Bài thuyết trình Marketing Manager

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 asse