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I. Executive summary......................................................................................................................1
II. Introduction.................................................................................................................................1
1. Current situation ....................................................................................................................1
2. Interpretation and limitation ..................................................................................................2
III. General market conditions.........................................................................................................2
1. Macro economic factors ........................................................................................................2
2. Standards ...............................................................................................................................2
IV. Demand conditions....................................................................................................................2
1. Potential demand ...................................................................................................................2
2. Effective demand...................................................................................................................3
3. Future demand .......................................................................................................................3
4.Segmentation ..........................................................................................................................3
5. Buying Behavior....................................................................................................................4
a. Consumption pattern........................................................................................................4
b. Buying Centre..................................................................................................................4
c. Decision Process ..............................................................................................................4
d. Buying Criteria ................................................................................................................6
e. Buying Habit....................................................................................................................6
V. Distribution .................................................................................................................................6
1. Distribution Channels ............................................................................................................6
2. Buying behavior for different distributors.............................................................................6

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VI. Competition ...............................................................................................................................7
1. Primary competitors ..............................................................................................................7
1. Strategic Group Map ...........................................................................................................9
VII. Evaluation ................................................................................................................................9
VIII. Objectives .............................................................................................................................11
1. Marketing Objectives ........................................................................................................11
2. Financial Objectives ..........................................................................................................11
IX. Strategies .................................................................................................................................12
1. Market Strategies...............................................................................................................12
2. Competition .......................................................................................................................12
3. Competitive Position .........................................................................................................12
4. Strategy for decision variables for Target teams ...............................................................13
5. Product Positioning ...........................................................................................................15
X. Marketing Programming...........................................................................................................15
1. Product.................................................................................................................................15
2. Price .....................................................................................................................................17
3. Distribution..........................................................................................................................17
4. Communication ...................................................................................................................18
XI. Budgeting ................................................................................................................................18
XII. Time Scheduling ....................................................................................................................19
XIII. Organization of marketing activities ....................................................................................19
XIV. Control..................................................................................................................................19
XV. Competitors reaction..............................................................................................................20
XVI. Uncertainties with the marketing plan..................................................................................20

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 I. Executive summary

SSI is one of the biggest Securities companies in Vietnam. One of the main sectors of SSI is
Investment Banking Division (IBD), a young and potential market in Vietnam. SSI is
preparing to develop I-Banking service targeting the segment of big companies in order to
build a professional image for our corporation and we also define to develop I-Banking
service as our main service in the future. Our primary marketing objectives is to achieve more
10% brand awareness of customers and more 25% customers to use our service. The primary
financial objective is to achieve 1-year-revenue of VND 12.000.000.000.

II. Introduction

1. Current situation
As the economy develops, there are more and more enterprises to be established, so the
market demand for capital flattens. Companies can mobilize capital from 2 sources:
• Debt: from Commercial banks and other credit institutions but with high
interest rate.
• Equity: from Investment Bank (IB) but this way is not fully developed.
I-Banking service is provided by:
• IB
• Asset Management Companies
• Securities companies.
• Synthesis banks.

In Vietnam, I-Banking service is mainly supplied by Securities Companies.
 Issue: This marketing plan focuses on I-Banking service provided by Saigon Securities
Incorporation (SSI).

* Note: In this marketing plan, Securities Companies supplying I-Banking service are also
called IB.

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 2. Interpretation and Limitation
- IB has 6 main divisions: I-Banking, Sales & Trading, Research, Merchant Banking,
Investment Management, and Prime Brokerage.
IBD is the core division of IB. This includes:
• Transaction Structure Advisory, Capital Structure Advisory, Business
Restructure Advisory.
• Underwriting.
• Merge and Acquisition (M&A).
• Other Advisory services.
- This marketing plan focuses on analyzing and promoting a marketing strategy and
programming for the main service of IBD: Underwriting.

III. General market conditions

1. Macro economic factors

- Tariff: 25%
- Legal policy: Commercial law, legislation…
- Bureaucracy.
- Inflation, monetary policy, exchange rate, world economy.

2. Standards
- Chartered capital more than VND 300.000.000.000.
- Manpower standard: high qualifications (CFA, ACCA, FCCA …), a lot of experience in
Finance, Banking and Securities.
- Management standard: much experience.

IV. Demand Conditions

1. Potential Demand
The main IBD is underwriting. So potential customers of IB are:
- Citizens, individuals, organizations and huge companies that have a large sum of idle money.
They want to invest in developed companies but they don’t know how to do that, and SSI will
help them to seek potential companies to raise their money.

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 - I-Banking service also focuses on businesses which haven’t been equitized or which are
facing with serious crisis in order to help them restructure their capital, corporate….

Vietnam’s economy is prospering so the potential demand for I-Banking service is larger
and larger.

2. Effective Demand

Today, there are many companies which want to develop stronger and stronger, so they need
a lot of capital. But if they borrow from Commercial banks, they need much time and must
pay at a high interest rate with complex procedures. They are seeking for other trends. I-
Banking service is one of these trends. But IBD in Vietnam hasn’t extended yet.
SSI is one of the famous companies in this sector, so there is a huge effective demand for
SSI’s I-Banking service

3. Future Demand

Now, SSI is focusing on underwriting, but in the future there is a lot of new demand on new
sectors. Many companies will have demand on transaction advisory, capital advisory; sales
and trading…. In the future, we will expand these sectors and meet our customers’ future
demand.
3. Segmentation

SSI’s I-Banking service applies some following segmentations

- According to geography:
• Big cities where gather many developed financial and commercial centers.
• Under-populated areas.
- According to business’s scale:
• Big companies
• Moderate and small companies

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5. Buying Behavior

a. Consumption Pattern

Capital sources related to

61% services of Commercial
banks and other credit
institutions: VND
328,329.11 billion

Capital sources related to

39% I-Banking service: VND
209,915 billion

(Source: Finance Asia forecasted data)

Corporate liability structure
(OR corporate consumption pattern related to Equity/Debt Capital service)
b. Buying Centre
- Users (also Buyers): Enterprises and Investors.
- Influencers:
• Shareholders.
• Partners.
• Media communications.
• Professional Associations and Asset Associations (eg. Banks Association…)

Evaluate and certificate the activities of SSI.
• Deciders: Boss of Executive.
c. Decision Process
* Comment on market: The characteristic of enterprises using I-Banking service is that
companies usually do business with their “traditional” IB. In sector of I-Banking
service, when companies use I-Banking service, they usually purchase on 3 types:
- New task: For IPO (Initial Public Offering), Equitization or Advisory
(Here focuses on the 2 main IPO and Equitization).
- Straight rebuy: For follow-up offerings or Advisory, when the decision of
companies is not controlled much by shareholders.
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 - Modified rebuy: For follow-up offerings or Advisory, when the decision of
companies is relatively controlled by shareholders. Companies negotiate
with IB to set up new fee or terms.
Buying classes
Straight Modified
New task
rebuy rebuy
Buying Process

EQUITIZATION IPO
Companies meet
The problem of both some following
1. Problem Recognition
public and private problems:
(Company recognizes a
companies is - Draw capital
problem or need that may be X
equitization because - Maximize
met by acquiring I-Banking
of: business profit
service)
- Legal request - Improve
- Capital need professional image
of company
.
- High quality Consulting and Underwriting
services.
2.General Need Description
- Effective, professional method in IPO and
(The company describes the
advisory on equitization, high probability of (X)
general characteristics of the
successful IPO.
service)
- In IPO, building good image of company to
the public.
3. Product Specification - The net capital is got by customers after
(Buying organization IPO as customer expectation.
decides on and specifies the IB evaluates company’s value well to
best technical succeed in primary and after-market. (X)
characteristics for the - Firm commitment for IPO, low
service) underwriting spread.

Companies find the best IB through:

4. Supplier Search
(Companies try to find the best
IB)
5. Proposal Solicitation
(Companies invites qualified
IB to submit proposals)
6. Supplier Selection
(Companies review proposals
– transaction, and select an IB
or some IBs)
7. Order-Routine Specification
(Companies writes the final
5
- Partners
- PR programs (eg. Roadshow), at which the
(X)
companies will recognize which IB is
professional, reliable and effective.
- Reports of Professional Associations
- The Boss of Chief will select some
effective IBs to negotiate.
- Companies will supply IB with necessary (X)
information about themselves, IPO process
to help IB make pitch book.
- The Boss of Chief will evaluate and select
a suitable IB to be the book runner.
- If the business scale is large, companies (X)
also select some banks to help the book
runner.
- Companies make contracts with IB with the (X)
(X)
terms of organization process, technological
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 order with the chosen IBs)
8. Performance Review
(Companies assess the
performance of IBs) and
decide to continue, modify or
drop the arrangement
equipments, fee, underwriting spread…
- Companies review and evaluate the work
of IB, then decide to continue cooperating or
changing some terms in the contracts or not. X X

X: Repeat this stage as in the New Task.

(X): May or may not repeat this stage.
d. Buying Criteria
Companies choose IBs through these criteria:
- Prestige, practical experience, quality, professional staff.
- Wide distribution network (Especially distribution network of organized investors)
- Ability to establish market in both primary and after market.
- Suitable underwriting spread and issuing price.
- Good relationships.
e. Buying Habit
The buying habit of companies to IB is a complex buying behavior. Companies are highly
involved when the services are expensive, reliable, professional… They will pass through
a learning process about IBs before they choose one to do the business with.
SSI will:
• Help companies to know well about us and our services through communication
media (TV, financial website, seminars….).
• Keep strong relationships with customers so that we can have more chances to do
business with our customers’ partners…
• Differentiate our brand’s features by profession and staff system. We define us as
the best IB in Vietnam and work on the orientation of specializing in IBD.

V. Distribution

1. Distribution Channels
- SSI’s main distribution channel is direct distribution to customers.
- Besides, there are some more distribution channels such as: indirect distribution through
branches and distribution by online

2. Buying behavior for different distributors

- Companies always prefer to deal their contracts in head office rather than in branches.

10 6
 - Among branches:
• Companies prefer branches which have professional, effective working manners.
• Companies prefer branches which have more experience (eg. Earlier established)
- Between traditional transaction (direct transaction) and transaction by online, companies
prefer which is familiar and convenient to them.

VI. Competition
1. Primary competitors
Market share

Distributions

Threatening
Weaknesses
Products/

Strengths
Financial
Services

sources

degree
(%)

Competitors

-Underwriting HCM Equity - Strong - Mainly in

- M&A City, Ha reached financial the North of
- Listed Noi, VND resources Vietnam.
BVSC 14 brokerage Nghe An 1247.7 - Wide - Bad fame
services billion distribution by unsuccess-
- OTC services network ful IPO for
VF1 in 2007
- Equitization HCM Equity - Inherit - Big capital
planning City reached professional and but poor
- Business Ha Noi VND financial market share
evaluation 1590.7 strengths from - Decrease in
- Listing billion HFIC and prestige with
HSC 2
advisory Foreign Asset customers
Present competitors

- Financial Management (unsuccessful

restructuring Company – The IPO for VF1
advisory Dragon Capital in 2007)
-Underwriting Corporation
- Underwriting HCM Equity - Various - Mainly
- Conversion City, Ha reached services focus on
Advisory Noi, Da VND 805 - Strong support underwriting
- Listing Nang billion from debt
Advisory City, Vietcombank securities.
- Business Can Tho - Lower fee - Mainly do
VCBS 4
Valuation City - Focus much on business with
- Financial and I-Banking subsidiaries
Issuing service of
Advisory Vietcombank
- M&A corporation.

- Financial Head Equity - High reputation - Limitation

advisory office: reached for many large- in Marketing.
VCSC 14
services HCM VND cap groups such - Risk of low
(M&A, City 424.3 as MasanFood, safe level in

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 Corporate Branch: billion Vinamilk, Petro equity
restructuring Ha Noi VietnamDrilling compared big
Advisory…) - Skilled workload of
-Underwriting management underwriting
Human resources and IPOs
- Leader in IT
financial
application
(Describe Normal Not large - Strong financial - Lack of
Auditing companies

service) distributi because analyzing profession

- Financial on of and strong
n/a advisory channel specified service on
Potential Competitors

services with profess- securities

- Assets some sion
valuation branch
services offices
- Consulting in -Multi- Small Flexible in Low level on
special represent equity but cooperate equity
Management

financial atives can get actions.

Fund

n/a feature and larger in a Lean operated

- Investment branches complex system
management

(Describe Extremel Very Very popular. -Risks in

Commercial Bank lending

service) y rich huge by Corporations can changing

Substituting product Competitors

- Lending distribu- large support from monetary

money at tion asset of Government via policy of
higher interest channels Commer- credit policy of State bank
service

n/a rate cial Commercial - Complex

- Not big and Banks Banks (depend lending
not on industries) procedure.
concentrated - Do not have
investment after-sale
service
Advisory
company
Auditing

services

n/a
…………… ……… ……..…. ………………. ..…….

High threatening level

Medium threatening level
Low threatening level
* Note: BVSC – BaoViet Securities Company, HSC - Ho Chi Minh Securities
Company, VCBS – Vietcombank Securities Inc, VCSC – VietCapital Securities
Company.

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 Investment Baking Market share in Vietnam - 2010 updated

DAS SBS
3% 2% HSC
TLS 2%
SHS
4%
1%
VCBS
Others
4%
34%
ACBS
5%

BSC
6% SSI
VCSC BVSC
11%
14% 14%

2. Strategic Group Map

High

Audi-
ting
co…
QUALITY/ FEE

TLS,
ACBS
…
VCBS
BSC
HSC
Low

Few Many
MARKET SEGMENT SERVED

VII. Evaluation
SWOT analysis
Strengths: SSI can build on 7 strengths:
- Financial sources: SSI has strong financial sources with the chartered capital is up to
VND 1.755.558.710.000 on May 18th, 2010.

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 - Market share: Our company is one of the market leaders in securities market as well as in
I-Banking market. We are in the Top 5 as a stockbroker.
- Services’ quality and value: Our company provides customers
with prestigious I-Banking services. Our staffs graduating from
famous universities and specializing in finance are professional,
effectively working, flexible ….with market changes and update
to technology.
- Relationships: We have established a wide range of friendly and
loyal customers, especially big corporations. So we can strengthen our brand and have
chances to do business with subsidiaries and partners of our customers.
- Recognitions and certifications: for many years establishing strong brand of prestige and
having many successes in I-Banking market, our company have
received many awards: “Best Consultant in Vietnam”, “Best
Vietnam Investment Bank”, (granted by Finance Asia
Magazines); “Best Vietnam Onshore Fund House” (granted by
Asian Investor); “Vietnam Strong Brand”, one of 100 enterprises
to be granted 2007 Sao Vang Dat Viet award; “Vietnam
Excellent Brand” (honored by Vietnam Economic Times
Magazines); …

Build strong brand value.

STRENGTHS WEAKNESSES
- Strong financial sources - High fee
- Hold a large market share - Lack of a strong financial support from a
- Reliable and good services mother bank
- Good relationships with customers - High risk because there are many services
- Recognition, certifications

OPPORTUNITIES THREATS
- Market demand for capital: Flattens - Intense competition, potential competitors
- Legal policy - Risk of divestment
- Risk of double-dip

Weaknesses: Being one of the biggest securities companies in Vietnam, beside many strengths,
SSI also has 3 main weaknesses:

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 - Fee: as SSI is an independent company and we are running the business on the orientation
of profession and develop as an independent IB, our fee is a little bit higher than some
companies such as VCBS, SBS.
We can address this issue with assurance of quality as
well as the success of your business.
- Financial support: SSI doesn’t have a mother bank to be fully and strongly supported so
sometimes we may have difficulty in financial sources.
- Difficulty in Control and Assurance because of many services: Especially in Underwriting
and M&A.
Specialize each part in each specific I-Banking service (Underwriting, M&A,
Advisory…)
Opportunities: SSI can take advantages of 2 major market opportunities:
- Market demand for capital: flattens as there are more and more enterprises.
- Policy: boosting equitization to state and private enterprises.
Threats: We face 3 main threats:
- Potential competitors: More companies are developing a few services of I-Banking. Our
potential competitors are auditing companies with strong financial analysis. They are doing
business on financial advisory.
SSI will improve after-sale service in Advisory service,
I-Banking services, push up promotion program in financial consulting (discount, free) for
loyal customers.
- Risk of financial capacity: As SSI is not the subsidiary of any large banks; and risk of
foreign investors’ divestment.
- Risk of double-dip.

VIII. Objectives

1. Marketing Objectives
- Develop loyal customers
- Increase brand awareness in big company segmentation by 10%
- Have minimum 15 commercial affairs in big company segmentation in the first year.
- Capture customer belief, at 95% customers.
- Increase 5% market share in big company segmentation.
2. Financial Objectives
- Achieve first-year sales revenues of VND 12 billion
- Decrease 10% marketing cost in the next year

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IX. Strategies
1. Market Strategies
- Select customers to serve:
Market segmentation: Segmentation of Joint-stock corporation: Big capitalized companies,
mid-capitalized companies, small capitalized companies.

Targeting to big capitalized companies (with chartered capital more than VND 200 billion)
- Evaluate market segment:
• Segment size: based on the total capital of big corporations.
• Growth: Growth per year of new IPO equitize.
• Current segment sales: Total equity of listed companies.
- Choose a value’s position: SSI promises “The business of success”, it means that SSI brings
successful IPO and reliable underwriting to customers with reasonable fee.
2. Competition Strategies
SSI’s I-Banking service follows customer intimacy: SSI always tries to concentrate on
providing superior value for large corporations by precisely segmenting its I-Banking service.
- The most important need of any corporations is a firm commitment in their IPO.
- SSI specializes in satisfying unique customers’ needs such as strategic foreign partners,
large international financial institutions, or well-known groups.
- SSI builds detailed customer database: “Gateway to Vietnam 2010”.
- The corporations would pay a premium to get precisely what they want and get convenience
for after-market service.
3. Competitive Position
SSI is one of the Market Leaders in Securities market.

There are 3 strategies for Market Leaders:

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 Expanding the total demand for I-Banking service
- Developing new users: multinational companies, new subsidiaries of big corporations…
- Convincing companies to use the I-Banking services more often or use more per occasions:
• Contact with TV programs on Finance and Securities and send experts to these
programs as consultants

Build Brand Awareness and customers’ beliefs and values.
• Organize event chains to exchange and improve professional knowledge on IBD
for managers of companies and corporations. The 3 event chains are: “Innovation of
Capital Structure”, “IPO- attracting to investors”, “M&A- New trend in the future
of corporations”.
Protecting Market share
- Prevent and fix weaknesses that provide opportunities for competitors:
• In spite of the high fee, we promise to reduce risks of our customers and
commit to rebuy shares at the most suitable and most beneficial price to the
customers.
• Keep strong relationships with valued customers: send quarterly financial
reports to the companies; send Conference invitations.
• Organize programs such as tours for some potential loyal customers to
tighten the relationships.
• Support some short-term training for excellent staffs of customers.
- Continuous innovation: develop and synchronize IT system upon international standards.
Expanding Market share
After joining into WTO, Vietnam Banking system must execute Basel II Standard sector.
Therefore all of Commercial banks must have chartered capital at VND 3000 billion in
minimum.

SSI will target into Banking & Finance system to expand our market share.
4. Strategy for decision variables for target teams
Target teams: SSI focuses on big company segmentation
Strategies for decision variables:
- Product: Because of IB’s products is certainly a intangible service. By this case, customers
should be perceived the “right signals” from IBD’s product easily. The strategies for product,
crucially, it would convey nice quality from:
• The approach to customers:
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  Beside effective branch offices, nationally and traditionally, SSI is preparing to
provide customers with highly applied information technology such as Straight
Through Processing (STP)
shorten trading processed time and term of payment
 Another is easy-online support for any circumstance so that SSI could exactly
meet arisen needs from customers.
• SSI’s people: because of service quality, even a specified professional one (like I-
Banking service), depends heavily on SSI & corporate customers interaction.
 SSI will continually enhance our professional skills to provide the highest
standards of service to our customers. By this way, corporate customers would feel
and see truly, how they are centered in service.
 SSI’staff will be trained and learn that customers paying huge billions a contract,
so the customers expect SSI to have their mind reads in “sensitive way”. For example:
reasonable under pricing to get more convenient in after-market, suitable emphasizing
on corporate strengths, fitted blurring in corporate financial problem .etc
- Price: by the special side from IB’s service and two sub-services which SSI focuses on this
marketing plan (IPO underwriting and equitization advisory). SSI would use the following
Market-Skimming Pricing Strategy:
• All IPO underwriting and Equitization Advisory are the first stages in bringing
corporation’s value and image to public investors.
Our customers, definitely they are
large State-owned and Private-owned groups who understand important SSI’s roles, are
willing to pay higher price for a firm commitment or an appropriate equitization process.
• The odd competitors cannot be able to enter the market easily and undercut the price
because of advanced standard in specialized professions of Finance, Accounting and
Banking.
• After these first stages, service fee for some post-IPO process such as: new listing
advisory, follow-up offering underwriting could be smoothly soften.
- Promotion: SSI will not reduce the price (or service fee) temporarily to increase the short-
run sales. Instead of that, we prefer apply a discount and allowance pricing. By this way,
corporations with larger chartered capital would get more discounts.

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 5. Product Positioning
To large companies who need a firm success in every business, SSI’s I-Banking service is
reliable and professional that promises to give you the commitment of success and bring you
with satisfaction of our advisory service.
- As one of the leading financial institutions in Vietnam operating with mission “connecting
capital to opportunities” SSI always attempts to optimize clients’ utility via an effective and
professional I-Banking system.
- With broad ranges of services, focusing on IPO underwriting and equitization, SSI will
explore all resources and network to satisfy clients’ needs.
- Our I-Banking services are always based on core values including solutions – led, skilled
and inventive in order to bring success to customers.
- Every corporation has their own definition of success, and we put all our resources and ideas
behind bringing success to our clients, our people, our shareholders and the communities we
operate in.

X. Marketing programming
1. Product
We have a professional process of underwriting including:
• The first step is to set up IPO group. This is the first meeting between SSI and another
analysis group like legal advice group, auditing company and senior officers taking
part in IPO process. You can have peace in mind because we will be the main
manager in this whole process.
• Secondly, with the legal advice group, we do due diligence. We at first analyze data of
the business activities of your company and after that SSI will visit your factory,
enquire about manufacturing process, meet your close partners, get more new about
your strategies and your business plans to reconfirm your profile. And legal advice
group will check your legal issues like company’s regulations, the minutes of
meetings.
• Thirdly, we set up and submit file recording share’s issue. SSI helps you to submit
your file to state Securities Commission. In waiting time, we will research potential
investors’ demands.

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 SSI

Senior PR…
officer
IPO
Group

Solicitors Auditing
co.

Due Diligence

Preliminary prospect
Corporate Evaluation

Roadshow

IPO Price Evaluation

Book Building

Make a contract

Review

• Fourthly, we will establish preliminary prospectus to broker and potential investors

through our distribution channels.
• Fifthly, before issuing shares, we organize a Roadshow which helps the potential
investors understand your business and your share
potential in order to spur investment’s demand. You
will have a chance to show your ability, your
position and future plans. We capture customer’s
interest to determine partly market’s demand and
take basic to set price.
• Next step is book building. The purpose of this is to supervise investor’s demand and
acceptable price that they offer. And we can determine exactly market’s demand.

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 • After State Securities Commission finishes checking, basing on market’s situation,
market’s demand, and your competitor share’s price, we will negotiate suitable
amount and price issue with your manager.
• Then we allocate shares to our selling groups (branches of SSI and State Securities
Commission) relying on book building list. The same price issue will be applied for
all investors.
• The final step is to close the list and review. And you will receive capital from
investors and if the IPO is not successful we will
purchase your shares at negotiated price and distribute
to the market

Moreover, we make firm commitment with you that we have

responsibility for be sure one hundred percent success of IPO.
This is the first time your company appear in the market and
SSI is always the best friend to support you show your image
to investors. This is another chance for familiar customers to
adapt with capital’s demand.
2. Price
Underwriting spread for IPO

Total asset Cost

200B – 400B 2.8%
400B – 600B 2.6%
600B – 800B 2.4%
800B – 1000B 2.2%
Over 1000B 2.0%

3. Distribution

As know now before, we have large distribution channels at sixty-four provinces and cities
with professional brokers. In addition, we develop web-trading system.

Investors can place orders directly on the web interface without any installation. Web-
trading’s interface is friendly designed that will help you access easily at anywhere with
many useful functions like place orders via internet quickly without installation, online cash

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 advance, online money transfer, managing investment portfolio with estimated gains/losses,
cash and stock balance and smart alerts
4. Communication
Magazines Financial
• VN Economy Reports
• VN Investment • VN Index
Review • Weekend
• Securities Securities Report
Investment • Financial
•… Report (VTV1)
Communi
-cation
Professional channels Websites
Programs • Stox.vn
• VITV • F319.com
• FNBC • Cafef.com
• InfoTV • VNIndex.vn
•… •…

XI. Budgeting
Fixed cost
- Salary : VND 4.800.000.000/ 1 year
- Discount : VND 4.900.000.000/ 1 year
- Listing fee : VND 140.000.000/ 1 year
Total : VND 9.840.000.000/ 1 year
Variable cost
* Advertising
(Million VND)
Year 1 Total Year 2 Total
year year Total
Q1 Q2 Q3 Q4 1 Q1 Q2 Q3 Q4 2
Television 700 900 800 800 3200 500 600 800 400 2300 5500
Events 800 200 1000 300 200 500 1500
Online 45 45 45 45 180 36 36 36 36 144 324
Others 20 20 20 20 80 20 20 20 20 20 160
Total 4460 2964 7484

* Total variable cost:

TVC = Advertising cost + Event organizing cost = VND 4.460.000.000

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 Total Cost: FC + VC = 9.840.000.000 + 4.460.000.000 = VND 14.300.000.000

Break even point:

• The number of contracts with companies which have chartered capital of VND 100
billion: 5 contracts. The sum of money collected is VND 15.000.000.000
• The number of contracts with companies which have chartered capital of VND
1.000.000.000.000: 1 contract. The sum of money collected is: VND 20.000.000.000

XII. Time scheduling

Year 1 Year 2
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Series Open Establish Vinpearland Open
of 3 training a new Nha Trang training
Events events courses on branch tour for courses on
IB, in Da loyal IB,
Securities… Nang customers Securities…

XIII. Organization of marketing activities

- Organize all the marketing activities follow the time scheduling.

- Mix all these activities in a chain to gain the best result.

XIV. Control

Control involves measurement, evaluation, and monitoring. Resources are scarce and costly so it
is important to control marketing plans. Control involves setting standards. The marketing
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manager will than compare actual progress against the standards. Corrective action (if any) is
then taken. If corrective action is taken, an investigation will also need to be undertaken to
establish precisely why the difference occurred.
XV. Competitors reaction

- Make opposite marketing strategies to response SSI’s marketing strategy. For example,
the companies with strong financial strengths like VCBS, SBS, BVSC can take advantage
to aim more in price of service, so that they can easily upgrade sales in IB.
- The small peers might be reacting by the way of stimulating inter-IBD cooperation. By
this way, in any contract, they fast generate effective syndicate to compete independent
SSI’s IBD directly. The visible example we could forecast is VCSC or HSC.
- Stimulate the brain-drain from SSI
SSI will manage profit-service-chain well.

XVI. Uncertainties with the marketing plan

Uncertainties Solutions/ Alternatives

Risk from double-dip, which - Cut down on some unnecessary expenses
may affect badly on our plan - Reduced staffing.
Ineffectiveness of some - Base on our first-year revenue, then we decide to do these
activities (Vinpearland tour…) activities or not

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