Marketing Management - Part 2 - Marketing strategy
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Transcript of Marketing Management - Part 2 - Marketing strategy
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KENT INSTITUTE OF BUSINESS AND TECHNOLOGY
Marketing ManagementPart 2: Chiến Lược Tiếp Thị
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WHAT IS A MARKETING STRATEGY?1. The ‘game plan’2. The conceptual ‘glue’ that holds the business
together3. Bánh lái của con tàu doanh nghiệp4. A compass (not a road map)5. Integrated actions in pursuit of competitive
advantage6. A guide for all the decisions and actions in the
organisation, to ensure coherence.
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AND WHY HAVE ONE?
1. Forces thinking about the longer term
2. Resource allocation: time, people, money
3. Establishes clear, common direction
4. Communicates and co-ordinates internally
5. Helps to deal with change coherently
6. Encourages accountability
7. Promotes integration across functions
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CORPORATE STRATEGY MODELS
IndustryPositioning
ValuePositioning
Asset Positioning
CorporateStrategy
Life Cycles Competitive
Forces
Innovations Start ups Transformations
Exploit Competencies Stretch Assets Reinforcing Strengths
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VÍ DỤ VỀ CẤU TRÚC NHÂN SỰ
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HIERARCHY OF PLANNING
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
THE STRATEGIC MARKETING PLANNING PROCESS
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GOOD MISSION STATEMENTS:
Limited number of goals
Stress major policies & values
Define competitive scopes
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•Reebok logo means vector.•Reebok name comes from Rhebok – linh dương châu Phi.•The motto is “I am what I am”• Corporate organizations: Reebok division, Rockport, Ralph Lauren and Greg Norman division.• Occupying the 3rd place globally and 2nd in the U.S.
OVERVIEW & HISTORY
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MISSION STATEMENT
To balance the equation between the high qualityathletic production andthe high returns of thecustomers, employeesand share holders.
Product market domain
Critical success
factor
Organizational philosophy
Organizational
key value
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
STEP 2: CONDUCT A SITUATION ANALYSIS
2. Situation Analysis
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ASSESS STRENGTHS AND WEAKNESSES
First half of a SWOT analysis
Assess the firm’s strengths and weaknesses
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Opportunities/CorporateStrengths
Threats/CorporateStrengths
Opportunities/Corporate
Weaknesses
Threats/Corporate
Weaknesses
INDUSTRIES AND SWOT ANALYSIS
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ASSESS OPPORTUNITIES AND THREATS
© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
Opportunities and threats can come from within or outside the firm
Various macroeconomic factors can offer opportunities and threats
3 chiến lược kinh doanh chính
1.Dẫn đầu về chi phí
2.Khác biệt
3.Tập trung
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INDUSTRY RIVALRY: FIVE FORCES FRAMEWORK
Entry BarriersEconomies of ScaleProprietary Product DifferencesBrand IdentitySwitching CostsCapital RequirementsAccess to DistributionAbsolute Cost Advantages- Proprietary learning curve- Access to necessary inputs- Proprietary low-cost product designGovernment PolicyExpected Retaliation
Determinants of Supplier PowerDifferentiation of InputsSwitching Costs of Suppliers and Firms in the IndustryPresence of Substitute InputsSupplier ConcentrationImportance of Volume to SupplierCost Relative to Total Purchases in the IndustryImpact of Inputs on Cost or DifferentiationThreat of Forward Integration Relative to the CompetitionThreat of Backward Integration by Firms in the Industry
Rivalry DeterminantsIndustry GrowthFixed (or Storage) Costs/Value AddedIntermittent Over-CapacityProduct DifferencesBrand IdentitySwitching CostsConcentration and BalanceInformational ComplexityDiversity of CompetitorsCorporate StakesExit Barriers
Determinants of SubstitutesRelative Price Performance of SubstitutesSwitching CostsBuyer Propensity to Substitute
Bargaining LeverageBuyer Concentration vs. Firm ConcentrationBuyer VolumeBuyer Switching Costs Relative to Firm Switching CostsBuyer InformationAbility to Backward IntegrateSubstitute ProductsPull-Through
Price SensitivityPrice/Total PurchasesProduct DifferencesBrand IdentityImpact on Quality/ PerformanceBuyer ProfitsDecision Makers’ Incentives
IndustryCompetitors
Intensity ofRivalry
IndustryCompetitors
Intensity ofRivalry
BuyersBuyers
New EntrantsNew Entrants
SubstitutesSubstitutes
SuppliersSuppliers
Threat of New Entrants
Bargaining Powerof Suppliers
Threat of Substitutes
Buying Powerof Buyers
Determinants of Buyer Power
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
A MARKETING ENVIRONMENT ANALYSIS FRAMEWORK
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TẠO LỢI THẾ KINH DOANH
Hoạch định việc kinh doanh mới và thu hẹp qui mô những việc kinh doanh cũTạo lợi thế từ một trong những cách sau:
Tăng trưởng tập trungTăng trưởng tích hợpTăng trưởng đa dạng hóaThu hoạch hoặc loại bỏ những kinh
doanh cũ
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DEMOGRAPHY AND CONSUMER MARKETS Population Profiles: Age, Sex, Education, Ethnicity,
Religion; Age Segmentation: Young: Schooling, Clothes, sports,
Computers; Workforce: Housing, Autos, Appliances, Mortgages; Retirees: Healthcare, Financial, Tourism;
Income Categories: Disposable Income, Buying Patterns, DIY, Risk Profiles;
Demography & Industries: Life Cycles and Spending; Events (e.g. Christmas, Birthdays, Sporting Events, Holidays), Race, Religion;
Demography and Innovation: Age and Education, Urban vs. Rural, Higher Education and Concentration of Skills.
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SEASONALITY, THE WEATHER, AND MARKETING Seasonality: Spring, Summer, Fall, Winter:
Impacts on Retailing, Sports, Hospitality, Healthcare, Energy, Public Services;
Bad Weather: Hurricanes, Floods, Dry Spells, Wind Storms, Snow, Tornados, Earthquakes – Impacts on Insurance, Construction, Public Services, Retailing, Clothing, etc.
Temperature: Hot Seasons, Cold Seasons: - Agriculture, Farm Crops, Energy, Mining and Mineral Extraction, Construction, Sports, etc.
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SAU THẢM HỌA SÓNG THẦN TẠI NHẬT
Khăn chống phóng xạ cho béThuốc giảm nguy cơ nhiễm phóng xạ
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VÍ DỤXác định khách hàng của sản phẩm căn hộ tại Tp HCM, giá 3 tỷ
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SỰ ĐẢO NGƯỢC
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MỐI NGUY CỦA KẺ ĐI ĐẦU
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IDENTIFY DIFFERENT SCENARIOS
© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
Test each scenario against the firm’s competencies
Best opportunities are matches
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How do firms identify new opportunities for expansion?
IDENTIFYING CORPORATE OPPORTUNITIES
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
PRODUCT-MARKET GROWTH STRATEGIES
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VD MARKETING DEVELOPMENT & PENETRATION
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7 CÁCH ĐỂ TĂNG BÁN HÀNG
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
STEP 3: IDENTIFYING AND EVALUATING OPPORTUNITIES USING STP
Segmentation
Targeting
Positioning
Benefits are the only reason why consumers buy your brand / product
Our mission is to find the topmost unique
Benefits our brand can own
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VÍ DỤ LỢI THẾ ĐỊNH VỊ CỦA DOVE
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
STEP 4: IMPLEMENT MARKETING MIX & ALLOCATE RESOURCES
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
STEP 4: APPLY THE MARKETING MIX TO DIFFERENT SCENARIOS
Develop a strategy for each element of the marketing mix for each scenario.
Scenario 1 Strategy 1
Scenario 2 Strategy 2
Scenario 3 Strategy 3
Scenario 4 Strategy 4
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VÍ DỤ VỀ TARGETING
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VÍ DỤ VỀ SURF
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VÍ DỤ VỀ SURF
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VÍ DỤ VỀ SURF
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VÍ DỤ VỀ SURF
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CHINSU – CẢ NHÀ
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
ALLOCATING RESOURCES: THE BCG MATRIX
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
STEP 5: EVALUATE PERFORMANCE AND MAKE ADJUSTMENTS
5. Evaluate Performance
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
DUY TRÌ LỢI THẾ CẠNH TRANH
Discussion question
What do you think are the keys to Coca Cola’s sustainable advantage?
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FIRM COMPETITIVE STRATEGIES
© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
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NHỮNG CHIẾN LƯỢC TIẾP THỊ
Relationship marketing: tạo quan hệ Expeditionary marketing: dẫn đầu thị trường One-to-one marketing: tạo marketing mix cho từng đối
tượng riêng lẻ Viral marketing Digital marketing Buzz marketing - Word-of-mouth marketing
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COCA COLA VÀ PEPSI
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COCA COLA VÀ PEPSI
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COCA COLA VÀ PEPSI
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VÍ DỤ KHÁC
The headline,The headline, “Travel to Asia “Travel to Asia and Awaken and Awaken Your Senses,”Your Senses,” and the print and the print ad copy are ad copy are used to used to implement implement Malaysia Malaysia Airlines’ value Airlines’ value proposition.proposition.
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CÒN DU LỊCH VIỆT NAM?
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ĐƠN GIẢN SẼ CHIẾN THẮNG
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VD DOANH NGHIỆP NHỎ VIỆT NAM
“Thay chu yeu ng ta goi dt hoi ve size, gia ca, la ng ta thay tren fb”
Hiển Đỗ / Owner
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VD DOANH NGHIỆP NHỎ VIỆT NAM
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VD DOANH NGHIỆP NHỎ VIỆT NAM
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VD DOANH NGHIỆP NHỎ VIỆT NAM
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NỘI DUNG KẾ HOẠCH MARKETING
Tóm tắt cho lãnh đạo Thực trạng Phân tích thách thức và cơ hội Các mục tiêu Chiến lược Marketing Chương trình hành động Kế hoạch tài chính Chương trình Kiểm tra & Đánh giá
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QUẢN TRỊ TIẾN TRÌNH MARKETING
Các bộ phận marketing có thể được tổ chức theo:Chức năngKhu vực địa lýSản phẩm hoặc nhãn hiệuKhách hàng hoặc thị trườngBộ phận của công tyTrên toàn cầu
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KIỂM TRA & ĐÁNH GIÁ
Các loại kiểm tra
Kế hoạch hàng năm
Khả năng sinh lợiTính hiệu quảChiến lược
Trách nhiệm của ban quản trị cấp cao và cấp trung
Xem xét các kết quả đã hoạch định có đạt được không
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KIỂM TRA & ĐÁNH GIÁ
Các loại kiểm tra
Kế hoạch hàng năm
Khả năng sinh lợiTính hiệu quảChiến lược
Trách nhiệm của người kiểm tra marketing
Xem xét công ty có lời hay lỗ
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KIỂM TRA & ĐÁNH GIÁ
Các loại kiểm tra
Kế hoạch hàng năm
Khả năng sinh lợiTính hiệu quảChiến lược
Trách nhiệm của đội ngũ nhân viên và / hoặc người kiểm tra marketing
Đánh giá và nhằm cải thiện hiệu quả của việc chi tiêu marketing
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KIỂM TRA & ĐÁNH GIÁ
Các loại kiểm tra
Kế hoạch hàng năm
Khả năng sinh lợiTính hiệu quảChiến lược
Trách nhiệm của ban quản trị cấp cao và người kiểm soát marketing
Xem xét công ty có theo đuổi những cơ hội tốt nhất hay không
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KIỂM SOÁT CHIẾN LƯỢC
Kiểm soát chiến lược phải được thực hiện định kỳ thông qua:Các xem xét tính hiệu quả marketingKiểm soát marketing
Các xem xét khác bao gồm:Xem xét sự vượt trội của marketingXem xét trách nhiệm xã hội và đạo đức
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VÒNG ĐỜI SẢN PHẨM
• Strategy options and the importance of marketing mix variables vary across each stage of the PLC
• Not all product categories follow the standard PLC curve
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CÁC GIAI ĐOẠN CỦA PLC
Các giai đoạn
IntroductionGrowth MaturityDecline
Market size and growth rate are low
Selling & advertising: focuses on the generic product
Pricing: penetration or skimming
Distribution: limited as product is unproven
First-mover advantage
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CÁC GIAI ĐOẠN CỦA PLC
Các giai đoạn
IntroductionGrowth MaturityDecline
Characteristics: Growing competition Price pressure Market segmentation
Key strategic issues: Market leader
Fight or flee Market follower
Exit market and reinvest Bắt chước sản phẩm của
leader Củng cố vị trí hiện tại Bỏ qua cạnh tranh
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CÁC GIAI ĐOẠN CỦA PLC
Các giai đoạn
IntroductionGrowth MaturityDecline
Characteristics: Fierce market share battles,
few new buyers, large distribution, large promotion costs, competitive pricing
Key strategic issues: Market leader
Invest enough to maintain position or harvest for short-term
Market follower Often dependent on
market leader’s strategy
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CÁC GIAI ĐOẠN CỦA PLC
Các giai đoạn
IntroductionGrowth MaturityDecline
Many strategies for reviving mature product categories can be applied to those in decline
Being the last provider in a truly dying market can be profitable
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VÍ DỤ VỀ PLC CỦA BEER
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CHIẾN THUẬT SASHIMI
Khi những con cá đầu tiên được câu lên, nó rất đắt và được bán cho các nhà hàng sang trọng. Sau đó, lớp cá thứ hai có giá chỉ bằng một nửa và được nhiều nhà hàng sử dụng làm thực đơn hơn. Đến lần câu thứ ba, thứ tư thì nó sẽ được coi là “cá chết” vì chẳng được mấy người trả giá.
1997 nợ 11 tỷ và chuẩn bị phá sản – năm 2008 đứng đầu về lợi nhuận điện tử và thiết bị điện (8 tỷ USD)
2007 Samsung đứng thứ 2 về đăng ký bằng sáng chế ở Mỹ Hầu như không tuần nào Samsung không tung ra sản phẩm
mới
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BÀI TẬP NHÓM 1
Yêu cầu: Internet Tivi đang là xu hướng mới của thị trường. Hãy đưa ra 1 sản phẩm hoặc dịch vụ cho mảng này
Kết quả: Ý tưởng sản phẩm/dịch vụ Vision/Mission Định hướng chiến lược cho sản phẩm/dịch vụ
trong 3 năm Kế hoạch marketing mix cho năm đầu tiên
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BÀI TẬP CÁ NHÂN 1
Hãy đi siêu thị cuối tuần này và vui lòng cho biết những nhận xét của bạn về cách trưng bày hàng và phản ứng/hành vi của khách hàng với nhãn hàng mì gói
Hãy cho biết nhận xét của bạn về việc trưng bày hàng ảnh hưởng đến hành vi mua hàng nói chung
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CẢM ƠNCẢM ƠN
KẾT THÚC CHƯƠNG 2