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MARKETING PLAN For SME & OTOP. การตลาดมี ความสำคัญ อย่างไร ต่อธุรกิจ ?

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งานนำเสนอเรื่อง: "MARKETING PLAN For SME & OTOP. การตลาดมี ความสำคัญ อย่างไร ต่อธุรกิจ ?"— ใบสำเนางานนำเสนอ:

1 MARKETING PLAN For SME & OTOP

2 การตลาดมี ความสำคัญ อย่างไร ต่อธุรกิจ ?

3 Financial success depends on marketing No demand - no business Marketing decisions tough –What to design –What prices to offer –Where to sell –How much to spend on advertising… The Importance of Marketing of Marketing

4 marketplace marketplace a physical place marketspace marketspace a digital place metamarket metamarket a cluster of related products in consumers’ minds, from diverse industries Scope of Marketing – Who Markets?

5 Industry convergence Cosmoneuticals : Dermatology drugs Ad by Shiseido: Japanese cosmetics firm Cleanser, lotion, medication Sold in Japan - drugstores

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8 Figure 1.3 Holistic Marketing Dimensions

9 การวางแผนประกอบไป ด้วย ?

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11 ประโยชน์ของการ วางแผนตลาด ช่วยในการ วางแผนเพื่อใช้ ทรัพยากรที่มี จำกัดให้บรรลุ เป้าหมายที่ตั้งไว้ ในเวลาที่กำหนด ช่วยให้ องค์กร สามารถเผชิญ กับการ เปลี่ยนแปลง

12 ประโยชน์ของการ วางแผนตลาด ช่วยลดความ ขัดแย้งในองค์กร กำหนดทิศทาง ศักยภาพและโอกาส ในการตลาด เป็นสื่อกลางสำหรับ ความเข้าใจกันในการ ปฏิบัติงาน

13 อุปสรรคในการทำ แผนตลาด วัฒนธรรมองค์กร ไม่เข้าใจในกระบวนการการ บริหารเชิงระบบ ขาดความสนใจในการคิด เชิงวิเคราะห์ ไม่ให้ความสำคัญกับการ วางแผนการตลาด

14 Marketing Plan คุณลักษณะของแผนการ ตลาดที่ดี ควรมีฐานมาจากข้อมูลจริงมาก ที่สุดเท่าที่จะมากได้ สามารถนำไปปฏิบัติได้ภายใต้ ทรัพยากรอันจำกัด มีความเสมอต้นเสมอปลายในทุก ส่วนของแผนงาน มีเป้าหมายที่ชัดเจนเป็นไปได้ ภายใต้ข้อจำกัดที่มีอยู่ ต้องบอกวิธีการวัดผลอย่างชัดเจน

15 The Marketing Plan Process Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls

16 Executive Summary A well-received executive summary will be succinct, to the point and will provide the audience with an understanding of the rationale behind the strategies and tactics. Keep it simple and succinct. Only cite data that is relevant to your conclusions. Mention only those elements of the situation analysis that are key to understanding the given or result.

17 Executive Summary Do not repeat anything, avoid saying the obvious or stating the status quo. Identify the differences in the market, the competition and your plan that will lead to different results, not similarities to previous situations of plans.

18 Executive Summary Objectives and financial summary Market definition and executive summary or market information Core marketing strategy, supporting strategies, key actions.

19 Part 1: Purpose and Mission

20 Purpose of Marketing Plan This part also includes organizational background information Offer brief explanation for why this plan was produced Suggest what may be done with the information contained in the plan

21 Mission Statement Identifies a stable long-run vision of the organization that can answer such questions as: - Why is the company in business? –What markets do we serve and why do we serve these markets? –What is the general corporate philosophy for doing business? –What products/services does the company offer?

22 Mission Statement In developing the vision presented in the mission statement consider: –Company History –Resources and Competencies –Environment

23 Lesson learn

24 24 GROWTH STRATEGY Eiji Koike President & CEO

25 Cerebos’ Formula for a Successful & Sustainable Business Customer Focus - Existing customers - New customers improve service levels, customer satisfaction, strengthen customer loyalty & retention

26 - Our Mission - BRAND’S will be your “Health Partner” at every stage of your life. We know your lifestyle is demanding and that you need to maintain good health, both physically and mentally, to sustain it “We are selling solutions for health” For Mind, For Body, For Life.

27 Cerebos’ Formula for a Successful & Sustainable Business Customer Focus - Existing customers - New customers Core Business Focus - Health Supplements - Coffee - Sauces

28 Leverage on our core brands and corporate wide thrusts to “grow Cerebos faster” Health Supplements Coffee Sauces & Spices Further leverage strong brand and CRM to improve overall penetration and frequency of consumption Strengthen consumer proposition and focus R&D activities on new product development Expand geographically Key Focus Areas – “ Faster Growth ” Enhance consumer understanding and grow profitable customers through CRM Strengthen core brands Leverage innovation and NPD activities Core Brands

29 Part 2: Situational Analysis 1.Current Product Analysis 2.Describe the Current Target Market 3.Describe Current Distributor Network 4.Competitive Analysis - 4 Ps and service of competitors - competitor’s strengths and weaknesses - competitive trends 5. Financial Analysis for Product or Product Line - Current Sales Analysis - Profitability Analysis

30 Part 2: Situational Analysis 6. Environmental Problems and Opportunities

31 The Marketing Environment Company Demographic Economic Natural Technological Political Cultural Company Customers Intermediaries Suppliers Competitors Publics

32 The Microenvironment Company Customers Publics Suppliers Competitors Intermediaries Forces Affecting a Company’s Ability to Serve Customers Forces Affecting a Company’s Ability to Serve Customers

33 company supplier buyer substitute New entrance Five Force Model Company

34 The Macroenvironment Demographic Technological Cultural Economic Political Natural Forces that Shape Opportunities and Pose Threats to a Company Forces that Shape Opportunities and Pose Threats to a Company

35 Economic Environment Changes in Consumer Spending Patterns Changes in Consumer Spending Patterns Economic Development Economic Development Changes in Income Changes in Income Key Economic Concerns for Marketers Key Economic Concerns for Marketers

36 Natural Environment Factors Affecting the Natural Environment More Government Intervention More Government Intervention Shortages of Raw Material Shortages of Raw Material Increased Costs of Energy Increased Costs of Energy Higher Pollution Levels Higher Pollution Levels

37 Part 2: Situational Analysis 7. Product/Market Analysis Tools - Product Life Cycle AnalysisProduct Life Cycle Analysis - Boston Consulting GroupBoston Consulting Group Growth/Share Matrix 8. Summary of Current Situation Provide a SWOT analysis for the company’s product(s) that includes: –strengths –weaknesses Internal Factors –opportunities –threats External Factors

38 O T S GO ON HANG ON W HANG ON WAIT/AVIOD

39 SWOT ANALYSIS CORE COMPETENCY

40 PEST ANALYSIS & FIVE FORCE MODEL BUSINESS ATTRACTIVENESS

41 Responding to the Marketing Environment Reactive: Passive Acceptance and Adaptation –Companies design strategies that avoid threats and capitalize upon opportunities. Proactive: Environmental Management –Use of lobbyists, PR, advertorials, lawsuits, complaints, and contractual agreements to influence environmental forces.

42 How to set marketing objective?

43 SMART OBJECTIVES Time - Specific Relevant Actionable Measurable Specific

44 Market Definition Identify the consumer segment in which your products compete. Bases for Segmenting Consumer Market * Geographic * Demographic * Psychographic * Behavioral

45 Customer Markets Company Consumer Markets International Markets Government Markets Business Markets Reseller Markets

46 1.3 การกำหนดกลยุทธ์ทางการตลาด (Marketing Strategy Determination) 1. การขยายตัวให้มากขึ้น 2. การขยายตัวแบบ รวมตัว 3. การขยายตัวแบบ intensiveintegrative หลากหลาย 1.1 การเจาะตลาด 2.1 การรวมตัวไปข้างหน้า 3.1 แบบหลากหลาย จากจุด ศูนย์กลาง 1.2 การพัฒนาตลาด 2.2 การรวมตัวไป ข้างหลัง 3.2 แบบหลากหลาย ในระดับ เดียวกัน 1.3 การพัฒนาผลิตภัณฑ์ 2.3 การรวมตัว ในระดับ 3.3 แบบหลากหลาย เดียวกัน ที่แตกต่างจากเดิม

47 ตารางการขยายผลิตภัณฑ์/ ตลาด (Product / Market Expansion Grid) การเจาะตลาด (Market Penetration/Intensification) * กระตุ้นลูกค้าปัจจุบัน * แย่งลูกค้าคู่แข่ง * หาลูกค้าใหม่ในตลาดเดิม จาก ประโยชน์การใช้ใหม่ การพัฒนาผลิตภัณฑ์ (Product Development/Diversification) * ปรับปรุง / เปลี่ยนแปลงผลิตภัณฑ์เดิม * พัฒนาผลิตภัณฑ์ใหม่ แต่ยังเกี่ยวกับสาย ผลิตภัณฑ์เดิม * เป็นการขยายตัวที่มีความเสี่ยงมาก การพัฒนาตลาด (Market Development/Diversification) * เหมาะกับตลาดปัจจุบันอิ่มตัวแล้ว * ขยายตลาดด้านภูมิศาสตร์ * หาลูกค้ากลุ่มใหม่ ในตลาดใหม่ การขยายตัวแบบ หลากหลาย ผลิตภัณฑ์เดิมผลิตภัณฑ์ใหม่ ตล าด เดิ ม ตล าด ให ม่

48 Market Development – increase new users (Branding) Market Penetration - Increase usage (CRM) Better taste Friendly packaging Scientific proof Product Development (Innovative, Relevant) Veta Berry, Prune Heath Supplements Tablets Geographic expansion – new markets Acquisition Strategic Direction

49 Cerebos’ Formula for a Successful & Sustainable Business Customer Focus - Existing customers - New customers Core Business Focus - Health Supplements - Coffee - Sauces Core Competencies Focus - Branding - Customer Relationship Management - New Product Development

50 Brand’s Branding & CRM Focus Mass Marketing Segmentation Relationship BRAND MANAGEMENT Customer Relationship Management Asia

51 More Education on Scientifically Proven Benefits New, Innovative, Customer Oriented Products

52 Implementation Plan Key Execution Elements * Pre – Launch > PR Program - Press Conference - Press Tour - Press Release - Etc.

53 Implementation Plan Key Execution Elements * Launch > IMC Plan - Key Creative Ideas - Key Activities Grid - Media Plan - PR Plan - Consumer Promotion Plan - CRM Plan - Launch Event & Marketing Event Plan - Budget (Break down by activities) & ROI analysis

54 360°Marketing Model

55 Chapter 5: Blast your taste buds Venezuela Brazil PO1 China Thailand Brazil Impact Across the Globe

56 Mass advertising, TV centric model One way communication THEN

57 Customer Engaging model Two way communication NOW

58 Interactive website Direct Mailers

59 Regular newsletters from BRAND’S® to customers on mailing list

60 Staff and consumers having fun together at health camps

61 Field trips and Factory Visits for loyal consumers

62 Health seminars empower consumers to take charge of their health matters

63 BRAND’S® Call Centre in Taiwan receives an average of 500 calls from consumers daily Picture of Call Centre in Taiwan

64 We must continue to CHANGE Remain relevant to consumers needs and wants Maintain our differentiation and justify our premium pricing Increase customer loyalty CRM Branding

65 It is not the strongest of the species that survive, nor the most intelligent but the one most responsive to change Charles Darwin

66 Exhibit The Contingency Planning Process Identifying critical assumptions about the future Measuring probability of each critical assumption’s being right Rank ordering of critical assumptions Tracking/monitoring of action plan Setting triggers to activate contingency plan Specifying alternative response options

67 Evaluating and Controlling the Marketing Process Strategic control Review for effectiveness Conduct marketing audit Rates performance Reviews for ethics and social responsibility Strategic control Review for effectiveness Conduct marketing audit Rates performance Reviews for ethics and social responsibility Efficiency control Improve marketing efficiency Efficiency control Improve marketing efficiency

68 Evaluating and Controlling the Marketing Process Annual-plan control Set goals Monitor performance Determine deviations Take corrective action Annual-plan control Set goals Monitor performance Determine deviations Take corrective action Profitability control Identify expenses Measure expense Prepare profit/loss Profitability control Identify expenses Measure expense Prepare profit/loss

69 Table 22.4 Types of Marketing Control

70 Figure 22.5 The Control Process

71 Evaluation and Control - Efficiency and Control SALES-FORCE EFFICIENCY Key indicators of efficiency in territories: 1) Average calls per salesperson per day 2) Average sales call time per contact 3) Average revenue per sales call 4) Average cost per sales call 5) Entertainment cost per sales call 6) % of orders per 100 sales calls 7) Number of new customers per period 8) Number of lost customers per period 9) Sales-force cost as % of total sales

72 Evaluation and Control - Efficiency and Control ADVERTISING EFFICIENCY Keep track of these: Advertising cost reached by media vehicle % of audience who noted, saw & read each ad Consumer opinion: ad’s content & effectiveness Before & after attitude - towards product Inquiries stimulated by ad Cost per inquiry

73 Measuring advertising efficiency in China is needed as consumers are bombarded with many ads

74 The Future of Marketing How to achieve marketing excellence? 1) Be “holistic” & less departmental 2) Larger influence - business strategy 3) Ongoing new ideas to prosper 4) Customer insight - treat different but proper 5) Build brands - performance > promotion 6) Go electronic & win - superior systems

75 The Future of Marketing To be truly holistic in marketing, proficient in: 1) Customer relationship management (CRM) 2) Partner relationship management (PRM) 3) Database marketing and data-mining 4) Contact center management & telemarketing 5) Public relations marketing 6) Brand building and brand asset management 7) Experiential marketing 8) Integrated marketing communications 9) Profitability analysis: segment customer channel

76 The Future of Marketing Pursuit of marketing superiority & dominance, new rules and practices are emerging Benefits of successful 21 st century marketing are many, but need hard work, insight, and inspiration

77 Major Marketing Weaknesses DEADLY SIN: Insufficient market-focus & customer drive Signs: Segments poorly identified Solutions: Advanced segmentation techniques DEADLY SIN: Does not fully understand target Signs: Customers buy less product; High returns, complaints Solutions: Analytical techniques; Data mining DEADLY SIN: To better define & monitor competitors Signs: No system for competitive intelligence Solutions: Establish office for competitive intelligence DEADLY SIN: Relations with stakeholders not managed well Signs: Stakeholders unhappy Solutions: Manage relations better DEADLY SIN: Not good at finding new opportunities Signs: No exciting new opportunities for years Solutions: Set up system - stimulate flow of new ideas

78 Major Marketing Weaknesses DEADLY SIN: Marketing planning process is deficient Signs: Plan lack right components; no contingencies Solutions: SWOT, strategy, budgets & controls DEADLY SIN: Product & service policies need tightening Signs: Many products lose money, poor cross-selling Solutions: System - track weak products, improve upselling DEADLY SIN: Brand-building & communication skills are weak Signs: Target knows little about company, brand not distinctive Solutions: Improve brand-building strategies DEADLY SIN: Not organized for effective & efficient marketing Signs: Lacks 21st century marketing skills, bad internal vibes Solutions: Appoint strong leader; improve internal relations DEADLY SIN: Not made maximum use of technology Signs: Little use of Internet, outdated sales system Solutions: Use more Internet, improve sales automation system

79 Exhibit 20.7 Effect of $300,000 Increase in Sales Resulting from Increased Sales Commissions and Expenses of $35,000 Net sales Less: direct costs (29.62%) Expenses Sales commissions and expenses Advertising Physical logistics Occupancy Management Contribution to overhead and profits Increase in profit (before tax) = $703 - $650 = $5,700 4,012 $1, $ 985 $ 703 $53

80 The Marketing Plan Process Executive Summary & Table of Contents Current Marketing Situation Opportunity & Issue Analysis Objectives Marketing Strategy Action Programs Projected Profit-and-loss Controls


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