MARKETING PLAN For SME & OTOP.

งานนำเสนอเรื่อง: "MARKETING PLAN For SME & OTOP."— ใบสำเนางานนำเสนอ:

1 MARKETING PLAN For SME & OTOP

2 การตลาดมีความสำคัญอย่างไร
ต่อธุรกิจ?

3 Financial success depends on marketing No demand - no business
The Importance of Marketing 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…

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

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

6

7 Business Trend

8 Figure 1.3 Holistic Marketing Dimensions

9 การวางแผนประกอบไปด้วย ?

10

11 ประโยชน์ของการวางแผนตลาด
ช่วยในการวางแผนเพื่อใช้ทรัพยากรที่มีจำกัดให้บรรลุ เป้าหมายที่ตั้งไว้ในเวลาที่กำหนด ช่วยให้องค์กรสามารถเผชิญกับการเปลี่ยนแปลง

12 ประโยชน์ของการวางแผนตลาด
ช่วยลดความขัดแย้งในองค์กร กำหนดทิศทาง ศักยภาพและโอกาสในการตลาด เป็นสื่อกลางสำหรับความเข้าใจกันในการปฏิบัติงาน

13 อุปสรรคในการทำแผนตลาด
วัฒนธรรมองค์กร ไม่เข้าใจในกระบวนการการบริหารเชิงระบบ ขาดความสนใจในการคิดเชิงวิเคราะห์ ไม่ให้ความสำคัญกับการวางแผนการตลาด

14 Marketing Plan ควรมีฐานมาจากข้อมูลจริงมากที่สุดเท่าที่จะมากได้
คุณลักษณะของแผนการตลาดที่ดี ควรมีฐานมาจากข้อมูลจริงมากที่สุดเท่าที่จะมากได้ สามารถนำไปปฏิบัติได้ภายใต้ทรัพยากรอันจำกัด มีความเสมอต้นเสมอปลายในทุกส่วนของแผนงาน มีเป้าหมายที่ชัดเจนเป็นไปได้ภายใต้ข้อจำกัดที่มีอยู่ 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 Keep it simple and succinct.
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 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 For Mind, For Body, For Life.
- 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”

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

28 Key Focus Areas – “ Faster Growth ”
Leverage on our core brands and corporate wide thrusts to “grow Cerebos faster” Core Brands Key Focus Areas – “ Faster Growth ” 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 Enhance consumer understanding and grow profitable customers through CRM Strengthen core brands Leverage innovation and NPD activities

29 Part 2: Situational Analysis
Current Product Analysis Describe the Current Target Market Describe Current Distributor Network 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
Demographic Company Economic Cultural Company Publics Suppliers Competitors Customers Natural Political Intermediaries Technological

32 The Microenvironment Company Publics Competitors Intermediaries
Suppliers Forces Affecting a Company’s Ability to Serve Customers Microenvironmental Forces Suppliers. Suppliers are the firms and persons that provide the resources needed by the company and competitors to produce goods and services. Company. Marketing plans must accommodate the needs of other functional areas of the firm to coordinate product/service delivery effectively (See following CTR and notes. Competitors. Competitors are usually considered those companies also serving a target market with similar products and services, although broader definitions may apply. Publics. Publics consist of any group that perceives itself having an interest in the actions of the firm. Publics can have positive as well as negative influences on the company's objectives. Intermediaries. Intermediaries include various middlemen and distribution firms as well as marketing service agencies and financial institutions. Customers. Customers consist of consumer, industrial, reseller, government, and international markets. Competitors Intermediaries Customers

33 Five Force Model New entrance company Company supplier buyer
substitute

34 The Macroenvironment Demographic Cultural Economic Political Natural
This CTR corresponds to Figure 3-4 on p. 75 and relates to the material on pp Teaching Tip: This CTR overviews the major forces in the company’s macroenvironment. You might use it as an introduction before exploring each area in detail. Each of the six major forces is covered in greater detail on subsequent CTRs. Demographic Cultural Economic Forces that Shape Opportunities and Pose Threats to a Company Macroenvironmental Forces Demographic. The demographic environment monitors population characteristics on such items as size, density, age, location. Economic. The economic environment includes income and spending pattern concerns. Natural. The natural environment addresses pollution concerns, energy costs, raw materials availability, and growing government roles in resource management. Technological. The technological environment includes such issues as the fast pace of change, emerging product forms, and high R&D. Political. The political environment addresses the role of government and policy in the regulation of business. Cultural. The cultural environment recognizes the influence of values and beliefs of a society on purchase decisions and consumption patterns. Political Natural Technological

35 Economic Environment Key Economic Concerns for Marketers Economic
This CTR relates to the material on pp Economic Environment Economic Development Changes in Income Key Economic Concerns for Marketers The Economic Environment The Economic Environment consists of factors that affect consumer purchasing power and spending patterns. Key considerations include: Economic Development. Nations vary greatly in their levels of and distribution of income, often as a result of their stage of economic development. Typical distinctions include: Subsistence Economies. These consume most of their own agricultural and industrial output. These countries are poor targets for most products. Industrial Economies. These offer rich markets for many different kinds of goods. Changes in Income. Rising incomes for most consumers have only kept pace with inflation. As a result, consumers are more sensitive to Value Marketing - the careful promotion of a high degree of quality and performance for the price. Income distribution is also of key importance: Upper-class consumers are not affected by current economic events. Middle-class consumers can afford the “good life” most of the time, but are careful about spending. Working-class consumers must budget carefully. Underclass consumers are often unable to participate fully in the marketing system. Changing Consumer Spending Patterns. Knowledge of Engel’s Laws remains important: As income rises, the percentage spent on food declines, the percentage spent on housing remains constant, and the percentage spent on savings and other categories increases. Changes in Consumer Spending Patterns

36 Natural Environment More Government Intervention Factors Affecting the
Higher Pollution Levels Shortages of Raw Material Natural Environment There are several areas affecting marketing that stem from the natural environment. Shortages of Raw Materials. Shortages both increase demand and sprout counter-movements aimed at conservation. Discussion Note: Both sides of the "green" movement utilize sophisticated database marketing and lobbying techniques. Energy Costs. The cost of energy makes long-term growth of high energy industries and goods difficult to predict. Increased Pollution. Industrial growth almost always damages the natural environment. The so-called “green movement” seeks to operate businesses in such a way so as not to damage the natural environment. The varying political power of “greens” in different countries is a consideration in global marketing efforts. Government Intervention in Natural Resource Management. Changing philosophies on the role of government in managing natural resources also blends into the legal environment. Marketers must take care in identifying natural environmental trends. Discussion Note: You might further expand this discussion by pointing out that even agencies like the EPA vary greatly in the amount of environmental regulation they perform depending upon funding and the agenda of whoever occupies the White House. Increased Costs of Energy

37 Part 2: Situational Analysis
7. Product/Market Analysis Tools - Product Life Cycle Analysis - Boston 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 Specific Measurable Actionable Relevant
Time - 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 International Markets Consumer Markets
This CTR corresponds to Figure 3-2 on p. 73 and relates to the material on p. 72. International Markets Consumer Markets Company Types of Customer Markets The company is concerned with five types of customer markets, including: Consumer Markets. These consist of individuals and households that buy goods and services for personal consumption. Business Markets. These buy goods and services for further processing or for use in their production process. Reseller Markets. Resellers buy goods and services for repackaging and reselling at a profit. Discussion Note: Students may have heard that these “middlemen” raise costs to end-users. You might point out that in most cases, resellers actually lower costs by performing marketing functions less expensively than could manufacturers. Government Markets. Governments buy goods and services to produce public services or to transfer them to needy constituents. International Markets. A growing concern for almost all marketers, these consist of those various types of buyers located in other countries. Government Markets Business Markets Reseller Markets

46 1.3 การกำหนดกลยุทธ์ทางการตลาด (Marketing Strategy Determination)
1. การขยายตัวให้มากขึ้น 2. การขยายตัวแบบรวมตัว การขยายตัวแบบ intensive integrative หลากหลาย 1.1 การเจาะตลาด การรวมตัวไปข้างหน้า แบบหลากหลาย จากจุดศูนย์กลาง 1.2 การพัฒนาตลาด การรวมตัวไปข้างหลัง แบบหลากหลาย ในระดับเดียวกัน 1.3 การพัฒนาผลิตภัณฑ์ การรวมตัวในระดับ แบบหลากหลาย เดียวกัน ที่แตกต่างจากเดิม

47 ตารางการขยายผลิตภัณฑ์/ ตลาด (Product / Market Expansion Grid)
ผลิตภัณฑ์เดิม ผลิตภัณฑ์ใหม่ การเจาะตลาด (Market Penetration/Intensification) * กระตุ้นลูกค้าปัจจุบัน * แย่งลูกค้าคู่แข่ง * หาลูกค้าใหม่ในตลาดเดิม จาก ประโยชน์การใช้ใหม่ การพัฒนาผลิตภัณฑ์ (Product Development/Diversification) * ปรับปรุง/เปลี่ยนแปลงผลิตภัณฑ์เดิม * พัฒนาผลิตภัณฑ์ใหม่ แต่ยังเกี่ยวกับสาย ผลิตภัณฑ์เดิม * เป็นการขยายตัวที่มีความเสี่ยงมาก ตลาดเดิม การพัฒนาตลาด (Market Development/Diversification) * เหมาะกับตลาดปัจจุบันอิ่มตัวแล้ว * ขยายตลาดด้านภูมิศาสตร์ * หาลูกค้ากลุ่มใหม่ ในตลาดใหม่ การขยายตัวแบบหลากหลาย ตลาดใหม่

48 Strategic Direction 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

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
1-2-1 Relationship Mass Marketing Segmentation Asia Customer Relationship Management BRAND MANAGEMENT

51 21 published scientific studies
More Education on Scientifically Proven Benefits 21 published scientific studies 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 Impact Across the Globe
Brazil Thanks Miguel. Venezuela is one of many great examples. I must also mention the great work done by other teams, in particular the Brazil team. Outstanding Surf exploitation, and a PO1 follow up porgram scheduled for August, linked to mobile and surf. Chapter 5: Blast your taste buds Venezuela Brazil PO1 China Thailand

56 THEN Mass advertising, TV centric model One way communication

57 NOW Customer Engaging model Two way communication

58 Direct Mailers Interactive website

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

64 Maintain our differentiation and justify our premium pricing
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 20.11 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 8

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

68 Evaluating and Controlling the Marketing Process
Annual-plan control Set goals Monitor performance Determine deviations Take corrective action 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: Average calls per salesperson per day Average sales call time per contact Average revenue per sales call Average cost per sales call Entertainment cost per sales call % of orders per 100 sales calls Number of new customers per period Number of lost customers per period 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? Be “holistic” & less departmental Larger influence - business strategy Ongoing new ideas to prosper Customer insight - treat different but proper Build brands - performance > promotion Go electronic & win - superior systems

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

76 The Future of Marketing
Pursuit of marketing superiority & dominance, new rules and practices are emerging Benefits of successful 21st 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 Sales commissions and expenses Advertising Physical logistics
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) = $ $650 = $5,700 4,012 $1,688 485 185 190 25 100 $ 985 $ 703 $53 5

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