C (Market Penetration) B (Productivity) A (Forecast) 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 ProfitProductivity (NB: Not all factors are mutually exclusive) Rev / Vol. t + 0 t + 1 t + 2 t + 3 (budget) Market 1 Market 10 P r o d u c t 1 P r o d u c t 1 P r o d u c t 1 0 P r o d u c t 2 P r o d u c t 2 P r o d u c t 1 1 P r o d u c t 3 P r o d u c t 3 P r o d u c t 1 2 E t c . E t c . E t c . Market 3 Market 3 Market 12 Market 2 Market 2 Market 11 Ect. Ect. Ect. The output of the marketing planning process Strategic marketing plan contents Marketing theory (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) The marketing Planning process Phase 1 Goal setting Phase 2 Situation review Phase 3 Strategy Formulation Phase 4 Resource Allocation And monitoring Financial theory / Structure Profitability analysis by products / segments Comparative analysis of competitor products Experience curves and cost structures 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 Development Processes and Product Planning Phase 1 Concept Development Phase 2 Phase 5Phase 4Phase 3 System-Level Design Detail Design Testing and Refinement Production Ramp-up Tested, piloted and introduced Plans Designs Development Prototypes The pattern of Product Development 9. Brand positioning strategy (Ñònh vò thöông hieäu). ƒ Ñònh vò theo thuoäc tính. ƒ Ñònh vò theo lôïi ích cho NTD. ƒ Ñònh vò theo lôïi ích saûn phaåm. ƒ Ñònh vò theo thò tröôøng . ƒ Ñònh vò theo caïnh tranh. ƒ Ñònh vò phaân caáp saûn phaåm. ÑEÀ CÖÔNG HÖÔÙNG DAÃN Programme guidelines suggested for different positioning on the directional policy matrix Maintain or increase dominance Differentiation - line expansion Lead - Aggressive pricing for share Aggressive marketing Broaden distribution Tight control - go for scale economies Expand, invest (organic acquisition, joint venture) Expand - invest Upgrade management in key functional areas Fund growth Reduce in process - extend credit Maintain or slightly milk for earnings Prune for less successful differentiate for segments Stabilise prices / raise Limit Hold wide distribution pattern Emphasise cost reduction viz. variable costs Maximise capacity utilisation Focus on specific projects Maintain, reward efficiency, tighten organisation Limit fixed investment Tighten Credit- reduce accounts receivable increase inventory turn Maintain selectivity- segment Emphasise product quality Maintain or raise Maintain selectively Segment Tight control Increase productivity e.g. specialisation Invest selectively Allocate key managers Invest selectively Reduce Forego share for profit Aggressively prune Raise Minimise Gradually withdraw distribution Aggressively reduce fixed & variable Free up capacity None Cut back organisation Minimise & divest opportunistically Aggressively reduce Invest selectively in share Differentiation - line expansion Aggressive - price for share Aggressive marketing Limited coverage Tight - but not at expense of entrepreneurship Invest Invest Invest Fund growth Invest Products Market Share Price Distribution Promotion Cost Control R & D Production Personnel Investment Working Capital Invest for growth Maintain market position, manage for earnings Selective Manage for cash Opportunistic development 10. Marketing mix strategy (Keá hoïach tieáp thò tích hôïp) ƒ Chieán löôïc saûn phaåm. ƒ Chieán löôïc ñònh giaù. ƒ Chieán löôïc phaân phoái-baùn haøng. ƒ Chieán löôïc quaûng baù saûn phaåm . ƒ Chieán löôïc truyeàn thoâng tích hôïp. ÑEÀ CÖÔNG HÖÔÙNG DAÃN The ten steps of the strategic marketing planning process 1. Mission 2. Corporate Objectives 3. Marketing Audit 4. SWOT Analysis 5. Assumptions 6. Marketing Objectives and Strategies 7. Estimate Expected Results 8. Identify Alternative Plans and Mixes 9. Budget 10. 1st Year Detailed Implementation Programme Phase One Goal Setting Phase Two Situation Review Phase Three Strategy Formulation Phase Four Resource Allocation & Monitoring Measurement and Review The Strategic Plan (Output of the Planning Process) Mission Statement Financial Summary Market Overview SWOT Analysis Assumptions Marketing Objectives and Strategies 3 Year Forecast and Budgets © Professor Malcolm McDonald, Cranfield School of Management The output of the marketing planning process Strategic marketing plan contents Marketing theory (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) The marketing Planning process Phase 1 Goal setting Phase 2 Situation review Phase 3 Strategy Formulation Phase 4 Resource Allocation And monitoring Financial theory / Structure Profitability analysis by products / segments Comparative analysis of competitor products Experience curves and cost structures 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 Elements of the Marketing Communications Mix 1. Advertising1. Advertising 2. Public Relations2. Public Relations5. Direct Marketing 5. Direct arketing 3. Sales Promotion 3. Sales Pro otion4. Personal Selling 4. Personal Selling Integrated Marketing Communications (IMC) is the strategic integration of multiple means of communicating with target markets 11. Budget Marketing plan (Ngaân saùch tieáp thò). ƒ Above the line. ƒ Tv ƒ Print ƒ … ƒ Below the line. ƒ Trade show ƒ Direct marketing ƒ other ÑEÀ CÖÔNG HÖÔÙNG DAÃN ™ Muïc tieâu Marketing: 9 Ñaït doanh thu 3,000,000 USD 9 Ñaït soá löôïng söõa boät baùn ra 640 taán 9 % thò phaàn chieám lónh 18% 9 Möùc ñoä nhaän bieát TOM 60% ™ Muïc tieâu ñoái thoaïi: 9 Taïo nhaän bieát roäng raõi vaø yeâu thích nhaõn hieäu Thuùc ñaåy tieâu thuï. 9 Phöông tieän truyeàn thoâng chuû ñaïo: - TVC 476 kyø phaùt - Print Ads 41 kyø phaùt - POSM (tôø rôi, brochure, banner, keä tröng baøy, poster) 9 Keânh truyeàn thoâng: - Baùo PNTP, Thanh nieân, PN Aáp Baéc, PNVN. - Haø Noäi, HTV7, TH Ñaø Naüng, TH Vónh Long ™ Phaân boå Ngaân saùch: 9 TVC 55% 66,000 USD 9 Print Ads 18.33% 22,000 USD 9 POSM 8.33% 10,000 USD 9 Press 8.33% 7,500 USD 9 Free Sampling 1.68% 2,000 USD 9 Döï phoøng 10,41% 12,500 USD - Promotion 10,000 USD - Phaùt tôø rôi 2,500 USD 120,000 USD 9 Tính ra chi phí tieáp thò/saûn phaåm 280ñ/100gr TOÙM LÖÔÏC NGAÂN SAÙCH MARKETING BUGDET – FIRST YEAR • Research 50,000 USD – U& A: 20,000 – Product test: 10,000 – Concept test: 10,000 – Advert test: 10,000 • ATL 350,000 USD – TVCs: 250,000 – Print: 30,000 – PR/event: 50,000 – Outdoor: 20,000 • BTL 220,000 USD – Trade: 50,000 – Consumer: 100,000 – POSM: 50,000 – Pack label: 20,000 • Ad agency fee 50,000 USD Ngaân saùch toång theå trong 2 naêm (2003-2005) Thò tröôøng TPHCM THÖÏC HIEÄN VAØ PHAÂN BOÅ NGAÂN SAÙCH QUAÛNG CAÙO TREÂN BAÙO/ TAÏP CHÍ T9 T10 T11 T12 T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 T1 T2 T3 T4 T5 T6 T7 T8 T9 QUAÛNG CAÙO Truyeàn hình HTV7 200 200 VTV3 200 200 Baùo/ Taïp chí Tuoåi treû TPHCM (Soá Thöù Baûy) 15 15 30 Tieáp thò & Gia ñình 24 12 12 12 12 12 12 12 108 Theá giôùi Phuï nöõ 13 26 13 13 65 Toång ngaân saùch Quaûng caùo 37 41 25 40 12 12 12 12 12 603 % Ngaân saùch 1.9% 2.1% 1.3% 2.1% 0.6% 0.6% 0.6% 0.6% 0.6% 31.3% KHUYEÁN MAÕI Giaûm giaù 15 15 30 Quaûng caùo treân baùo/ taïp chí veà khuyeán maõi 13 7 20 Baêng roân, daây côø, aùp phích hoã trôï 4 1 5 PR (baùo chí) hoã trôï 1 0.5 1.5 Toång ngaân saùch khuyeán maõi 33 23.5 56.5 %/ Toång ngaân saùch 1.7% 1.2% 2.9% PR Giôùi thieäu saûn phaåm KITA Ñöa tin 1 1 2 Hoäi thaûo 3 3 Hoïp baùo 3 3 Ñaêng baøi veà trang söùc KITA 2 2 Cuoäc thi thieát keá trang söùc "KITA & cuoäc soáng" Ñaêng baùo quaûng caùo veà cuoäc thi 26 26 Nhaän baøi thi 0.5 0.5 Chaám baøi 2.5 2.5 Trao giaûi 3 3 Toång ngaân saùch PR (Trieäu ñoàng) 1 33 2.5 5.5 42 %/ Toång ngaân saùch 0.1% 1.7% 0.1% 0.3% 2.2% SAÛN XUAÁT QC TVC 120 120 Print ad quaûng caùo treân baùo 3 3 Toång coäng (Trieäu ñoàng) 123 123 %/ Toång ngaân saùch 6.4% 6.4% PHAÂN PHOÁI/ TRÖNG BAØY Thi baøy bieän baùn leû 30 50 80 Keä tröng baøy/POSM 60 60 Toång coäng phaân phoái/ Tröng baøy (Trieäu ñoàng) 90.1 50 140 %/ Toång ngaân saùch 4.7% 2.6% 7.3% TOÅNG ÑAÀU TÖ 2 566 387 277 97 80 - 24 - - - - 24 - - 24 - 24 - - - - - - 24 1,930 Naêm 2004 Naêm 2005Naêm 2003 Toång 2003-2005 Media Plan Media Plan Media Plan Media Plan MAÃU THAM KHAÛO 12. Marketing audit (Ñaùnh giaù hoïat ñoäng tieáp thò). ƒ Market size. ƒ Marketing investment. ƒ Customer loyalty. ƒ Market value. ƒ Brand awareness. ƒ Distribution coverage. ƒ Price elesticity. ÑEÀ CÖÔNG HÖÔÙNG DAÃN Summary - the marketing audit checklist External audit Business and economic environment – economic – political/fiscal/legal – social/cultural – technological – intra company The market Total market, size,growth and trends (value/volume) market characteristics, developments and trends – products – prices – physical distribution – channels – customers/consumers – communication – industry practices Competition Major competitors size market share/coverage market standing/reputation production capabilities distribution policies marketing methods extent of diversification personal issues international links profitability key strengths and weaknesses Internal audit marketing operational variable own company sales (total, by geographical location, industrial type, customer, by product) market shares profit margins/costs marketing information/research marketing mix variables as follows: – product management – price – distribution – promotion – operations and resources HEÄ THOÁNG NHAÄN DIEÄN THÖÔNG HIEÄU Nhoùm Dz PHAÂN COÂNG NHIEÄM VUÏ THÖÏC HIEÄN ÑEÀ AÙN THANH VIEN Card nhoùm 08Logo nhoùm 08 Nhoùm Tröôûng Duy Taân Lan Anh Thu Thaûo Baûo Anh Phöông Thaûo Thanh Truùc Phöông Linh Huy Cöôøng Hoà Baûo Tuaán Huøng Hoà Nhu HOÏA ÑOÀ NAÕO SÖÛ DUÏNG HÌNH AÛNH, MAØU SAÉC VAØ NGOÂN TÖØ PHAÙT TRIEÅN YÙ TÖÔÛNG ÑEÀ TAØI Ms Nguyeãn Thò Thuøy Döôngã ø – Ñinh vò thöông hieäu – Phaân tích tình hình caïnh tranh taïi thò tröôøng mieàn Taây – Nghieân cöùu thò tröôøng – Bieân taäp ñeà taøi – Chuaån bò noäi dung cho slide – Thuyeát trình ñeà taøi Mr Nguyeãn Höõu Haûoã õ û – Tính toaùn ngaân saùch chieán dòch – Chi phí truyeàn thoâng vaø khuyeán maõi – Nghieân cöùu thò tröôøng – Phaân tích SWOT – Keá hoaïch PR vaø truyeàn thoâng – YÙ töôûng cho TVC vaø quaûng caùo Radio – Thuyeát trình ñeà taøi Mr Lai Phong Myõ Linhõ – Laäp keá hoaïch khuyeán maõi – Phaân tích chaân dung Ñaïi lyù taïi thò tröôøng TP. HCM – Tham gia nghieân cöùu thò tröôøng – Toång hôïp thoâng tin – Tham gia chuaån bò thuyeáât trình Mr Leâ Vónh Höng – Art Director – Phaân tích hình thöùc thöông hieäu – Ñònh höôùng saùng taïo cho thöông hieäu, truyeàn thoâng, bao bì vaø vaät phaåm QC – Thieát keá logo, bao bì, vaät phaåm QC, ñeà taøi, powerpoint, photo… – Nghieân cöùu thò tröôøng Creative Power THÔØI GIAN THÖÏC HIEÄN ID Task Name Duration Start Finish 0Project1 314 days Mon 3/3/03 Tue 3/16/04 1 NGHIEÂN CÖÙU THÒ TRÖÔØNG 45 days Mon 3/3/03 Wed 4/16/03 2 QUAÛNG CAÙO BAÙO & TV 65 days Thu 4/17/03 Fri 6/20/03 3 SAÙNG TAÏO YÙ TÖÔÛNG 20 days Thu 4/17/03 Tue 5/6/03 4 PRODUCTION 45 days Wed 5/7/03 Fri 6/20/03 5 TVC 45 days Wed 5/7/03 Fri 6/20/03 6 Print Ad 45 days Wed 5/7/03 Fri 6/20/03 7 Catalogue 45 days Wed 5/7/03 Fri 6/20/03 8 Brochure 45 days Wed 5/7/03 Fri 6/20/03 9 Logo 45 days Wed 5/7/03 Fri 6/20/03 10 CONCEPT FOR PR 15 days Thu 6/5/03 Thu 6/19/03 11 CONCEPT FOR MEDIA 15 days Thu 6/5/03 Thu 6/19/03 12 BOOK MEDIA 1 day Fri 6/20/03 Fri 6/20/03 13 HOÄI NGHÒ KHAÙCH HAØNG 1 day Sat 6/21/03 Sat 6/21/03 14 THOÂNG CAÙO BAÙO CHÍ 10 days Sun 6/22/03 Tue 7/1/03 15 LAÀN 1 1 day Sun 6/22/03 Sun 6/22/03 16 LAÀN 2 1 day Tue 7/1/03 Tue 7/1/03 17 QUAÛNG CAÙO 180 days Sat 7/5/03 Tue 3/2/04 18 TVC 30 days Sat 7/5/03 Tue 8/5/03 19 BAÙO 180 days Sat 7/5/03 Tue 3/2/04 20 NGAØY TUNG SAÛN PHAÅM 1 day Thu 7/10/03 Thu 7/10/03 21 ÑAÙNH GIAÙ CHAÁT LÖÔÏNG 10 days Wed 3/3/04 Tue 3/16/04 Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 003 Qtr 2, 2003 Qtr 3, 2003 Qtr 4, 2003 Qtr 1, 2004 TOÅ CHÖÙC COÂNG VIEÄC • Tuaàn thöù 1 : – Hoïp nhoùm, vaø tìm hieåu caùc thaønh vieân, choïn Nhoùm Tröôûng. – Nghieân cöùu sô boä veà Ñeà Cöông Höôùng Daãn. • Tuaàn thöù 2,3 : – Thaûo luaän choïn saûn phaåm, tìm hieåu vaø ñaùnh giaù Thöông hieäu Doanh Nghieäp (taäp trung vaøo hoïat ñoäng tieáp thò) – Hoaøn taát ñeà cöông sô boä, ñònh höôùng thöïc hieän ñeà taøi cuûa nhoùm. • Tuaàn thöù 4,5,6 : – Thu thaäp thoâng tin thöông hieäu, thò tröôøng, ñoái thuû caïnh tranh – Phaân tích caùc hoïat ñoäng tieáp thò vaø xaây döïng TH cuûa ñoái thuû. – Nghieân cöùu thò tröôøng caïnh tranh, Xaùc ñònh phaân khuùc, phaân tích ngöôøi tieâu duøng – Ñaùnh giaù söùc maïnh cuûa Thöông hieäu. • Tuaàn thöù 7,8,9 : – Xaùc ñònh chieán löôïc Marketing. – Xaây döïng lôïi theá caïnh tranh beàn vöõng. – Xaây döïng ñònh vò thöông hieäu. – Leân keá hoïach tieáp thò vaø chöông trình haønh ñoäng(ATL vaø BTL). – Thieát keá chi tieát chöông trình haønh ñoäng trong moät naêm. • Tuaàn thöù 10 : – Toång hôïp, trình baøy ñeà aùn, in aán. • Tuaàn thöù 11: – Chuaån bò baùo caùo TRÌNH BAØY ÑEÀ CÖÔNG (nộp cho Ban Tổ Chức) –Moâ taû sô boä, toång quan veà doanh nghieäp vaø thöông hieäu saûn phaåm(1 trang A 4). – Ñaùnh giaù sô boä lôïi theá caïnh tranh (SWOT) cuûa thöông hieäu ñoù (1 trang A 4). – Ñeà cöông chi tieát nhö höôùng daãn, nhöõng döï kieán seõ laøm trong keá hoïach tieáp thò (3 trang A 4). – Thôøi gian bieåu ñeå hoaøn thaønh ñeà aùn vaø phaân coâng coâng vieäc(1 trang A 4). Tieâu chí ñaùnh giaù ñeà taøi : 1. Phaân tích chieán löôïc moät caùch heä thoáng vaø coù tính thöïc tieãn. 2. Chieán löôïc tieáp thò döïa vaøo thöïc tieãn caïnh tranh cuûa ngaønh haøng. 3. Theå hieän ñaày ñuû Chieán löôïc: Saûn phaåm, Giaù, Phaân phoái, Truyeàn thoâng. 4. Ñöa ra ñöôïc phöông thöùc toå chöùc quaûn lyù phaân phoái vaø baùn haøng. 5. Phaân boå ngaân saùch phuø hôïp vôùi muïc tieâu tieáp thò (ATL vaø BTL). 6. Coù Phöông thöùc quaûn trò, ñaùnh giaù, theo doõi vaø ñieàu chænh keá hoïach tieáp thò. 7. Theå hieän toát vaø saùng taïo chöông trình haønh ñoäng trong moät naêm döïa treân chieán löôïc 3 naêm. CHAÁM ÑIEÅM ÑEÀ TAØI THEO THANG ÑIEÅM 10 Tieâu chí Ñieåm Phöông phaùp thöïc hieän 20% Trình baøy ñeà taøi 20% 30% 30% Chieán löôïc nhaát quaùn Tính khaû thi Ñieåm daønh cho trình baøy ñeà taøi: 4 ñieåm Ñieåm daønh cho luaän vaên cuûa nhoùm: 6 ñieåm •CHUÙC CAÙC BAÏN THAØNH COÂNG !