Slide Chiến lược Marketing

TRƯỜNG ĐẠI HỌC VĂN LANG KHOA THƯƠNG MẠI ThS Nguyễn Quốc Vương CHAPTER 1 MARKETING IN TODAY’S ECONOMY 2 © 2014 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted t.

TRƯỜNG ĐẠI HỌC VĂN LANG

KHOA THƯƠNG MẠI

ThS Nguyễn Quốc Vương

CHAPTER 1: MARKETING IN TODAY’S ECONOMY

 Basic marketing concepts

 Major marketing activities and decisions

 Taking on the challenges of marketing strategy

 All organizations – both for-profit and nonprofit – require effective planning and a sound marketing strategy to achieve their goals and objectives.

 Today’s economy is characterized by rapid (nhanh)technological change, economic/financial anxiety (sự lo ngại), and increasing consumer skepticism (sự hoài nghi).

Introduction

 Power shift to customers (chuyển giao quyền lực cho KH

 Massive increase in product selection

 Audience and media fragmentation (sự phân mảnh)

 Changing value propositions

 Shifting demand patterns (sự thay đổi về nhu cầu)

 Privacy, security, and ethical concerns

 Unclear legal jurisdiction (quyền hạn)

The Challenges and Opportunities of Marketing in Today’sEconomy

4

Change in Daily Media Usage by U.S Adults,2008-2011 (Exhibit 1.1)

5

MILLION MILLION MILLION MILLION MILLION

URBANISATION: vs.POPULATION: PENETRATION: PENETRATION: PENETRATION:

Some data in Vietnam

18%

16%

16%

MESSENGER / VOIP

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Increasing customer power is a

continuing challenge to marketers in today’s economy In what ways have you personally experienced this shift

in power; either as a customer or as a business person? Is this power shift uniform across industries and

markets? How so?

8

Tăng cường sức mạnh khách hàng là một thách thức liên tục đối với các nhà tiếp thị trong nền kinh tế ngày nay Cá nhân bạn đã trải qua sự

thay đổi quyền lực này theo những cách nào; với tư cách là khách hàng hay doanh nhân? Sự chuyển dịch

quyền lực này có đồng đều giữa các ngành và thị trường không? Làm thế

nào để như vậy?

8

Basic Marketing Concepts:

Marketing Defined

9

Basic Marketing Concepts:

Marketing Defined

10

Nguồn: Kotler & Amstrong, 2012

Basic Marketing Concepts:

Marketing Defined

11

RESEARC H S.T.P MARKETING MIX (4P/ 7P) IMPLEMENTATION CONTROLLING

Basic Marketing Concepts:

Marketing Defined

12

Basic Marketing Concepts:

Adv Sales Promotion Personal selling Direct

M arketing

Press meeting releases Press Event

Crisis management Evaluation

People Process Physical Evidence

Common Metamarkets and Participants (Exhibit 1.3)

15

 Strategic Planning

 Strategy –the organization’s game plan for success

 Tactical planning –specific markets/segments and the marketing programs that will meet their needs/wants

 Marketing plan –the outline of the marketing program

 Research and Analysis

 Internal analysis –analyzing the firm’s current strategy and performance

 Competitive intelligence –analyzing competing businesses

 Environmental scanning –analyzing the external environment

 Situation analysis –combination of all three analyses

Major Marketing Activities and

Decisions

16

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How concerned are you about

privacy and security in today’s

economy? Why do so many people,

particularly younger people, seem to

be unconcerned about privacy? Will these issues still be important in 10

years? Explain.

17

Bạn lo lắng như thế nào về quyền

riêng tư và bảo mật trong nền kinh

tế ngày nay? Tại sao nhiều người,

đặc biệt là những người trẻ tuổi,

dường như không quan tâm đến

quyền riêng tư? Liệu những vấn đề

này có còn quan trọng trong 10

năm nữa không? Giải thích.

17

 Developing Competitive Advantage

 Competitive advantage –something the firm does better than competing firms

 SWOT analysis –strengths, weaknesses, opportunities, threats

 Marketing Strategy Decisions

 Market segmentation and target marketing

 Marketing program decisions (the marketing mix)

 Branding and positioning

Major Marketing Activities and

Decisions (continued)

18

 Social Responsibility and Ethics

 Social responsibility –maximizing positive impact on society, while minimizing negative impact

 Marketing ethics –principles/standards that define

acceptable conduct in marketing activities

 Implementation and Control

 Process of executing the marketing plan

 Marketing activities must be controlled to ensure that the strategy stays on course.

 Developing andMaintaining Customer

Transactional and Relationship

Marketing (Exhibit 1.4)

20

 Unending Change (thay đổi liên tục)

 People-Driven Nature ofMarketing (tiếp thị hướng vào con người)

 Lack of Rules for Choosing Marketing Activities (thiếu các quy tắc lựa chọn hoạt động tiếp thị)

 Increasing Customer Expectations

 Declining Customer Satisfaction and Brand Loyalty

 Competing in MatureMarkets (cạnh tranh thị trường chung

 Increasing commoditization

 Little real differentiation among product offerings

 Aggressive Cost-Cutting Measures (biện pháp cắt giảm chi phí

The Challenges of Marketing Strategy

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The text argues that marketing

possesses very few rules for

choosing the appropriate marketing activities Can you describe any

universal rules of marketing that

might be applied to most products, markets, customers, and situations?

22

Có nhiều tranh luận rằng: hoạt động tiếp thị có rất ít quy tắc để lựa

chọn các hoạt động tiếp thị thích

hợp Bạn có thể mô tả bất kỳ quy

tắc chung nào của tiếp thị có thể

được áp dụng cho hầu hết các sản

phẩm, thị trường, khách hàng và

tình huống không?

22

ả ơ

TRƯỜNG ĐẠI HỌC VĂN LANG

KHOA THƯƠNG MẠI

ThS Nguyễn Quốc Vương

CHAPTER 2: STRATEGIC MARKETING PLANNING

Chapter outline

2

 Introduction

 The strategic planning process

 The marketing plan

 Maintaining customer focus and balance in

strategic planning

implementation, evaluation, and control of those activities

 Explains how the organization will achieve its goals and

objectives

 Serves as a “road map” for implementing the marketing strategy

 Instructs employees as to their roles and functions

 Provides specifics regarding the allocation of resources, specific marketing tasks, responsibilities of individuals, and the timing of marketing activities

3

The Strategic Planning Process

The Strategic Planning Process

(Exhibit 2.1)

4

 Mission Statement

 Answers… “What business are we in?”

 Clear and concise (ngắn gọn)

 Explains the organization’s reason for existence

(sự tồn tại)

 Vision Statement

 Answers… “What do we want to become?”

 Tends (xu hướng) to be future oriented

 Represents (đại diện) where the organization is

headed

Organizational Mission versus

Organizational Vision

5

 Five basic questions to be answered

 Who are we?

 Who are our customers?

 What is our operating philosophy?

 What are our core competencies or competitive advantages?

 What are our responsibilities with respect to being a good steward of our human, financial, and environmentalresources?

 Mission Width and Stability (Sứ mệnh cao cả và sự ổn đinh)

 Width – too broad or too narrow?

 Stability – frequency ofmodifications

 Customer-Focused Mission Statements (KH là trọng tâm trong tuyên bố sứ mệnh)

 Southwest Airlines

 Ben and Jerry’s 3-Part Mission Statement

 Tylenol

 The American Red Cross

Elements of the Mission Statement

6

The Best Mission Statements

(Exhibit 2.2)

7

 The central means for:

 Utilizing and integrating the organization’s resources

 Carrying out the organization’s mission

 Achieving the organization’s desired goals and objectives

 Leverages the firm’s capabilities that give it a

 All business functions must support the

organization’s mission and goals.

 Functional objectives should be expressed in clear, simple terms.

 All functional objectives should be reconsidered for each planning period.

Functional Goals and Objectives

9

 Functional strategies are designed to integrate efforts focused on achieving the area’s stated objectives.

 The strategy must:

 Fit the needs and purposes of the functional area

 Be realistic with the organization’s resources and environment

 Be consistent with the organization’s mission goals, and objectives.

 The effects of each functional strategy must be evaluated.

Functional Strategy

Defend or contradict this statement:

Developing marketing strategy is

more important than implementing marketing strategy because if the

strategy is flawed,its implementation

doesn’t matter.

12

Defend or contradict this statement:

Phát triển chiến lược tiếp thị quan

trọng hơn thực hiện chiến lược tiếp thị bởi vì nếu chiến lược có sai sót, thì việc thực hiện chiến lược đó

không có ý nghĩa.

12

 Occurs after a strategy has been implemented

 Serves as the beginning point for planning in the next cycle

Evaluation and Control

 Detailed formulation of the actions needed to carry out the marketing program; an action document – the handbook for marketing implementation, evaluation, and control

 Not the same as a business plan

 Requires a great deal of information from many different sources

 Should be well organized A good marketing plan outline is:

I Executive Summary

 Synopsis of the major aspects of the marketing plan

II Situation Analysis

 Internal environment

 Customer environment

 External environment

III SWOT Analysis

 Strengths, weaknesses, opportunities, threats

 Analysis of the SWOTmatrix

 Developing competitive advantages

 Establishing a strategic focus

Marketing Plan Structure

(Exhibit 2.3)

15

IV Marketing Goals and Objectives

 Formal statements of desired and expected outcomes of the marketing plan

 Primary (and secondary) targetmarket

 The marketing program

 Branding and positioning strategy

Marketing Plan Structure

(Exhibit 2.3) (continued)

16

Marketing Plan Structure

(Exhibit 2.3) (continued)

VI Marketing Implementation

 What specific marketing activities will be undertaken?

 How will these activities be performed?

 When will these activities be performed?

 Who is responsible for the completion of these activities?

 How will the completion of planned activities be

monitored?

 How much will these activities cost?

VII Evaluation and Control

 Formal marketing control

 Informal marketing control

 Financial assessments

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 Puts customer needs and wants first

 Focuses on long-term, value-added relationships

 Focuses on understanding customers in ways that enhance sustainable competitive advantages

 Instills a corporate culture that places customers at the top of the organizational hierarchy (hệ thống cấp bậc

 Finds ways to cooperate with suppliers and

competitors to serve customers more effectively and efficiently

Customer-Focused Strategic Planning

ả ơ

TRƯỜNG ĐẠI HỌC VĂN LANG

KHOA THƯƠNG MẠI

ThS Nguyễn Quốc Vương

CHAPTER 3: COLLECTING AND ANALYZING

MARKETING INFORNATION

C H A P T E R 3

Collecting and

Analyzing Marketing Information

Issues to Be Considered in aSituation Analysis (Exhibit 3.1)

2

 Analysis Alone Is Not aSolution

 Data Is Not the Same as Information

 Data –a collection of numbers or facts that have the potential

to provide information

 Information –data that have been transformed or combined with other data in a manner that makes them useful to decision makers

 The Benefits of Analysis Must Outweigh the Costs

 Conducting a Situation Analysis is aChallenging Exercise

 Should provide a complete picture of three key environments: Internal, Customer, andExternal

3

Conducting a Situation Analysis

Internal, Customer, and External

Environments (Exhibit 3.2)

4

Of the three major environments in a situation analysis (internal, customer, external), which do you think is the most important in a general sense? Why? What are some situations that would make one environment more

important than the others?

5

Ba môi trường chính trong phân tích (nội bộ, khách hàng, bên ngoài),

theo nghĩa chung, môi trường nào là quan trọng nhất? Tại sao? Một số

tình huống có thể làm cho một môi

trường quan trọng hơn các môi

trường khác là gì?

5

 Review of Current Objectives, Strategy and

Performance

 An important input to later stages in the planning process

 Poor or declining performance must be the result of:

 Goals or objectives that are inconsistent with the customer or external environments

 Flawed marketing strategy

 Availability of Resources

 Includes a review of financial, human, and experience resources, as well as resources from key relationships

 Financial resources tend to get most attention

 Organizational Culture and Structure

 Problems can arise when marketing does not hold a

prominent position in the organizational hierarchy

 Culture and structure are relatively stable but can be affected

by mergers

The Internal Environment

(Exhibit 3.3) (continued)

7

 Who are our Current and Potential Customers?

 What do Customers do with our Products?

 Where do Customers Purchase our Products?

 When do Customers Purchase our Products?

 Why (and How) do Customers Select our Products?

 Why do Potential Customers not Purchase our Products?

The Customer Environment

(Exhibit 3.4)

8

Understanding the motivations of a firm’s noncustomers is often just as important as understanding its

customers Look again at the reasons

why an individual would not purchase a firm’s products How can a firm reach out to noncustomers and successfully

convert them to customers?

9

Hiểu được động cơ của những

người không phải khách hàng của

một công ty thường cũng quan

trọng như hiểu khách hàng của

công ty đó.

Tại sao một cá nhân không mua sản phẩm của công ty Làm thế nào một

công ty có thể tiếp cận với những

9

 Total Budget Competitors

 Compete for the limited financial resources of the same customers

The Competitive Environment

Major Types of Competition

(Exhibit 3.6)

12

 Economic change is inevitable and has a profound impact on marketing strategy.

 General Economic Conditions

 Inflation,employment, income, interest rates, taxes, trade restrictions, tariffs, business cycle

 Technology refers to the processes used to create

“things” considered to be new.

 Advances that are not noticeable to customers…these

advances make marketing activities more efficient and effective

 Examples: computer technology, RFID,near-field

communication

Technological Advancements

 Secondary Information Sources

 Internal data sources

 Incomplete or inaccurate assessment ofthe

situation that the data should address

 Severe information overload

 Time and expense of collecting data

 Organizing the vast amount of data and information collected during the situationanalysis

Typical Problems in Data Collection