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marketing management (Trường Đại học Tài chính - Marketing)
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THE FINANCIAL
UNIVERSITY OF FINANCE – MARKETING
FINAL EXAM ASSIGNMENT:
INTERNATIONAL MARKETING PLAN FOR

COCOXIM COCONUT WATER PRODUCTS
TO AUSTRALIA MARKET
Subject: INTERNATIONAL MARKETING
Subject Class Code: 2031702031202
Member’s Name : Nguyễn Hoài Bảo Trâm – 1921005712
Đặng Bảo Trâm – 1921005710
Nguyễn Thị Bích Huyền – 1921005080
Class: CLC_19DMA02
TP.Hồ Chí Minh – 2021

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TABLE OF CONTENTS
TABLE OF CONTENTS ..................................................................................................................... a
LIST OF ABBREVIATIONS .............................................................................................................. e
LIST OF TABLES ................................................................................................................................f
LIST OF PICTURES ........................................................................................................................... g
ABSTRACT ......................................................................................................................................... h
PREAMBLE ........................................................................................................................................ 1
CHAPTER 1: INTRODUCTION ........................................................................................................ 2
1.1. ABOUT BEN TRE IMPORT-EXPORT COMPANY (BETRIMEX) ..................................... 2
1.2. FIELD OF ACTIVITY ............................................................................................................. 2
1.3. ACHIEVEMENT ...................................................................................................................... 3
1.4. ABOUT THE PRODUCT ........................................................................................................ 3
1.5. VISION ..................................................................................................................................... 4
1.6. MISSION .................................................................................................................................. 4
1.7. ORIENTED DEVELOPMENT ................................................................................................ 4
CHAPTER 2: SITUATION ANALYSIS ............................................................................................ 5
2.1. MARKET ANALYSIS IN VIETNAM AND THE WORLD .................................................. 5
2.1.1. The Situation Of Coconut Water Production In Vietnam .................................................. 5
2.1.2. Overview Of The World Market And Export Prospects.................................................... 6
2.2. REASONS FOR CHOOSING TO PENETRATE THE AUSTRALIAN MARKET............... 7
2.2.1. Market The Company Has Not Penetrated But Has The Ability To Export ..................... 7
2.2.2. Potential Markets And Main Areas Of Activity Of The Company ................................... 8
2.3. MARKET ANALYSIS IN AUSTRALIA .............................................................................. 10
2.3.1. Market Demand................................................................................................................ 10
2.3.2. Market Trend.................................................................................................................... 10
2.3.3. Market Growth ................................................................................................................. 12
CHAPTER 3: ANALYSIS OF INTERNAL ENVIRONMENT ....................................................... 15

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3.1. ORGANIZATIONAL STRUCTURE..................................................................................... 15
3.2. POWER ................................................................................................................................... 15
3.2.1. Financial Strength ............................................................................................................ 15
3.2.2. Material Resources ........................................................................................................... 15
3.2.3. Human .............................................................................................................................. 16
3.3. SWOT ANALYSIS................................................................................................................. 17
CHAPTER 4: ANALYSIS OF MARKETING ENVIRONMENT .................................................. 19
4.1. HOFSTEDE'S MODEL .......................................................................................................... 19
4.2. FIVE - FORCES MODEL ...................................................................................................... 21
4.2.1. Competitor ....................................................................................................................... 21
4.2.2. Enterprises Preparing To Enter The Market .................................................................... 22
4.2.2.1. Technology................................................................................................................ 23
4.2.2.2. Investment ................................................................................................................. 24
4.2.2.3. Material source .......................................................................................................... 24
4.2.3. Alternative Products ......................................................................................................... 24
4.2.4. Customers......................................................................................................................... 25
4.2.5. Supplier ............................................................................................................................ 25
4.2.6. Five-Forces Model ........................................................................................................... 26
4.3. MODEL PEST ........................................................................................................................ 27
4.3.1. Politics.............................................................................................................................. 27
4.3.2.Economic .......................................................................................................................... 27
4.3.3. Technological ................................................................................................................... 28
4.3.4. Social ................................................................................................................................ 28
4.4. COMPETITIVE ADVANTAGE ............................................................................................ 29
4.5. BARRIERS TO ENTRY ........................................................................................................ 29
4.5.1. Barriers From The Legal Environment ............................................................................ 29
4.5.1.1. Features of national law ............................................................................................ 29

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4.5.1.2. Objective barrier ....................................................................................................... 29
4.5.1.3. Subjective barrier ...................................................................................................... 30
4.5.2. Barriers From The Covid 19 Pandemic ........................................................................... 31
4.5.2.1. Real household disposable income ........................................................................... 31
4.5.2.2. Consumer sentiment index ........................................................................................ 31
CHAPTER 5: MARKETING STRATEGY ...................................................................................... 32
5.1. TARGET ................................................................................................................................. 32
5.1.1. Financial Goals ................................................................................................................ 32
5.1.2. Marketing Goals ............................................................................................................... 32
5.2. STP STRATEGY .................................................................................................................... 32
5.2.1. Market Segment ............................................................................................................... 32
5.2.1.1. Theory ....................................................................................................................... 32
5.2.1.2. Applying theory to market segmentation for Betrimex ............................................ 33
5.2.2.Target Market .................................................................................................................... 36
5.2.2.1. Theory ....................................................................................................................... 36
5.2.2.2. Applying the theory to Betrimex's target market in Australia .................................. 36
5.2.3. Positioning ....................................................................................................................... 37
5.2.3.1. Theory ....................................................................................................................... 37
5.2.3.2. Applying the theory to Betrimex's positioning in Australia ..................................... 38
5.3. MARKET PENETRATION METHOD ................................................................................. 39
5.4. MARKETING MIX STRATEGY .......................................................................................... 40
5.4.1. Product ............................................................................................................................. 40
5.4.1.1. Theory ....................................................................................................................... 40
5.4.1.2. Applying theory to Betrimex's product strategy ....................................................... 40
5.4.2. Price ................................................................................................................................. 46
5.4.2.1. Theory ....................................................................................................................... 46
5.4.2.2. Applying the theory to Betrimex's pricing strategy .................................................. 47

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5.4.3. Place ................................................................................................................................. 48
5.4.3.1. Theory ....................................................................................................................... 48
5.4.3.2. Applying theory to Betrimex's distribution channel strategy ................................... 49
5.4.4. Promotion ......................................................................................................................... 50
5.4.4.1. Theory ....................................................................................................................... 50
5.4.4.2. Applying the theory to Betrimex's promotion strategy ............................................. 51
5.5. IMPLEMENTATION PLAN ................................................................................................. 55
5.6 TIMELINE ............................................................................................................................... 58
5.7. EVALUATE, MEASURE AND CONTROL ......................................................................... 58
5.7.1 Theory ............................................................................................................................... 58
5.7.2. Applying the theory ......................................................................................................... 59
5.7.3. Anticipate Post-Penetration Risk ..................................................................................... 61
5.7.3.1. Exchange rate risk ..................................................................................................... 61
5.7.3.2. Trade risk .................................................................................................................. 62
5.7.3.3. Logistic and production risks .................................................................................... 62
5.7.3.4. Financial risk ............................................................................................................. 62
5.7.3.5. Business risk ............................................................................................................. 63
5.7.4. Contingency plan ............................................................................................................. 63
CHAPTER 6: CONCLUSION........................................................................................................... 64
APPENDIX 1: FINANCE .................................................................................................................... i
7.1. Estimated Cost For The First Year ........................................................................................ i
7.2. Break-Even Analysis - Even ................................................................................................iii
7.3. Sales Forecast For 5 Years ...................................................................................................iii
7.4. Forecast Costs And Profits For 5 Years ............................................................................... iv
APPENDIX 2: REFERENCES............................................................................................................ v
APPENDIX 3: ASSIGNMENT SHEET............................................................................................. vi

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LIST OF ABBREVIATIONS
Abbreviations Stands for
CPTPP Comprehensive and Progressive Agreement for Trans-Pacific Partnership
TTC Thanh Thanh Cong
UHT Ultra-high temperature
HACCP Hazard Analysis and Critical Control Points
GMP Good Manufacturing Practices
SSOP Sanitation Standard Operating Procedures
BSCI Business Social Compliance Initiative
EU European Union
NOP National Organic Program
USDA United States Department of Agriculture
JAS Japanese Agricultural Standards System
ICS Integrated Cargo System
CPI Consumer Price Index
VCCI Vietnam Chamber of Commerce and Industry
UK United Kingdom
QSRs Quick-service restaurants
LDCs Less developed countries
GMO Genetically modified food
PR Public relations
APCC Asia-Pacific Coconut Association
CAGR Compounded Annual Growth rate
ADS Advertising

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LIST OF TABLES
Table 1. Potential market analysis ....................................................................................................... 9

Table 2. Spending structure of Australian households before the COVID-19 pandemic .................. 12
Table 3. Cross SWOT model of Betrimex company when exporting to Australia ........................... 17
Table 4. Analysis of the Australian Hofstede model in 2018 ............................................................ 20
Table 5. Some products of Cocoxim and potential competitors ........................................................ 22
Table 6. Criteria in market segment ................................................................................................... 33
Table 7. Prices Of Competitor's Products .......................................................................................... 47
Table 8. Control Method Table .......................................................................................................... 60
Table 9. Estimated Cost For The First Year ......................................................................................... i

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LIST OF PICTURES
Figure 1. Betrimex brand logo ............................................................................................................. 2

Figure 2. Vietnam's drinking and bottled water export potential to Australia ................................... 13
Figure 3.Global Packaged Coconut Water Market ............................................................................ 14
Figure 4. Organization structure of Betrimex .................................................................................... 15
Figure 5. Warehouse of Betrimex ...................................................................................................... 16
Figure 6. Elements of the Hofstede model ......................................................................................... 19
Figure 7. Australia's Hofstede Model 2018 ....................................................................................... 19
Figure 8.Betrimex's 5 Forces model scale for exports of Cocoxim ................................................... 26
Figure 9. Key External Drivers 2013 - 2026 ...................................................................................... 31
Figure 10. Illustration of the positioning chart .................................................................................. 37
Figure 11. The positioning chart of Betrimex .................................................................................... 39
Figure 12. Original Coconut Water.................................................................................................... 42
Figure 13. Organic Coconut Water .................................................................................................... 42
Figure 14. Coconut Water With Lotus Seed ...................................................................................... 43
Figure 15. Young Pineapple Coconut Water ..................................................................................... 43
Figure 16. Organic Coconut Water With Pineapple Juice ................................................................. 43
Figure 17. Coconut Water With Citrus Juice .................................................................................... 44
Figure 18. Isotonic drink from fresh coconut water Acai Berry flavor ............................................. 44
Figure 19. Isotonic drink from fresh coconut water........................................................................... 44
Figure 20. Market share of Supermarket and Grocery Stores in Australia ........................................ 50
Figure 21. Template For Running Ads .............................................................................................. 54
Figure 22. Timeline ............................................................................................................................ 58

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ABSTRACT
Among Betrimex products, the main export products are coconut water, coconut milk and virgin
coconut milk. Although exporting to many countries with high and stable export volume compared
to other Vietnamese beverage exporters, Betrimex's products have not yet created a foothold,
reputation and brand in the hearts of consumers abroad. Therefore, in order to successfully penetrate
the international market, it is necessary to have a plan to carry out overseas communication for
Betrimex, to help focus on building the brand and towards development in new markets when there
is no recognition to promote strongly exploit the market. International marketing strategy involves
formulating marketing strategy across a new country. Realizing that the Australian market is a
potential market, our team proposed "International marketing plan for Cocoxim coconut water
product to the Australian market". A number of different approaches have been taken in studying
international marketing strategy, including situational analysis, analysis of the internal environment,
analysis of the external environment, target market description, international marketing goals and
objectives, marketing program, evaluation, measurement and control.

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PREAMBLE
In the globalized business environment, it is becoming more and more common for businesses
to reach out to foreign markets. To succeed in the foreign market requires the business itself to have
thorough research and analysis to come up with an effective communication plan to penetrate and
expand into the international market. Currently, coconut water is a beverage trend of many countries
in the world and Vietnam because consumers choose products of natural origin, without preservatives.
It is estimated that the total revenue from canned coconut water in the world reaches more than 1
billion USD. Grasping demand and trends, Betrimex has launched Cocoxim canned coconut water
market with full certifications of quality and variety of flavors. This opens up opportunities for
Betrimex, especially in the context of building the Ben Tre coconut brand from Vietnam. With the
growth of the world's coconut products industry is forecasted to be up to 25%/year, our team strongly
believes in the proposed international market penetration strategy for Betrimex, specifically Australia.
A specific marketing plan will play a decisive role in the smart market penetration of Cocoxim
coconut water, rapidly increasing the brand awareness of Ben Tre products - bold Vietnamese
homeland in foreign markets. For that reason, our group decided to conduct research on the topic:
“International Marketing Plan For Cocoxim Coconut Water Product To The Australian
Market.”
The content of the plan consists of 6 chapters:
- Chapter 1: Introduction
- Chapter 2: Situation Analysis
- Chapter 3: Analysis of internal environment
- Chapter 4: Analysis of marketing environment
- Chapter 5: Marketing Strategy
- Chapter 6: Conclusion

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CHAPTER 1: INTRODUCTION
1.1. ABOUT BEN TRE IMPORT-EXPORT COMPANY (BETRIMEX)
Ben Tre Import-Export Joint Stock Company, formerly known as Ben Tre Import-Export
Company, was established in 1976 and officially equitized in 2006 with the trading name Betrimex.
The company's head office and system of factories are located in Ben Tre province, which has the
largest coconut area in the country with over 70,000 hectares, annually harvesting over 450 million
coconuts. In addition, Ben Tre is also known for its variety of specialty fruits and is especially close
to the important rice export center of the Mekong Delta region.
Currently, Betrimex has 04 branches, factories and 05 member companies, with a total of 950
employees; total assets is 512 billion VND, total charter capital is 99 billion VND; export turnover
reached 48 million USD/year; total export volume of products processed from coconut over 20,000
tons.
Betrimex is currently an official member of Vietnam Chamber of Commerce and Industry

(VCCI), Vietnam Fruit and Vegetable Association (Vinafruit) and Ben Tre Coconut Association
(BTCA).
Figure 1. Betrimex brand logo
1.2. FIELD OF ACTIVITY
- Producing, processing and trading in coconut products, processed agricultural products for export.
- Export of agricultural products.
- Producing charcoal from dried coconut shells.
- Main export markets: Asia, Europe, America & Africa.

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1.3. ACHIEVEMENT
After 40 years of construction and development, Ben Tre Import-Export Joint Stock Company
(Betrimex) has quickly affirmed its brand name in the field of processing and exporting coconut
products. There have been ups and downs, but there have also been outstanding achievements that
have contributed to enhancing the value chain of the Vietnamese coconut tree.
Creating good quality products for consumers, sharing hands with coconut farmers, and
accompanying socio-economic development are always considered the top priorities of Betrimex.
With many activities implemented, Betrimex is honored to achieve outstanding achievements and is
now a member of prestigious domestic and international organizations. Domestic achievements have
been achieved: HIGH-QUALITY VIETNAM GOODS voted by consumers in 2019, HIGH-
QUALITY VIETNAM GOODS with integration standards. TOP 10 TYPICAL BRANDES IN Asia
Pacific, SUSTAINABLE ENTERPRISES 2017 Success Factory. International achievements:
ORGANIC, HALAL, KOSHER, FSSC 22000, FDA, ISO 14001, OHSAS 18001, ORGANIC JAS.
1.4. ABOUT THE PRODUCT
Cocoxim is a brand of canned coconut water Betrimex, Ben Tre Import-Export Joint Stock
Company (Betrimex). Determined to invest to increase the value of Ben Tre coconut trees, Betrimex
invests in a production plant with the world's leading modern technological process of Tetra Pak
Group combined with a source of raw materials to ensure good quality. Coconuts are grown and cared
for in Ben Tre. Currently, Betrimex is manufacturing and distributing two main product lines: Organic
(product made from 100% pure Ben Tre coconut, using Organic ingredients and certified Organic by
the US, Europe, Australia, Japan and Korea) including Organic Coconut Water, Organic Fresh
Coconut Milk, Organic Virgin Coconut Oil; and Non-Organic (the product is made from 100% pure
Ben Tre coconut by advanced technology to help keep the full taste of Ben Tre coconut Green
Siamese pineapple juice) including:
- Original Coconut water: organic coconut water, original coconut water
- Coconut Water With Tropical Juices: coconut water with lotus seed, coconut water with
pineapple juice, coconut water with citrus juice, organic coconut water with pineapple juice.
- Coconut milk drink: coconut milk with dark chocolate, original coconut milk, coconut milk
with coffee, original coconut milk drink, unsweetened coconut milk drink.
- Isotonic drink from fresh coconut water and isotonic drink from fresh coconut water acai berry
flavor

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1.5. VISION
Determining "Business is a mission not a right", Betrimex's vision is to become the best internal
force and standing company in the coconut industry of Vietnam. Concurrency, bring added value to
farmers, partners, customers, employees, bring useful values to the social community.
1.6. MISSION
➢ For environment
Betrimex is committed to adopting new farming methods and modern, friendly, natural production
systems to improve the ecosystem.
➢ For partners
Betrimex always strives to build trust, co-operate for common development, work hard to maintain
that reputation and cooperation.
➢ For farmers
Betrimex always sees farmers as companions. Therefore, Betrimex is committed to implementing

many policies to ensure the benefits of coconut farmers to jointly explore the potential and increase
the value for the people.
➢ For customers
Betrimex always pays attention to and aims to bring consumers quality and healthy products.
1.7. ORIENTED DEVELOPMENT
As the first and leading producer of coconut products in Vietnam, Betrimex is making every
effort to meet the needs of the domestic market, perform well in overseas distribution and affirm its
position in the international arena. In addition to the business goals, Betrimex is aiming for sustainable
development, committed to applying new farming methods, modern production, and environmental
friendliness to improve the ecosystem: using recycled packaging and an Efficient wastewater
treatment system.

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CHAPTER 2: SITUATION ANALYSIS
2.1. MARKET ANALYSIS IN VIETNAM AND THE WORLD
2.1.1. The Situation Of Coconut Water Production In Vietnam
Vietnam's coconut area is only 4% of the coconut area of Indonesia and the Philippines, 8% of
the coconut area of India, 40% of the coconut area of Sri Lanka. However, the average coconut yield
of Vietnam reached 9,863 fruits/ha/year, equivalent to 1.9 tons of copra/ha, higher than the average
level of countries in the Asia-Pacific Coconut Association (APCC) only reached 0.9 tons of copra/ha,
Philippines, Indonesia (0.85 tons), India (1.1 tons).
Vietnam at its peak had about 400 thousand hectares of coconut, but due to inefficient
exploitation compared to other trees, it was cut down, now only 250,000 hectares remain. Recently,
Vietnam is gradually recovering, growing most in Ben Tre - about 40,000 ha, Tra Vinh 13,000 ha,
Binh Dinh 12.5 thousand ha, etc. Vietnamese coconut has strong vitality, compatibility enjoys high
market and wide application. Currently, the characteristics and contribution of cultivation with the
highest yield is in Ben Tre province. Ben Tre has biodiversity of native coconut varieties with good
yield and quality such as Ta coconut, Dua coconut, Siamese coconut, Pineapple coconut. The average
yield of selected native high coconut varieties is > 60 fruits/tree/year, and the oil content is >65%.
Some varieties of coconut drink water such as Siamese coconut, good quality, sweet (Brix level >7%),
protein content 2.32 g / 100 ml, fat 6.31 g / 100 ml. Therefore, the price of raw coconut in Ben Tre
has always been twice as high as that of Indonesia and the Philippines during the past 10 years.
According to the seminar "Improving the coconut value chain to adapt to climate change" taking
place in the morning of November 17, 2019, in Ben Tre, the province's coconut area accounts for
50% of the country's coconut area, with more than 71,000 ha, 163,000 households grow coconuts.
Coconut export has been and is a potential field for Vietnam. This key area has a total annual output
of nearly 800 million fruits, export turnover is about 200 million USD, the value of processed products
from coconut accounts for 20% of industrial production value and 25% of export value. province's
export. The recent statistics have clearly demonstrated the economic efficiency of Vietnamese
coconuts, making this fruit one of the agricultural products with high export value. In particular,
coconut products are also very popular and tend to increase in recent years. Exported coconut products
of great value such as coconut milk, virgin coconut oil, canned coconut water are produced with
modern equipment and the highest technology in Southeast Asia. Betrimex has obtained certifications
such as ORGANIC, HALAL, KOSHER, FSSC 22000, FDA, ISO 14001, OHSAS 18001, ORGANIC

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JAS, so Betrimex's Ben Tre coconut products have more than enough capacity to participate in large
and difficult markets but full of potential.
2.1.2. Overview Of The World Market And Export Prospects
According to the Asia-Pacific Coconut Association, and the United Nations Food and
Agriculture Organization, coconut trees are grown in over 90 tropical countries of which the coconut
area of the Asia-Pacific countries accounts for 85.7%, Americas 7.9%, Australia 3.4% in 2019. The
top three producers in the world - Indonesia, Philippines, and India - account for three-quarters of
global production. Global sales of coconut water increased from 363.78 million liters in 2013 to
865.71 million liters in 2017, at a CAGR of 24.20%. In 2017, the global coconut water market was
led by the United States. Europe is the second-largest market in the region. In 2017, the global coconut
water market was valued at around US$2.2 billion and is forecast to reach a value of US$8.3 billion
by 2023.
a) Demand for coconuts to 2025
World demand for coconut water is forecasted to increase over the years. The Statista report
has shown that global consumption of coconut water reached 3.9 billion liters last year and will grow
at a rate of 25.4% through 2019. In which, the US is the consuming country. Largest canned coconut
water in the world. Coconut water sales in the US reached 778 million USD in 2015 and are expected
to increase further in the coming years, estimated at nearly 2 billion USD in 2019. In addition, France,
Japan and Canada also markets significant coconut water consumption, with sales estimated at $500
million by 2019.
According to the Ben Tre Coconut Association, which synthesizes information from forecasting
centers around the world, the increase in demand for coconut products worldwide by 2025 is as
follows:
Coconut milk increased by 15%, of which organic coconut milk increased by 8.5%. Coconut
jelly increased by 5.6%. Coconut flour increased by 6.6%. Coconut ice cream increased by 36%.
Coconut water increased by 25%. Virgin coconut oil increased by 21%. An average increase of over
10%.
The high increase is due to changing consumer preferences and accepting the trend of
consuming healthy, natural, low-calorie vegan foods with high nutritional value and reduced
cardiovascular risk.
b) Prospects

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Through the above information, we see: Total supply is lower than the total demand for
coconuts; Demand increased by 10%, while supply increased by less than 1% and the gap widened.
Vietnam's coconut market share is less than 1%, so if the export volume in the future increases, it will
not have a big impact on the supply level. Competitors except for the Philippines with potential
market advantages and experience in the business. The rest of the coconut-producing countries,
compared to Vietnam, are almost equivalent. With advantages in terms of farming conditions,
production, and application-level of technical advances, Vietnam has many advantages. (Hiệp Hội
Dừa Bến Tre, 2018)
2.2. REASONS FOR CHOOSING TO PENETRATE THE AUSTRALIAN MARKET
2.2.1. Market The Company Has Not Penetrated But Has The Ability To Export
The Company's main export markets include the US, Korea, Japan, and China. Among
Betrimex products, the main export products are coconut water, coconut milk and virgin coconut
milk. Although exporting to many countries with high and stable export volume compared to other
Vietnamese beverage exporters, Betrimex's products have not yet created a foothold, reputation and
brand in the hearts of consumers abroad. Therefore, in order to successfully penetrate the international
market. It is necessary to have a plan to carry out overseas communication for Betrimex, to help focus
on building the brand and towards development in new markets when there is no recognition to
promote strongly exploit the market.
Although coconut water can be consumed directly from young green coconuts without further
processing, this consumption is negligible in Europe. Most of the coconut water on the European
market is processed and packaged. In contrast, consumption of young coconuts accounts for the
largest share of consumption in coconut-growing countries. In the long term, the coconut water
market in Europe is expected to grow steadily. This growth can be driven by changes in the way
European consumers consume. This is particularly relevant to the popularity of plant-based and
functional drinks. Also, consumers in the beverage industry are finding new/creative and healthier
solutions with coconut water as one of the key ingredients. The UK, France, Spain, Germany, Italy
and the Netherlands create opportunities for suppliers in developing countries. Currently, Betrimex
has not penetrated these national markets but has high export potential.
Australia is a country with dramatically demanding coconuts, but the number of old coconut
trees is decreasing, so the country is actively importing coconut products. In addition, the researchers
suggest that northern Australia should try to develop the local coconut industry. Australians, like
many people in Europe are very fond of coconuts and coconut products. (Hiệp Hội Dừa Tỉnh Bến

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Tre, 2020). Here Betrimex has not officially entered the market, although the product is present in
some markets of the Vietnamese community in Australia but has not been officially exported in this
country. Australia is also seen as a promising market for nipa products (Hiệp Hội Dừa Tỉnh Bến Tre,
2017).
2.2.2. Potential Markets And Main Areas Of Activity Of The Company
The UK is the largest importer and consumer of coconut water in Europe peaking at over 25
million liters in 2016. The UK market presents specific opportunities for suppliers of certified
products by Fairtrade, as the country is the largest market for Fairtrade products in Europe. Currently,
an estimated 5,000 Fairtrade certified products are on sale in the UK.
Germany was the first country to introduce packaged organic coconut water to the market, as
early as 2002. However, the German market is not growing as fast as in the UK. Currently, the
consumption rate is increasing and it is likely that Germany will enter the top 3 countries consuming
the most coconut water in Europe in the next 3-5 years. The annual consumption of coconut water in
Germany is estimated at 6-8 million liters. Germany is a particularly attractive market for organic
coconut water, as it is Europe's largest organic food market (Sở Công Thương Bến Tre, 2021).
Australia is a very popular market for coconut products. The Australian Bureau of Statistics
said that Australia is now importing more coconuts than before. In the past year, Australia has used
about $35 million to buy coconut oil, it's tripled over the past decade. Besides, the import of fresh
coconut and dried coconut is increasing. The Australian market offers opportunities for foreign
suppliers due to their high dependence on imported goods for production and consumption. The
Australian market is relatively open to foreign suppliers with no import quotas applied and most
import duties at 5% (the general tax rate) and 0% for LDCs. Under the Free Trade Area Agreement
between ASEAN and Australia and New Zealand (AANZFTA), about 96% of Australia's tariffs will
be eliminated in 2010, the rest will be implemented in 2020 on imported goods from ASEAN
countries, including Vietnam.
However, the Australian market is a challenging market for foreign suppliers. Most Australian
importers order in small quantities but expect to be offered lower prices both in the US and most
European countries. In addition, Australian importers demand strict delivery deadlines and set
relatively high standards. Most Australian customers are concerned about “value for money”
especially in terms of quality. Australian importers expect to be offered competitive prices, small
quantities, stable quality, and on-time delivery.

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Table 1. Potential market analysis
(Việt Nam Export, n.d.)
Market Geographical Market Characteristics And

Logistic Costs
Distance Company Capacity
UK Great distance High cost, -The UK is the largest importer and

complicated consumer of coconut water in Europe
process peaking at over 25 million liters in
2016. The UK market presents
specific opportunities for suppliers of
Fairtrade certified products.
- Difficult markets.
-Prefer healthy drinks, especially

organic.
- Great level of competition.
Germany Long-distance High cost, -Difficult markets.

complicated -Prefer healthy drinks.
process
-The competition in the domestic
industry is fierce.
Australia close distance Relative cost, -Difficult markets.

preferential tariff -Prefer healthy drinks.
-There is much export support

between the two countries.
-Trade relations between the two

countries.
➢ So Betrimex can choose to penetrate Australia market

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2.3. MARKET ANALYSIS IN AUSTRALIA
Australia's population by 2020 is estimated at 25,499 million people according to United

Nations figures. The median age in Australia is 37.9 years old in 2020, having increased by 3 years
over the past two decades (up from 35 years in 1998). The population is aging and growing at a rate
of 1.18%.
According to the latest data provided by the World Bank, the proportion of the population under
the age of 15 is 19.2% and decreases year by year, while the proportion of the population over 65
years old continues to increase to 15.9%. The proportion of households is decreasing and shrinking.
According to the Australian Institute of Family Studies, households consist of an average of 2.6
people. About 24.4% of households have only one person and 71.3% are households (Goglobal,
2020).
2.3.1. Market Demand
Demand for coconuts in Australia is booming, but the number of old coconut trees is increasing,
which has threatened and reduced the supply of coconut in the world. The researchers suggest that
northern Australia should try to develop a local coconut industry. Australians is the same as many
people in the west are very fond of coconuts and coconut products.
Australians have long favored desiccated coconut fibers in the pastries of local residents. Today,
more health-conscious consumers are increasingly preferring high-value-added coconut products
such as virgin coconut water and coconut oil. Australia can grow coconuts in the North of the country
but the production of coconut fruit is not the balance of trade and the harvesting of coconut fruit from
ornamental coconut trees. In parks, coconut trees along the coast and in gardens are also restricted.
Australia is a potential export market, however, in addition to the strong products of Vietnam's
industry, there are still untapped opportunities. Of which, only 38% of new beverage products are
available, including products similar to bottled coconut water.
2.3.2. Market Trend
The increasing shift of consumers from carbonated drinks to healthier drinks due to the high
prevalence of many lifestyle disorders, such as obesity, diabetes, cardiovascular disease, etc, is mainly
promoting the coconut water market across Australia. Furthermore, increasing consumer awareness
towards the many health benefits of coconut water in terms of improving digestive function, reducing
hypertension and maintaining hydration levels is continuing to drive growth in the market. Besides,
the widespread availability of coconut water in portable packaging solutions, such as sachets and tetra
bottles, for on-the-go consumption also increases product demand. In addition, the prevailing
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vegetarian trend has led to the growing popularity of plant-based beverages, such as coconut water.
In addition, a number of suppliers across Australia are offering innovative product variations with
multiple flavors, such as ginger, vanilla, lemon, guava, etc, to cater to other tastes and preferences
each other by consumers. Besides, the significant growth in the field of energy drinks and sports is
also driving the demand for coconut water based on the high presence of natural electrolytes. In
addition, an increasing number of QSRs and cafes are promoting the use of coconut water blends and
concentrate on many innovative dishes. In the coming years, the growing demand for clean and
organic coconut water with hypoallergenic, GMO and preservative-free content will continue to drive
market growth across Australia (Imarcgroup, n.d.).
Although people's income is increasing, the level of consumers is quite high, purchasing
decisions in Australia are often made with analysis of the fit between price and product benefits.
Indeed, price is an important determinant, but the quality, the image the product presents, its
authenticity and popularity do matter. Australian shopping venues vary widely, from department
stores or supermarkets to small retail stores. On average, prices tend to rise with demand for quality
products. Australians often use the internet to make purchases and often buy from retail websites. The
market share of e-commerce is growing. Because domestic production is not enough to meet domestic
consumption, consumers are used to buying import products. In general, the proven sources are Asia,
North America and Europe.
According to a survey by McKinsey & Company, since the beginning of the COVID-19 crisis,
Australian consumers have always been concerned about product quality, traceability, safety in
transactions and clearly show caution. more important than American or Chinese consumers. In the
pre-COVID-19 period, Australian consumers were more focused on just-in-time, convenience-
oriented behaviors and online shopping preferences, which means they quickly decided to buy as
soon as they arrived. However, at present, there is a reversal in direction, consumers are attracted to
more planned shopping behaviors, a balance between many better places as described above.
The factors that drive consumer loyalty to a brand are quality (especially consumers focusing
on Australian and healthier brands), price (consumers intend to buy more of the product when the
promotion or cheaper price) and the quality of after-sale service. Older consumers are more loyal than
younger consumers and faced with a negative shopping experience, almost half of the consumers said
they were willing to stop buying the brand. Social media is useful for learning about products
(especially thanks to consumer reviews) but also for discovering new products and changing their
buying habits. Protecting their information is often an important issue for Australians.
The trend of consuming natural and organic products is increasing:

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Table 2. Spending structure of Australian households before the COVID-19 pandemic
Sector Proportion
Housing, water, electricity, gas and other fuels 22.9%
Other goods and services 15.5%
Transport 10.4%
Entertainment 10.1%
Food and non-alcoholic beverages 9.4%
Restaurant, hotel 6.7%
Health 6.4%
Education 4.8%
Furniture, household appliances and routine home 4.6%

maintenance
Alcoholic beverages, tobacco, stimulants 3.6%
Clothes and shoes 3.6%
Post and Telecommunication 2.1%
➢ The table shows that Australians are interested in non-alcoholic beverages and health products
(Goglobal, 2020).
2.3.3. Market Growth
Australia is a potential export market, however, in addition to the strong products of Vietnam's
industry, there are still untapped opportunities. Of which, only 38% of new beverage products are
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available, including products similar to bottled coconut water. The Australian Bureau of Statistics
said: Australia is now importing more border gates than before. In the past year, Australia has used
about $35 million to buy coconut oil, a figure that has tripled over the past decade. All fresh coconuts
and coconut products sold in Australia are sourced from coconut-producing countries around the
world.
Figure 2. Vietnam's drinking and bottled water export potential to Australia
Source: Export Potential Map (Export Potential , n.d.)
According to market analysis from Data Bright's research, packaged coconut water is expected
to gain market growth in the forecast period of 2021 to 2028. Data Bridge Market Research analyses
that the market is growing with the CAGR of 8.00% in the forecast period of 2021 to 2028
(International Trade Administration, 2021). The growth in popularity of organic beverages among
the population across the globe is escalating the growth of packaged coconut water. Asia-Pacific
(including Australia) is the region with high consumption, the large production of coconut in the
developing countries such as India, Indonesia and Philippines, presence of leading manufacturers,
availability of coconut water in varied flavors, rapid urbanization and rise in health consciousness
among people.
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Figure 3.Global Packaged Coconut Water Market
Source: (Data Bridge Market Research, 2020)
The rise in awareness regarding the benefits of consuming coconut water and the change in
consumer’s preference towards natural and healthy drinks act as the major factors driving the
packaged coconut water. Packaged coconut water is much more convenient to carry than an actual
whole coconut which increases the product’s demand. Additionally, the increase in health concerns
among the population, rapid urbanization and the high consumption of ready-to-go products
positively affect the packaged coconut water market. Furthermore, the need for variety in flavors and
enhancement of product’s packaging and appearance extend profitable opportunities to the market
players in the forecast period of 2021 to 2028.
On the other hand, concerns regarding electrolyte imbalance and high sugar content are factors
expected to obstruct the market growth. Environmental concerns regarding the packaging material of
the product is projected to challenge the packaged coconut water market in the forecast period of
2021-2028.
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CHAPTER 3: ANALYSIS OF INTERNAL ENVIRONMENT
3.1. ORGANIZATIONAL STRUCTURE
Betrimex's organizational chart is presented professionally and scientifically. Parts that both
work independently and closely together create a robust and robust BETRIMEX.
Figure 4. Organization structure of Betrimex
Source: Betrimex (Betrimex, 2021)
3.2. POWER
3.2.1. Financial Strength
Strong capital resources - Betrimex and TTC Group have decided to invest in a canned coconut
water factory with a 330ml filling line with a total capital of USD 22 million in 2015 in phase 1. Not
stopping there, Betrimex also constantly improves and diversifies product categories based on market
information about the needs of global customers.
3.2.2. Material Resources
Aiming to become a leader in the exporting based-coconut products, Betrimex has invested
heavily in factories and technologies that meet international quality standards.
❖ 4 Processing line & technology with advanced and modern equipment:
- Production line of coconut water: Using Tetra Pak Group's world-leading production line (Sweden)
and direct UHT sterilization technology.
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- Production line of coconut milk: same as coconut water production line
- Production line of desiccated coconut: There are 2 production drylines to make desiccated coconut:
Capacity of line 1: 600 – 650 kg/hour Capacity of line 2: 750 – 900 kg/hour The production process
in the factory is strictly controlled and follows the hygiene and food safety standard
- Production line of coconut milk for cooking: The line combines technology between Tetra Pak and
Muninmax to produce a product line of canned or canned coconut milk Tetra Pak.
❖ Currently, Betrimex has built a complete system with 5 factories and 1 company.
❖ Warehouse: Logistics system with a total area of 10,000 m2, meeting international standards such
as: HACCP, GMP, SSOP. Shelves area is about 5,000 m2 with the number of shelves is more than
4,000 pallets. Capacity: 3 million liters of final products.
Figure 5. Warehouse of Betrimex
Source: Betrimex (Betrimimex, n.d.)
3.2.3. Human
With the goal of bringing the best working environment for employees, Betrimex have applied
the BSCI and strictly implemented the international labor standards, protecting the rights of workers.
Betrimex is honored to receive BSCI Certificate and is considered one of the most Labor Attractive
Places in the Mekong Delta with 1000 professional, enthusiastic staff and a large number of skilled
workers.
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3.3. SWOT ANALYSIS
Table 3. Cross SWOT model of Betrimex company when exporting to Australia
Strength (S) Weakness (W)
-Export experience -Risk of raw material supply

not meeting demand.
-Product quality is high
-The product has difficulty
-Wide distribution network
when it has not changed the
-Invest in modern equipment
habit of using fresh coconut
and high-quality technology.
for consumers.
-Natural fuel source, quality,
-Building and establishing a
international standard.
distribution channel can be
-Coconut water products are challenging.
diverse, suitable for many
-Brand awareness is still quite
customer files.
low in foreign countries.
Opportunity (O) (S-O) (W-O)
-Cultivation industry and -Survey research habits, tastes, -Implement a market

domestic product tastes of users in Australia to penetration strategy, deploy
development develop and have appropriate marketing online business channels,
have great potential. strategies for this new market. combine with a well-branded
the delivery application to

-Australia is a large, -Take advantage of
potential target market with opportunities and inherent enhance the brand, and have
stable political indicators. strengths of the micro and macro many incentives to attract
environment to penetrate new customers.
-High demand for the
markets. -Looking for new sources of
product in the target market
coconut of equal or higher
-Australia has difficulty in
quality to meet the strong
supplying products.
demand in the future.
-Enjoy preferential tariffs.
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-Building a good image,

increasing distribution density
to meet the demand for
coconut water of the
Australian people, as well as
increasing awareness for
customers.
Threat (T) (S-T) (W-T)
-The rigor in Australia's -Perfectly ensure all aspects of -Perfectly ensure all aspects of
import and export policy. product quality, packaging, product quality, packaging,
-Technology potential in labeling, to satisfy the strict labeling, to satisfy the strict
requirements of Australia's requirements of Australia's
Australia.
import policy. import policy.
-The market is increasingly
-Deploy more drinks and -Deploy more drinks and
competitive.
products to suit the needs and products to suit the needs and
-Alternative products
tastes of customers. tastes of customers.
-Acquire and improve -Acquire and improve

production technology production technology
continues to improve continues to improve
productivity and quality, not to productivity and quality, not
lag behind compared to to be lag behind compared to
domestic Australian domestic Australian
competitors and competitors competitors and competitors
from other countries. from other countries
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CHAPTER 4: ANALYSIS OF MARKETING ENVIRONMENT
4.1. HOFSTEDE'S MODEL
Hofstede's multi-cultural theory is considered as the framework for multinational

communication. Using factor analysis, the Hofstede model describes the influence of sociocultural
culture on members of a society and how these values relate to their behaviour.
Figure 6. Elements of the Hofstede model
Figure 7. Australia's Hofstede Model 2018
Source: User Feedback in the App Store: A Cross-Cultural Study (2018)
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Table 4. Analysis of the Australian Hofstede model in 2018
Cultural dimension Level Characteristics Suggest
Power distance Medium -Equal superiors and -Use team power

subordinates -Many people make the same
-Decentralization is decision
not too strong
Individualism and Individualis -Respect time and - Respect the results

collectivism m: High freedom needs -Don't ask for a lot of personal
- Respect privacy information.
-Encourage debate and

expression of personal ideas.
Men's Rights and Masculinity: Assertiveness is the Plan for career direction,
Women's Rights Cao most dominant trait, development must be clear
does not accept
ambiguity
Get away from risk Medium -Flexible business Don't impose unnecessary
attitude rules.
-Worrying about long-

term plans more than
day-to-day happenings
- Accept change and

risk
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Long-term and Low (focus -Do not overestimate Change as needed

medium-term on cultural and traditional
orientation medium/shor values in recruiting
t term) and working
-Focus on achieving
quick results
Self- High (self- -Positive attitude,

satisfaction/restraint satisfied) optimistic tendency
-Value leisure time
-Act according to
personal will
Hofstede's model of cultural dimensions is useful in helping to recognize the many cultural
differences that existed as the company began to go international. It can be seen that the power
distance situation in Australia is relatively low. A low power distance implies that power in Australia
is spread out to all rather than just a few groups. This also indicates that there is good equality between
all levels of society, including governments and organisations. This orientation also has cooperative
interaction between power levels and creates a more stable cultural environment. With regard to risk
avoidance, this rate is also relatively low with a family-centered culture and a stable society. It can
also be seen that Australians don't like uncertainty, they want stability for their members, they strive
for consensus, follow a lot of rules and are more prone to stress and anxiety. It can also be witnessed
that there was a high degree of personalization. The level of masculinity/feminism seems to be
balanced as both sexes share economic equality, business and ethics. In terms of direction, both long-
term and short-term can be seen as Australia is the product of a unique blend of age-old traditions
and new influences. Overall, this shows that Australia has come a long way from where it once stood
and has improved many issues and areas towards a strong, solid and culturally promising future.
4.2. FIVE - FORCES MODEL
4.2.1. Competitor
❖ Competitive situation with businesses in the industry
- The main competitors of coconut water suppliers are coconut processors from Southeast
Asian countries, followed by Brazil. However, industry sources estimate that the top suppliers by
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volume are the Philippines, Indonesia. Other important suppliers include Sri Lanka, Vietnam and
Brazil.
- Direct competitors: Domestic competitors such as: Datafa, Vinut. International competitors
such as: Kara Coco (Indonesia), Aqua Coco (Philippines), Vita (Brazil)
❖ Betrimex's competitive advantage compared to competitors in the industry
- The company has actively researched and selected key products for investment, applying
modern science and technology to the production process in order to meet international quality
standards.
- With more than 40 years of experience, Betrimex has invested in the world's most modern
production technology, Tetra Pak (Sweden) in the production of canned coconut water and coconut
milk. This is a 100% automatic technology, environmentally friendly, ensuring the quality of products
made can meet the most demanding requirements of foreign markets.
- The company uses direct UHT sterilization production technology, which is able to retain the
pure taste of coconut, overcoming the disadvantages of cooking products of indirect UHT method.
- In addition to investing in modern production technology, Betrimex also develops organic

material areas in Ben Tre that are certified Organic (EU and USDA-NOP) & JAS (Japan).
- In addition to business goals, the company must develop the local economy, improve the lives
of farmers - who have accompanied to create quality coconuts: Farmers who sign the cooperation
agreement will receive material support. Cultivation, training on organic farming techniques to ensure
the sustainable development of coconut gardens, output consumption and purchasing coconuts from
the garden. After a year of implementation, it has attracted 1,600 farmer households with 1,500ha of
area for an output of 14,400,000 coconuts a year.
4.2.2. Enterprises Preparing To Enter The Market
Table 5. Some products of Cocoxim and potential competitors
BRAND COCOXIM VIETCOCO UFC OBRIGADO
NATION Vietnam Vietnam Thailand Brazil
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PRODUCT - Original Coconut water: -Fresh coconut - 100% fresh - Pure

organic coconut water, water: coconut water coconut water
original coconut water Premium (100% pure).
-Fresh
Organic fresh
- Coconut Water With coconut water -Fresh
coconut water,
Tropical Juices: coconut with coconut water
fresh coconut
water with lotus seed, watermelon with mango
water with
coconut water with flavor. and cherry
salted lemon
pineapple juice, coconut flavors
-Fresh
flavor, fresh
water with citrus juice, coconut water -Fresh
coconut water
organic coconut water with with lemon coconut milk
with
pineapple juice. flavor.
watermelon
- Coconut milk drink:
flavor, fresh -Fresh
coconut milk with dark
coconut water coconut water
chocolate, original coconut with matcha
-Coconut milk:
milk, coconut milk with green tea
Premium
coffee, original coconut flavor
Organic
milk drink, unsweetened
Coconut Milk,
coconut milk drink.
Chocolate
- Isotonic drink from fresh
Coconut Milk,
coconut water and isotonic
Coconut Milk
drink from fresh coconut
water acai berry flavor
4.2.2.1. Technology
Cocoxim and Vietcoco both use paper box coconut water production lines using UHT direct
sterilization technology of Tetra Pak - the world's leading corporation in technological solutions for
food and packaging. The application of the most advanced technology to production will contribute
to promoting and enhancing sales opportunities in difficult markets around the world, when
Vietnamese products are "standard" and "quality" to put them on par with similar products from other
countries”. UFC Thailand and Obrigado Brazil invested in modern factories, advanced production
lines, and achieved many high standards in the world.
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4.2.2.2. Investment
- Local brands can start small. However, the cost of initial investment, marketing and recruiting
high-quality labor is also very high.
- For current potential foreign enterprises such as Thailand, Vietnam, Brazil, Malaysia, etc.
already have production bases and wish to expand the market. Specifically, Australia through
methods of entering foreign markets, investment costs will also be somewhat reduced, especially
through exports. Currently, Australia participates in many international trade agreements such as the
CPTPP, making it even more convenient for member countries to export goods.
4.2.2.3. Material source
Vietnam is in the top 6 coconut producing countries in the world, behind Indonesia, Philippines,
India, Brazil and Sri Lanka. In Vietnam, coconut is ranked fourth in production in perennial industrial
crops, especially in the Mekong Delta: Ben Tre (over 72,000 ha), Tra Vinh (nearly 20,000 ha), Tien
Giang (over 14,000 ha), Vinh Long (over 7,000 ha).
Currently, Vietnam in particular, canned coconut water has also become a popular trend among
consumers. Companies competing for raw materials for production is inevitable, but due to nature's
favor with high coconut production, the competition for fresh coconut materials among companies in
the same industry is relatively low. Especially Cocoxim, thanks to the project to develop 10,000
hectares of Organic coconut gardens and have good support policies for farmers, the assurance of raw
materials is increased.
4.2.3. Alternative Products
Currently, in the Australian market, there are products that promote health, so products with
similar features to Cocoxim coconut water are very popular. These products come from large
companies/enterprises, so the prices are also very competitive. The direct competitors of coconut
water are rehydration sports drinks. While they can be described as more artificial, they can be made
in more custom ways to fit the specific needs of athletes. For example, coconut water is an effective
post-exercise rehydration solution and sports drinks can be created to benefit athletes before and
during workouts. Besides, plant drinks around the world are becoming more popular, including birch
juice, aloe vera juice. cactus water, maple water and watermelon juice. However, these bouncy drinks
do not have a significant presence in the European market.
It is precisely because these alternative beverage products are not yet present in the European
market, creating a great opportunity as well as a challenge for Betrimex. The opportunity here shows
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an open market, a great potential for Betrimex to export Cocoxim coconut water. The challenge here
comes from competing businesses once they exploit this fertile market pie. Tetra Pak technology is
increasingly being accepted and used by many businesses. They will probably research to find new
products with features like Cocoxim coconut water or even more.
4.2.4. Customers
In 2018, 200,000 Australians changed from being overweight to being at a healthy weight with
the best results aged 18-24. Sugar intake will be restricted in children and adults in the coming years.
Fresh coconut water is suitable for people of all ages and genders due to the need to use soft drinks
or low-sugar milk derived from fruits: it is also suitable for all subjects with different spending levels.
The price is not too high and stable.
Australians tend to choose modern grocery retailers over traditional retailers due to a wider
range of products. Furthermore, the size of these modern grocery retailers allows them to offer better
prices, further encouraging consumers to choose this channel.
So, the number of potential customers using Betrimex's coconut water products is very large.
Australians have high incomes, so they can be willing to pay for products that tend to be healthy and
mostly less price sensitive. Besides, the price competition from other businesses' products is huge.
Betrimex needs to make every effort to affirm the quality, use and specificity of the product at the
same time, optimize the production process and use cost effectively to bring quality and competitively
priced products to consumers.
4.2.5. Supplier
Cocoxim has 2 main material areas: Ben Tre coconut area and Organic coconut material area
❖ Ben Tre Coconut Land
- Vietnam is the sixth largest coconut growing country in the world, with more than 1.3 million
tons of coconuts produced each year. According to the Department of Horticulture. Coconut growing
area in Vietnam is about 175,000 hectares, of which, Ben Tre is the province that accounts for nearly
half of the total coconut area in the country.
- Ben Tre owns the largest coconut growing area in the country, over 70,000 hectares, leading
in production with over 600 million fruits / year and take 40% of the total coconut production in the
country.
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- Although coconut trees have high economic value and are the source of life for about 40% of
the population of Ben Tre, with Betrimex, farmers can buy and sell at the best price, helping to
stabilize the raw material area farmers are assured of production.
❖ Organic Plantation For Farmers
- 10,000 ha organic coconut plantation for farmers
- Organic farming: Do not use chemical fertilizers, do not use chemical pesticides, do not graze
livestock and do not fish in the coconut garden. organic/organic fertilizers. Killing pests by natural
methods, coconut soil is converted organically for 2-3 years according to American and European
organic standards. Coconuts are purchased when they are old enough, transported and produced in a
closed manner to ensure quality.
- Accompanying with farmers: Organizing training on organic farming techniques with experts,
consulting and guiding the selection of agricultural materials according to Organic standards. The
price of buying coconut Organic is higher than the price of regular coconut and the output is spent.
- Checking throughout the process: ICS department - Internal inspector (trained and certified
by Control Union) regularly conducts inspections of coconut farmers' farms with a minimum
frequency of 1 time / month to ensure the quality and productivity of coconut gardens.
4.2.6. Five-Forces Model
Total score: 17 indicates a high level of competition.
Figure 8. Betrimex's 5 Forces model scale for exports of Cocoxim
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4.3. MODEL PEST
Macro-environment analysis in which "P" represents the Political situation (Political), "E" is
economic (Economic), "S" is for society (Social) and "T" is technology (Technology ).
4.3.1. Politics
The level of ownership risk when doing business in Australia is at Category 1, indicating that
this risk is relatively low, or that the assets of foreign investors in Australia are relatively safe about
them. Australia is also one of the countries in category 1, Australia's transfer risk is at a safe level,
foreign businesses face few barriers to transferring money out of the host country, which is an
advantage for Australia in attracting foreign investors and seek foreign partners.
Australia is in the top 20 countries with a high political stability index with 1.09 points.
Australia is a country with a strong and stable political situation, with little political unrest or
terrorism; or the government is unlikely to be overthrown by political riots. For foreign investors or
partner customers, political stability can be considered a prerequisite for making market entry
decisions.
-The friendship and cooperation relationship between Vietnam and Australia has been
increasingly consolidated and developed, especially since the establishment of a comprehensive
partnership in September 2009 and was upgraded to a strategic partnership schedule in March 2018.
-Working closely in regional and international forums, including ASEAN and ASEAN-led
mechanisms, the United Nations, APEC, and ASEM, to support an open, inclusive, and equitable
multilateral trading system equal and based on rules; coordinate the implementation of the CPTPP
Agreement.
- Reduce and move towards removal of trade barriers.
- Australia is a country with a strong and stable political situation, with little political unrest or
terrorism, with a political risk index of 1/7 (Source: Credendo)
4.3.2.Economic
-The Australian economy is a prosperous market economy, developed according to the Western
economic model, dominated by the service industry (accounting for 68% of GDP), followed by
agriculture and mining (accounting for 29.9% GDP)
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-As of 2020, Australia is the 13th largest national economy by nominal GDP, the 18th largest
by GDP adjusted, and the 25th largest exporter of goods and the second largest importer of goods 20
worlds.
- It is estimated that the Consumer Price Index (CPI) in Australia will stand at 121.80 over a
12-month period. In the long term, Australia's consumer price index (CPI) is forecast to trend around
119.36 points in 2022 and 121.86 points in 2023.
- 7/2020, Australia's seasonally adjusted unemployment rate continued to increase to 7.5% in

July 2020 (June unemployment rate was 7.4%), with the total number of unemployed people reaching
7.5% more than 1 million people. This is the highest unemployment rate in more than 40 years
(According to Australian statistics agency ABS)
4.3.3. Technological
- The Australian Government has invested more than A$600 million in agricultural research
and development and supports the National Farmers' Federation initiative to grow agriculture into a
$100 industry billion Australian dollars by 2030. The Australian Government has sought investment
from the UK to help drive exports and agricultural innovation 4.0 in Australia.
- Australia's technology adoption and innovation is faster than many other developed countries,
so in the future Australia may apply and improve technology in coconut water if the Australian market
demand is large.
- Betrimex's technology is advanced and ensures the quality of the output product to keep the
unique flavor of coconuts, so Australians are very assured when using it.
-The environmentally friendly production process meets the Australian people's trend of
environmental protection.
4.3.4. Social
- Australians, with busy and stressful lifestyles, especially working people (accounting for a
high proportion of Australia's age-based population structure), are increasingly concerned about
health issues, the number of Australians with the increasing familiarity with vegetarian diets, light
dishes are increasingly popular. People have a better understanding of the associated health benefits
of consuming natural products, so Australian consumers prefer natural and healthy drinks over high-
calorie carbonated drinks and the availability of natural products variety of flavors like lemon, mango,
lychee, coconut, etc.
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-Rising personal disposable incomes, a growing young working class and burgeoning organized
retail and electronic commerce are some of the other factors that are expected to drive demand for
water domestic packed coconuts for many years to come.
-Australians have a hobby of sports and going to the beach, so coconut water is a suitable
beverage for these outdoor activities.
-Australia's growth rate is positive with increasing living standards and higher education levels,
so people will tend to use products that are good for their health.
-Betrimex captures consumer demand in the international market quite quickly and develops
and improves products based on market demand.
4.4. COMPETITIVE ADVANTAGE
Betrimex has rich experience for export. Investing in modern equipment, high-quality
technology and using natural fuels, the products brought to the market have extremely good quality,
safety assurance and many international certifications. Besides, Betrimex diversified and expanded
many different types of coconut water products to satisfy the needs of many customers.
Vietnam is one of the countries that are exempt from tax when importing into Australia for most
items, provided that the goods must meet the relevant rules of origin. That helps reduce a large cost
when Betrimex brings its products to this potential market.
4.5. BARRIERS TO ENTRY
4.5.1. Barriers From The Legal Environment
4.5.1.1. Features of national law
In Australia, case precedent is considered “the provincial flagship of common law”; “the
foundation of a common-law justice system”. Like other countries in the common law system -
Common Law (UK, USA, Canada, New Zealand, etc), in Australia, case law is the main and
important source, referenced when the court hears. The parties have a dispute, through their attorney.
He also uses case law to justify his lawsuit.
4.5.1.2. Objective barrier
- Policy risks: The rigors of Australia's import policy include detailed legal regulations on
product standards, packaging, labeling and very strict health and quarantine regulations which may
become a barrier to market access.
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- Other objective risks: In terms of technology, outdated technology that does not meet quality
standards will definitely make products unable to reach this demanding Australian market.
4.5.1.3. Subjective barrier
a) Internally
- Capital contributors: Because capital contribution is not only cash, foreign currency, etc. It
can also be done with other hard-to-value assets such as copyright and related rights, and intellectual
property rights, other intellectual property, it is inevitable that cases of mispricing of such assets will
be unavoidable. If not promptly adjusted accordingly, litigation will occur. In addition, there may be
risks about registration of transfer of ownership, right to use assets contributed as capital, etc.
- For employees: Some risks occur, especially in terms of working time (forcing employees to
work overtime continuously, etc), the lower salary paid in the recorded contract, is not guaranteed,
worker safety, etc.
b) Entering the contract:
- Contract disputes: The uncertainty in the formation of the contract will easily cause many
legal risks for the parties. Some of the most common cases are that the contract members do not
understand the provisions of the law, confuse basic concepts, do not meet the terms of the contract,
do not provide compliance services, compliance with the contract, not including risk reduction clauses
in the contract.
- Disputes outside the contract: Causing physical and mental harm, property of the other party.
c) State agencies
- Tax obligations: Tax arrears, tax administrative penalties, etc.
- Social insurance: Social insurance arrears, be administratively sanctioned on social insurance, etc.
- Administrative procedures.
- Environmental Protection.
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4.5.2. Barriers From The Covid 19 Pandemic
Figure 9. Key External Drivers 2013 - 2026
Source: IBISWorld.com
4.5.2.1. Real household disposable income
Real household disposable income is expected to fall in 2020-2021. This can prompt consumers
to purchase only essential goods, and opt for cheaper alternatives when purchasing household staples.
Consequently, a change in income levels can influence demand for consumption of coconut water.
4.5.2.2. Consumer sentiment index
The consumer sentiment index measures how households feel about their financial situation
and overall economic conditions. When consumer sentiment is negative, consumers are less likely to
purchase premium products ,organic produce and refreshing drinks, as these are generally more
expensive and not necessary. Consumer sentiment is expected to rise but remain negative in 2020-
2021. This may affect the purchase of Betrimex products.
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CHAPTER 5: MARKETING STRATEGY
5.1. TARGET
5.1.1. Financial Goals
-First year after launch: Increase profit margin by 5% per quarter thanks to efficiency
-Sales of products will increase by an average of 40% each year.
-Maintain a substantial research and development budget (30% per sales) to drive the product into the
future.
-Achieve two to three-digit growth in the first three years.
-We estimate that after 5 years from the product launch, it will capture 20% of the coconut water
market share, and at the same time raise the brand awareness for Betrimex in the Australian market.
5.1.2. Marketing Goals
- Increase sales and business sales
- Increase market share: Betrimex strengthens market penetration with strategies to attract new
consumers to use the product such as: giving samples of coconut water with various flavors for
customers to try, discounts when buying in bulk , applying many preferential programs through each
session, etc, combined with strong and continuous communication such as advertising on social
networking sites, participating in social campaigns, etc.
- Increase loyalty: Increase loyalty by giving consumers peace of mind about product quality, special
promotions for loyal customers such as: accumulating membership points after each purchase of
Betrimex products.
- Raise product awareness
- Establish a brand position in the industry, the market for consuming coconut water and other drinks
in Australia
5.2. STP STRATEGY
5.2.1. Market Segment
5.2.1.1. Theory
Market segmentation consists of identifying all potential customer groups that are viable for the
purposes of marketing products. International market segmentation is the process of identifying
specific segments – whether they are country groups, other businesses or individual consumer groups
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– of potential customers with homogeneous attributes across different countries, or within a single
foreign market, that are likely to exhibit similar responses to a company’s marketing mix. When
identifying market segments, marketers first seek to understand the cultural factors that exist across
marketplaces, as well as all of the other forces in the international marketing context.
A market segment is a set of businesses or a group of individual consumers with distinct

characteristics. For a market segment to be viable in the eyes of the marketing team, it must pass four
tests:
-Those within the segment should be homogenous or have similar characteristics.
-The segment must differ from other groups and the population as a whole.
-Sufficient demand must be present to make the segment financially feasible.
-Methods to reach the market must exist, both in terms of physical delivery of the item and in
terms of the marketing messages that would entice customers to make purchases.
- Criteria in market segment:
Table 6. Criteria in market segment
Criteria Consumer market segmentation variables
Geography Regions, urban and rural, plains, mountains, inland, international
Demography Age/generation, gender, income, occupation, education level, religion,

nationality, race, marital status, family size, etc.
Personal Personal characteristics Class/class in society, personality, personality, life

Characters style, concept, etc
Action Buying occasions/opportunities, benefits sought, buyer readiness, usage,

loyalty, etc
5.2.1.2. Applying theory to market segmentation for Betrimex
To better understand the coconut water consumption market in Australia, we rely on 4 main
factors: demographics, geography, lifestyle and most importantly, habits of using coconut water.
Segment 1: Passive and unaffected
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- Lifestyle and habit of drinking coconut water
+ This segment is characterized by the fact that they do not have any significant offers. They
rarely go out, don't go to bars or restaurants, clubs or just the cinema. They prefer to read a good book
instead of watching TV. These consumers are mainly found in the gray segment of the Minerva
model, as they are often not able to conclude which segment they are suitable for, and they have
difficulty finding the "value" of the Minerva model themselves in society.
+ This segment also varies greatly in regards to the amount of juice they consume. Most of them
use juice at home, daily, or almost daily, and most drink packaged and refrigerated coconut water.
This segment loves the original coconut water taste, and is loyal to the brand. They buy according to
the habits of their previous buying behavior and choose the
- Geography and Demographics:
+ This segment mainly consists of people living in larger cities, as about a third of this segment
live in the capital area and only a few live in smaller suburban towns. This segment consists of people
slightly older than 40 years and in this segment there are slightly more women than men.
Segment 2: Dynamic and impulsive
+ This segment enjoys action in their daily lives and they often go to a coffee shop, to an
entertainment center or mall, or they have an active sport hobby that they participate in during the
week. If they don't have to move, they hang out with friends and family every day to every week.
+ This segment cares about the local communities they live in, and they share a greater respect
for sustainable solutions. Consumers in this segment prefer bottled beverages to take away, as they
are often busy and do not always have time to sit and enjoy drinks on the spot.
+ Another reason takeaway juices are attractive to this segment is that walking around with a
takeaway box from a convenience store or vending machine has become a habit for consumers in this
segment. It is therefore making a statement about the convenience of having the right drink on the go.
- Geography and Demographics
+ The majority of this segment lives in larger cities. There are more women than men and they
are usually 18-39 years old.
Segment 3: Youth and self-consciousness
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+ Consumers in this segment prefer to go out and dine out rather than eat at home, so they are
the ones who frequent convenience stores, fast food shops, ect. They go to clubs walking, watching
movies, and they care a lot about music, which often leads them to concerts. They often do these
things with their family or friends, and since friends and family mean a lot to this segment, they often
have a larger entourage. The opinions of family and friends are of great value and they listen, share
and express their feelings for each other.
+ Sports and hobbies are practiced both individually and collectively, and most prefer watching
television to reading books. In this segment, they pay attention to healthy products, they focus on
passion for sports, more self-consciousness. These consumers are also considered the most traveled
segment, as they go on holiday abroad at least once per year. Usually, when traveling, they will
especially like soft drinks that help them quickly satisfy their thirst. This segment is inspiring as long
as it is trendy and therefore they are willing to try juices as long as it is cool, different and refreshing,
as this segment considers them to be the leaders.
+ There are more women represented in this segment than men and it mainly concerns the
younger generations of society.
Segment 4: Family-oriented and casual segment
+ Family and friends are the two most important things in life for this segment, and they always
evaluate and discuss everything before investing or trying something new. They spend more time at
home and spend more time in front of the computer or television than any other segment.
+ Most of this segment they often prefer products that bring health to family members more
than ever. They love juice products such as coconut water without preservatives. The trend of
choosing healthy products, taking care of health through juices every day.
+ The family group wants products that are both refreshing and healthy. They prefer simple but
high-quality products, mainly care more about health issues. They also often consult the opinions of
people around about healthy products, they are not too concerned about the price, as long as it is
quality and brings health benefits to the family, they will be ready to buy.
+ Geographically, this segment spans the entire country. In this segment, there are more women
than men, but the majority of these consumers include the young generation aged 23-45.
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5.2.2.Target Market
5.2.2.1. Theory
A target market is a segment or set of potential customers that a business selects and focuses its
marketing efforts on in order to achieve its business goals.
Requirements for target market:
- The market that the business is able to meet well
- Ensure profitable sales target
- There are prospects in the future
- Market penetration is possible
- The competitive environment is less fierce
5.2.2.2. Applying the theory to Betrimex's target market in Australia
Once all segmentation possibilities have been identified, COCOXIM needs to choose which or
how many segments to target in the media and marketing campaign. This is considered step two, or
targeting, in the STP model. Evaluation of 4 different segments shows that segments 3 and 4 will be
the most attractive to COCOXIM, although there are both similarities and differences between the
two segments. However, when segment 3 focuses on their comfortable youthfulness, they love sports,
are health conscious, the products they use must be liked by their friends and the opinions of their
friends of friends and family is just as valuable to them as using healthy products with their family.
And segment 4 focuses more on the family, they will discuss everything with each other before
making an investment decision, they also always focus on the health of family members, just the
healthy products they will be willing to buy.
From the above, and by focusing on consumer desires and differences in tastes, COCOXIM
coconut water products can focus on providing quality products for segment 4, as well as focus on
the lifestyle they support, by delivering quality products that are good for each member of the family.
The target market that Cocoxim wants to target is family customers. Since this is a target market that
often uses natural products, they focus on quality more than price. The product is suitable to become
a drink of all members that is both refreshing and good for health, with the concept of wanting to
bring Vietnamese products to every family. And for this product, the company determined that its
efforts should best focus on a single market segment, the family group. And focusing on one market
group will allow a company to invest more time, energy, and resources in a particular market, helping
to reduce ad spend and potentially reduce wasted effort across many segments.
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5.2.3. Positioning
5.2.3.1. Theory
a) Differentiation
Differentiation results from emphasizing a unique benefit or component of a product that

separates it from competitors. Differentiation notes the specific benefit or attribute that makes the
product unique when compared to competitors. This differentiation typically applies across various
target markets. When performed correctly, marketers establish a point of difference and value
proposition that applies to all markets segments, including global target markets.
b) Share of mind and share of heart
Share of mind refers to the product’s position in terms of brand awareness. A product with low
share of mind is not readily recalled when a consumer considers brands in a product category. A brand
with high share of mind will immediately come to mind when a consumer thinks about the same
category.
Share of heart focuses more on the emotional components of the consumer attitudes. These
include the ways consumers experience the product and its social context. Share of heart suggests that
relationships, emotions, and experiences are part of a product's position
c) Positioning maps
Figure 10. Illustration of the positioning chart
Source: International Marketing student book – University of Finance and Marketing
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Product attributes can be used on the axes to show differences in consumers attitudes about
multiple products. Positioning maps should be designed to identify attitudes related to a company’s
source of differentiation.
There are at least six effective methods for positioning products: (1) competitors, (2) use or
application, (3) price-quality relationship, (4) product user, (5) product class, and (6) cultural symbol.
5.2.3.2. Applying the theory to Betrimex's positioning in Australia
a) Differentiation
These points of difference are extremely important for a company like Betrimex, as there are
many competitors in the coconut product market. Betrimex with more than 40 years of experience in
the field of manufacturing coconut products. Always try to create many products with new ingredients
and flavors, diverse and different from foreign competitors. Typically products about Coconut Water
With Tropical Juices: coconut water with lotus seed, coconut water with pineapple juice, coconut
water with citrus juice, coconut water with mango juice, organic coconut water with pineapple juice.
Or coconut milk with coffee, almond coconut milk. And most recently, the company has launched
two completely unique products that are Isotonic drink from fresh coconut water and isotonic drink
from fresh coconut water acai berry flavor. This is also the first product from nature with added
mineral salts and micronutrients to help athletes, sports people, etc, recover quickly, increase
resistance every time they exercise. Thereby, we see that Betrimex not only makes a difference in
product quality but also in product scale, as the company is constantly searching and producing drinks
with different flavors and features from coconut.
b) Share of mind
As a brand from Vietnam, Betrimex orients in the minds of Australian customers that this will
be the company that provides coconut water products that are extremely diverse in taste, high quality
in each product and bring the best quality in each product freshness from coconuts hand-selected by
Vietnamese farmers. However, this can be difficult for Betrimex, as the company can easily lose
control, if communication or marketing campaigns fail to reach their audience or are misunderstood
by others. This can affect the brand's reputation and consumers may lose trust in the brand.
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c) Positioning maps
Figure 11. The positioning chart of Betrimex
5.3. MARKET PENETRATION METHOD
Exporting is the simplest way to enter the international market that Vietnam is currently
encouraging and promoting. With available export experience and abundant investment capital, Ben
Tre Betrimex Import-Export Joint Stock Company decided to penetrate the Australian market by
direct export method. Direct exporting is often considered appropriate for small-scale enterprises
pursuing the goal of conquering foreign markets.
The most basic strength of direct export is the ability to increase profits, actively participate in
the distribution process, establish direct relationships with customers and markets, thus capturing the
changes in the market dynamic and adaptive. Direct exporting if less knowledgeable or not timely
information about the world market and competitors, the risk in this form is not small.
This export method requires investment capital and experts with knowledge and experience.
However, the company can achieve high levels of profit. Regarding the organizational structure of
the company, the following methods can be selected:
- Organize a separate import-export department of the company.
- Establishing a branch or representative office in a foreign country.
- Through international trade representatives.
- Sign contracts with foreign distribution companies.

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5.4. MARKETING MIX STRATEGY
5.4.1. Product
5.4.1.1. Theory
A product consists of a bundle of attributes that provide value for exchange partners. A product
can be either a good or a service.
Product lines are groups of similar products within a particular category, whereas the product
mix refers to the total number of products that a firm carries – these products don’t have to be similar.
The main elements of packages affect international marketing programs will include packaging,
labeling, aesthetics, label requirements
International product supports include installation, maintenance, servicing and repair, providing
credit, answering questions by telephone or over the Internet, assisting businesses with inventory
management, and more general activities such as providing market information. Companies often
have to perform these activities in order to reach their target markets.
Brand equity – The unique benefits a product gains solely due its brand name create brand
equity for the company. Much of brand equity results from brand image, or the perceptions consumers
have of the brand.
Brand loyal customers seek out a specific name and often are willing to pay a higher price for
the product that what the competition charges. Brand loyal customers are less likely to switch brands
or be enticed to try other brands due to marketing tactics such as coupons, discounts, bonus packs,
and other methods. In order to maintain brand loyalty, international marketers seek to instill brand
insistence in customers.
5.4.1.2. Applying theory to Betrimex's product strategy
a) Product
* Product quality
To bring canned coconut water closer to consumers, Betrimex needs to "untangle" complex
needs: a product of completely natural origin, delicious taste, ensuring food safety and suitable for a
busy lifestyle that requires convenience. And the answer is to put naturally sourced coconut water in
pre-packed cans. The application of direct UHT sterilization technology allows to keep the taste,
nutrients and freshness of natural coconut water, without the use of preservatives and color additives.
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With the motto "Business must exist in harmony with the natural environment and become a
good enterprise", Betrimex not only invests in production lines, but also develops certified organic
material areas in Ben Tre. Organic (EU, USDA, Australia, Japan, Korea) to ensure the best quality
input materials.Betrimex is committed to applying new farming methods and modern, nature-friendly
production systems to improve the ecosystem.
For coconut farmers, Betrimex is always committed to supporting planting materials such as
fertilizers, pesticides; training on organic farming techniques to sustainably maintain coconut
gardens; output and buy coconuts in the garden. These policies are to ensure the benefits of coconut
farmers to jointly explore the potential and add value to the people.
* Product packaging design
Canned coconut water is designed by UHT sterilized technology directly, so it can retain 100%
of its pure flavor, destroy spoilage microorganisms, and bring products with safety and hygiene. High
quality food does not cause poisoning for users.
The highlight of COCOXIM canned coconut water line is not only in the quality of the product
inside, but also in the product's packaging. Products are boxed on the most modern line of Tetra Pak
(Sweden) and apply 6-layer packaging design technology, which can be recycled.
Packaging uses Tetra Pak technology, each product box is composed of 6 different layers. As a
result, it is possible to recycle to use up to 50% - 55% of pulp, saving energy and protecting the
environment.
The outer packaging will still retain the old design but will change the language and
measurement system to match the regulations of the foreign market. When products are transported
and exported to foreign markets through many different means, the packaging and product
information printed on the packaging will also be carefully checked to ensure that it is not affected
during long distance transportation.
* Feature
Betrimex's Cocoxim coconut water product is not just a normal beverage, but it also brings
many benefits to the health of users. Cocoxim meets the needs of priority and health-oriented subjects.
Contains many healthy ingredients:
-Coconut water has a special effect on beauty. Coconut water contains cytokinins, which help
fight aging. Besides, coconut water contains lauric acid that balances the pH and keeps the connective
tissue strong, while moisturizing the skin.
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-Replenish water for the body because coconut water is rich in potassium and minerals. Many
studies have confirmed coconut water to be effective when used to treat dehydration. On the other
hand, coconut water is also a natural diuretic and helps prevent urinary tract inflammation as well as
reduce the risk of kidney stones.
-Provides an abundant source of natural calcium for the body (with a capacity of 330ml can
provide 4% of the daily calcium requirement). Children who drink coconut water regularly can help
prevent rickets.
* Brand : “Cocoxim give your taste a nature taste”
b) Product list
NAME DESCRIBE PRICE PRODUCT
ORIGINAL COCONUT WATER
Figure 12. Original Coconut Water

ORIGINAL Fresh and pure coconut water 15,000
COCONUT from Ben Tre- province called as VND
WATER land of coconut - shall be
refreshing drink for your daily
life. With a natural sweetness,
Cocoxim Original coconut water
brings to you a natural and cool
taste as if you are enjoy a fresh
coconut, which has just been
picked from a coconut tree.
Figure 13. Organic Coconut Water

ORGANIC Made from 100% pure coconut 25,000
COCONUT water from Organic coconuts VND
WATER grown by organic methods (no
chemical fertilizers, pesticides,
genetically modified
ingredients,etc), absolutely no
added sugar.
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COCONUT WATER WITH TROPICAL JUICES
Figure 14. Coconut Water With Lotus Seed

COCONUT The familiar fragrant lotus scent 15,000
WATER combined with pure Ben Tre VND
WITH coconut water brings a strange
LOTUS delicious taste. Siamese Coconut
SEED not only helps you quench thirst
effectively but also adds 5
essential minerals for the body
K, Mg, Na, P, Ca.
Figure 15. Young Pineapple Coconut

YOUNG Coconut Pineapple brings the 15,000
Water
PINEAPPLE cool sweetness of Siamese VND
COCONUT Coconut, mixed with the gentle
WATER aroma of pandan leaves, natural
and pure. Cocoxim Coconut
Young Pineapple preserves the
fresh and cool taste of Coconut
Pineapple, so that you can easily
enjoy it anytime, anywhere.
Figure 16. Organic Coconut Water

ORGANIC Colorful tropical and full of 15,000
With Pineapple Juice
COCONUT energy with a blend of Ben Tre VND
WATER coconut water and pure aromatic
WITH juice. Siamese Coconut adds 5
PINEAPPLE essential minerals and
JUICE effectively rehydrates, helping
you stay healthy and beautiful
every day.
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Figure 17. Coconut Water With Citrus

COCONUT The wonderful combination of 15,000
Juice
WATER Ben Tre's pure fresh coconut VND
WITH water and the tropical flavor of
CITRUS kumquat juice brings a fresh and
JUICE delicious taste. Siam Tac
Coconut helps you quickly
quench thirst and supplement
essential minerals for the body.
ISOTONIC DRINK FROM FRESH COCONUT WATER
Figure 18. Isotonic drink from fresh

Isotonic drink Cocoxim Active Acai Berry 19,000
coconut water Acai Berry flavor
from fresh flavor is the first product from VND
coconut water nature with added mineral salts
Acai Berry and micronutrients to help
flavor athletes, sports people,etc.
Quickly recover health, increase
resistance every time you
exercise
Figure 19. Isotonic drink from fresh

Isotonic drink Cocoxim Active is the first 18,000
coconut water
from fresh product from nature with the VND
coconut water addition of mineral salts and
micronutrients to help athletes,
sports people, etc. Quickly
recover health, increase
resistance every time you
exercise.
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c) Unique Selling Proposition - USP
It is extremely important when starting a business to have a unique selling proposition (USP)
to help stand out from the competition. The vending machines will often be more attractive than usual.
So the unique selling proposition is to put COCOXIM's products in vending machines, to place them
in many places with many people to promote and sell COCOXIM's coconut water products. Because
then the coconut water product will be something to help them quench their thirst and also reach a
wider customer base.
d) Product support service
Australians often have a habit of going to the beach and love outdoor sports, so soft drinks will
be very popular, with the presence of products at the beach, and special programs in the summer.
When buying in bulk, the company will support transportation to warehouses or supermarkets. When
customers have questions about the product, they will also be consulted carefully to choose the right
product or when customers have any problems with the product, they will always be supported
promptly and quickly and solve that problem as quickly as possible.
e) Brand equity & brand loyalty
Brand value: The value of the brand “Cocoxim give your taste a nature taste” does not lie in
moments of "lightning" momentarily and then quickly fading into oblivion. That value is shown
throughout the process of persistently accompanying Betrimex's own achievements and practical
contributions. Silently but sustainably, that is the direction of developing a brand associated with the
values cultivated by achievements in business and social activities, and that is also the spirit of daily
dedication. And when going to foreign markets, the value of the brand remains the same with the
orientation that the brand of pure coconut water is bottled naturally from the fresh coconuts, which
will give consumers a better experience products with the best quality.
Brand quality: The brand quality of Betrimex is always appreciated by many domestic and
foreign experts because of its novel, unique, fresh, delicious products, keeping the natural flavor of
coconut. As a brand that produces natural coconut water from the fresh coconuts of Ben Tre, when it
comes to the Australian market, the product quality will still be ensured in accordance with the
standards set out from the production process to the packaging. package and shipping. Committed to
bringing the best product to consumers.
Brand preference: After customers have experienced the products, it will encourage customers
to evaluate the quality of the product as well as the brand, thereby knowing the customer's level of
love for the product, to make changes for the better for the product as well as the brand.
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Brand loyalty: Because COCOXIM coconut water is a new coconut water brand in the
Australian market, it takes more time to gain the trust and favor of consumers. One of the obvious
ways to build brand loyalty is to deliver everything that the brand has promised to consumers in terms
of product quality, standard packaging and product service to the standard tallest. Also, encourage
consumers to give feedback on the product: taste, packaging, service, etc. then listen and apply
feedback through multiple channels, such as traditional B2B methods ( emails and calls) as well as
more unconventional methods (social networks, etc). Moreover, COCOXIM needs to focus on the
customer's experience of using the product, not the sale. Using appropriate technologies, such as
certain CRM systems and marketing platforms, build a profile of customer preferences so that
COCOXIM can continuously improve the experience delivered.
5.4.2. Price
5.4.2.1. Theory
❖ Price is the amount a person, company, or government charges for a good or service.
❖ Cost-based pricing – pricing based on a careful assessment of all costs associated with producing
and selling an item.
❖ Markup pricing – a pricing method that simply adds a standard mark-up to the costs assigned to
a product.
❖ Target ROI pricing – a cost-based pricing technique that utilizes a desired return on investment
for a particular product.
❖ Penetration pricing – setting the product's initial price as low of a price as a company can afford
to discourage entry by competition.
❖ Profit-based pricing – examining pricing from the perspective of what consumers are willing to
pay rather than the cost of the item.
❖ Predatory pricing – the direct attempt by a major competitor to drive other companies out of
business by setting prices unrealistically low.
❖ Deceptive pricing – a pricing system in which the marketer promotes one price, yet charges more
using hidden charges, add-ons, or higher prices for products with more than the bare minimum of
features.
❖ Dumping – the practice of selling goods below costs in another country in order to capture a
market.
❖ Loss leader – pricing certain items at or below cost in order to build store traffic remains a
common marketing tactic in retail stores.
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❖ Collusion – a pricing system in oligopolistic markets in which a set of major competitors sets
prices at uniform levels either, overtly or covertly.
5.4.2.2. Applying the theory to Betrimex's pricing strategy
Pricing methods and systems
Table 7. Prices Of Competitor's Products
Net Product price (box)

content
Vietnam Australia
Datafa 240ml 8,000 VND AUD 2.53
Vinut 325ml 13,000 VND AUD 3.6
Vita 330ml 70,000 VND AUD 4.12
Kara Coco 500ml 57,000 VND AUD 9.3
Aqua Coco 310ml 47,000 VND AUD 2.83
Betrimex has an advantage in production costs because the source of raw materials is taken in
Ben Tre capital, where the factory is located, so it saves transportation and domestic storage costs.
Besides, coconuts in Vietnam are quite cheap, and the predecessor is from the People's Committee of
Ben Tre Province, so it is easier to buy coconuts. Large production scale, large capacity, so the cost
per product will be lower than other places.
In the Vietnamese market, Betrimex's coconut products are aimed at mid-priced products,
suitable for most families' economies, suitable for most of the economy of each family. Therefore,
with a market with a developed economy, high-income people and high demand like Australia,
products such as Cocoxim coconut water will be at low prices and can reach most consumers in
Vietnam. In addition, Australia also has an import tax exemption policy for goods from Vietnam,
which helps to prevent the selling price of products in Australia from increasing too much,
maintaining a stable price like in the Vietnamese market.
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Betrimex is still investing in production technology, making efforts to increase productivity,

improve quality and lower cost of product lines, increase the level of competition with competitors,
especially products from other businesses.
The product mainly serves daily needs, so a low price will help consumers maintain daily use
and become a habit, easily becoming loyal customers. As a multi-use product, quality is guaranteed
to international standards, along with eye-catching packaging and packaging not inferior to
competitors, but with a low resale price, will be a great competitive advantage for Betrimex upon
penetration.
Will set the price for the product according to the penetration pricing strategy. Because the
coconut water market in Australia is quite popular, there are also many high quality coconut water
products. This price, when compared with natural coconuts, has more advantages, with a reasonable
price and natural flavor that is no different from water taken from a coconut but is convenient for
carrying around instead of replacing other soft drinks on the market but also good for health.
Therefore, COCOXIM will set a penetration price and charge a lower price than the competition.
COCOXIM will likely incur losses in the first year of operation, but believes the risk is worth it for
its potential long-term position in the market. In addition to the penetration price, Betrimex also uses
different discount programs to attract customers such as: seasonal discounts, discounts for
prepayment, discounts when buying in bulk.
Currently, coconut water products in Vietnam market are priced from 15,000 VND to 25,000
VND. Vietnamese coconut water products when exported to Australia will not be taxed. There will
be lost shipping costs, logistics costs and customs.
Pricing for the product lines of virgin coconut water and fruit coconut water will range from
3.0 AUD - 3.5 AUD because this is a penetration pricing strategy and takes a smaller price than the
competition, so this will be the prices for COCOXIM products in the Australian market.
5.4.3. Place
5.4.3.1. Theory
a) A push strategy
A push strategy focuses on providing intermediaries with incentives that will lead them to
cooperate in marketing the product. Discounts, sales contests, training programs, and other methods
entice the wholesaler or retailer to order in greater quantities, thereby pushing the product through
the channel to the consumer. When customers find the product in the store and the salesperson is
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enthusiastic about the item, chances of generating greater sales improve. Hopefully stores will ‘push’
the products onto consumers.
b) Three distribution intensity strategies
Intensive distribution: This is a marketing strategy under which a company sells through the
widest possible channels and covers as many outlets as possible so that the customers come across
the product virtually wherever they go.
Selective distribution: This strategy is usually observed for more specialized products which
are carried through specialist distributors covering a specific geographic location. The firm chooses
some outlets for distributing its products.
Exclusive distribution: This is an intense form of selective distribution in which only one
distributor is appointed in each territory.
5.4.3.2. Applying theory to Betrimex's distribution channel strategy
Betrimex will apply a push strategy and intensive distribution selection for product distribution
in Australia. Here, the distribution network is highly professional, modern, including supermarkets
of different sizes, from hypermarkets, supermarkets, mini supermarkets, to offline and online
department stores, stores specializing in a group/category, from small stores to “cash and carry”
models.
Distributing specialist teams are used by a large number of independent retailers to help them
improve the purchasing power, advertising, and competitiveness of small grocery and convenience
stores in their distribution network. Through this, retailers can negotiate better prices, coordinate
marketing campaigns, and collaborate to establish new programs that benefit consumers. Food
distribution is mainly carried out by large chains, accounting for more than 80% of the market share.
Major distributors such as:
❖ Woolworths, an Australian owned company that operates as a trading company and retails
groceries through supermarkets and convenience stores across Australia.
❖ Coles supermarkets are part of Wesfarmers Limited and are the second largest distributor in
the grocery sector with a 28.4% market share by value in 2021.
❖ Aldi Stores Supermarket Pty Ltd, an international discount food retailer based in Germany,
started business in Australia in 2001.
❖ Metcash Trading Limited Australasia, Australia's largest grocery wholesaler and a leading
marketing and distribution company operating in the food and FMCG sectors.
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❖ 7-Eleven is the leading convenience store operator in Australia.
Figure 20. Market share of Supermarket and Grocery Stores in Australia
% = share of industry revenue
Source: IBISWorld
The COVID-19 pandemic has boosted the adoption of online grocery shopping, as Australians
have been encouraged to maintain social distancing practices. Consumers have demonstrated a
notable preference for these services, with in-store pickups allowing them to inspect purchases and
buy supplementary items if necessary. Industry revenue is forecast to grow at an annualized 13.7%
over the five years through 2025-26, to total $13.4 billion.
The shift in grocery shopping habits towards online channels, boosted by the COVID-19
pandemic, is forecast to be substantially permanent. Therefore, Major supermarkets are growing their
online grocery platforms to support consumer demand. Woolworths and Coles have expanded the
number of supermarkets that allow consumers to pick up groceries ordered online.
5.4.4. Promotion
5.4.4.1. Theory
Promotion is all activities of an enterprise to inform, introduce, guide, encourage or persuade

customers to care about, buy or use products. Four main activities of promotion:
• Advertisement • Sales communication
• Promotion • Public Relations
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Consumer promotions are sales promotions directed at retail customers:
✓ Coupons ✓ Refunds and rebates
✓ Premiums ✓ Price-off programs
✓ Bonus packs ✓ Sampling
✓ Contests and sweepstakes
Pull strategy: A pull strategy means that the producer concentrates on stimulating consumer
demand through extensive advertising and consumer promotions. The goal, building demand, leads
others in the marketing channel to carry additional stock, because customers are asking for the
product. When this occurs, the product has been pulled through the channel by the end users. Here
you want the consumers to ‘pull’ the product onto store shelves.
5.4.4.2. Applying the theory to Betrimex's promotion strategy
a) Communication goals
With the desire to build market share in mature markets. We have the following goals:
❖ Awareness building goals
- Make 70% of potential customers aware of the presence of Cocoxim brand and coconut water
products.
❖ Informational goals
- Changing user perception about using packaged coconut water to replace fresh coconut water.
- Build a distinctive image.
❖ Persuasive goals
- Attract 5% of consumers in the target market to try the initial product when entering the market.
- Convince potential customers to receive more information about the product through the website.
- Stimulating demand (persuading customers to buy now).
❖ Reminding goals:
- Remind customers that they may need the product in the future
- Remind customers where the product is sold
- Maintain customer awareness of products/services at the highest level
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- Be in the group of products to be considered, consider when thinking of coconut water.
b) Communication program
Betrimex will promote and communicate Cocoxim coconut water products and marketing
messages to customers through 3 tools in promotion (Promotional Mix):
✓ Advertising
➢ Advertising message: Coconut water is completely natural, without preservatives, good for
health, with the pure taste of Ben Tre coconut, from Vietnam.
➢ Target audience: the main target customer file is families, with the desire to bring Vietnamese
coconut water products to every family in Australia.
➢ Campaign size: medium - small.
✓ Advertising method:
➢ Advertising through the press, the booking of a number of major newspaper pages will make
the brand's identity and reputation prioritized by users.
➢ Advertising through the internet of social networks is an indispensable element in the 4.0
technology era. As people tend to use social networks such as Twitter, Facebook, Instagram,
Youtube more and more, reaching customers through this form will bring great efficiency.
➢ Advertising by printing catalogs: Modern marketing still needs to combine with traditional
forms of marketing to be effective.
For advertising through social networks: Social media is growing and there are many new trends
updated. Especially since the appearance of the Covid-19 epidemic, users' time using social networks
has increased due to the influence of social distancing, they use social networking sites as
entertainment tools and update news every day.
❖ Facebook - Instagram
Facebook and Instagram are considered effective online marketing tools. Facebook supports
online marketing tools such as Livestream messages, comments,etc. Especially the ads that display
the post that attracts customers. Our team recommends 2 forms of advertising on this platform:
- Facebook Carousel Ads: Supported locations are computer interface, phone interface,
Instagram, Affiliate network. The carousel ad format displays up to 10 images and/or videos,
headlines, links, or calls to action in a single ad. This method is useful for Cocoxim because it can be
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combined to promote multiple other products from the store or promote different posts to measure
effectiveness and attract potential customers.
- Video Ads vs Image Ads: Supported locations: Right column, Desktop interface, Phone
interface. To attract good interaction with the audience. This method creates a strong connection with
simple videos/images to entertain and connect with users. In particular, Cocoxim customizes the
audience to re-engage potential customers.
❖ Twitter: The popular overseas Twitter social network, the platform has attracted a huge
number of monthly active users and daily active users. With a series of unique features and an
exponential increase in the interaction rate of advertising campaigns on Twitter, this is a potential
"playground" for Vietnamese businesses with ambitions to expand into the international market. For
the social network Twitter, the team recommends a way to promote tweets. Promoted Tweets - This
option allows a seller or company to write a tweet and include it in the timelines of certain people or
accounts or in relevant search results, allowing for marketing messages to reach a wide audience.
Each "promoted tweet" is marked with a small yellow arrow indicating the promotion on Twitter (a
yellow arrow appears in the image above). In the spring of 2013, Twitter added keyword targeting to
this tweet ad program. Keyword targeting allows merchants to target their sponsored tweets to user
timelines based on specific keywords users have written in their feed. In addition to keywords, sellers
can target their ads based on geography, topic interests, gender, and more.
❖ Youtube: We propose two methods of advertising on youtube: banner ads and video ads.
- Product banner advertising on youtube's interface: this method can display many different
forms, customize many shapes, cover up to 85% of video users, and is a cheap form of advertising.
Only charge based on clicks or impressions.
- Ads appear in youtube videos: Cocoxim's product promotional videos are displayed before,
during or after the video plays with a length of 30 seconds. There will be an option to Skip Ads to
skip when the ad displays for 5 seconds or there are videos that require viewers to watch all of them.
This method helps: Increase brand awareness, reach customers during the solution consideration
phase, and increase conversions.
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Figure 21. Template For Running Ads
Finally, turn customers into useful communication tools: There is no better and cost-effective
form of advertising than turning customers into a communication tool. It is very important to ensure
the quality of prestigious and best Cocoxim coconut water products. So that customers who have
purchased or used the product are satisfied and they will PR brand.
The advertising strategies are all aimed at: Increasing awareness, bringing overview
information to reach customers, stimulating consumer demand for Australian coconut water products,
bringing high efficiency budget is still guaranteed.
✓ Sales Promotion
At times when it is necessary to boost sales and improve sales efficiency, businesses will use
Sales Promotion tools. For the consumer market, Betrimex businesses should use the following tools:
• Sampling: with the form of "Face to Face": This form is performed directly at an outdoor
location that attracts many customers such as shopping malls, schools, supermarkets, etc. "Face to
face" helps businesses reach a wide range of customers and among them there are potential customers.
For Cocoxim coconut water, our team recommends 2000 samples (calculated by box).
• Promotions, discounts: 10% discount on 40,000 products from February to May, scratch card
program is included with the purchase of products with a total reward value of AUD 55,000)
✓ Public relation (PR)
Building an effective PR campaign will help businesses build a good image of themselves in
the consumer community, stimulate the community's interest and attention about that business.
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According to the development of society, today's forms of PR have also become diverse and
rich. Types of PR that Betrimex should choose to reach consumers:
• PR article: stimulating the curiosity and needs of customers who have never used the product,
affirming its credibility with customers who have used and approached it.
• Participating in trade fairs and cultural festivals: attracting customers with the image of pure
coconut water from Ben Tre - Vietnam, affirming its freshness, good health, and reasonable price.
➔ We proposed to participate in the Australian trade fair (November 3-25 in Melbourne). This
is one of the largest annual international fairs in the Oceania region. Participating in the fair includes
businesses operating in the fields of wholesale, import, supply, retail, and agency; manufacturing,
and distribution businesses. The products and goods displayed at the Fair belong to many different
industries, which focus on textiles, shoes, bags, home textile products, cuisine, etc. Participation in
the fair will be a good opportunity for Vietnamese businesses to find partners, expand markets,
introduce and promote Vietnam's strong products in the fields mentioned above.
➔ Bright Spring Festival, Victoria (October-November). The Bright Spring Festival is an event
not to be missed with an amazing array of events, including fireworks, fairs, food events, art
exhibitions, lots of beautiful flower gardens to enjoy admire. Attending the festival is a good
opportunity to promote the brand.
• Sponsoring programs on health, cuisine, aesthetics, and sports.
5.5. IMPLEMENTATION PLAN
The marketing plan for CoCoxim's new product project to penetrate the coconut water market
was proposed by the team within 12 months. This is a long enough time for potential customers to
recognize and perceive a new brand in the market. To be specific, the team tabulated the stages of
promotion as follows:
State 1 State 2 State 3 State 4
Time- January From February to May From June to From October to

bound September December
Goals - Attract - Make 40% of - Increase -Increase awareness to

users' interest potential customers awareness to 70% of potential customers
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in new aware of the presence of 60% of with 50% of them at the

products. Cocoxim brand and potential level of “recall”
coconut water products. customers. (remember no hint).
- Attract 5%
of consumers -Convince potential - Changing - Improve perceived value
in the target customers to receive user and brand association,
market to try more information about perception 90% of customers who
the initial the product through the about using have used the product have
product when website and get traffic packaged positive reviews and
entering the from social networks to coconut water associations with the
market. the website. to replace brand.
fresh coconut
-Stimulating -Stimulating demand - Maintain customer
water.
demand (persuading customers awareness of
(persuading to buy now). - Remind products/services at the
customers to customers highest level.
- Remind customers
buy now). that they may
where products are sold - Build a distinctive image
need the
through social media for the brand.
product in the
posts. Remind customers that
future
they may need the product
in the future.
-Increased opportunities to
find partners.
Tool Sales - Social Media Marketing - Social Media - Social Media Marketing
Marketing
promotion - Catalog advertising - PR - PR
- Catalog
- Sales Promotion - Catalog advertising
advertising
- Sales
Promotion
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Method Sample - Facebook- Instagram - Booking - Youtube ads: 30s video

sample- Carousel Ads, Video press to write ads, with the option to
Sampling: ads and image ads. articles / skip after 5s.
with the form - Twitter ads advertise - Join the Spring Festival.
of "Face to images about
- Sponsor health, culinary
Face", Cocoxim
and aesthetic programs.
quantity of coconut
2000 boxes. water - Participate in trade shows.
At mall, products.
supermarkets, - Twitter ads
schools
- Youtube ads
banner.
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5.6 TIMELINE
Figure 22. Timeline
Q1 Q2 Q3 Q4
CATEGORY
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
Market research to introduce new

products
Trademark registration
Product Introduce (Sample-2000
product)
Facebook - Instagram
10% off for 10,000 products
Twitter
Catalogue
Negotiate with distributors

Free scratch card when buying 5
or more products.
Newspaper booking
Youtube
Sponsor health, culinary and

aesthetic programs.
Participating in trade fairs and
exhibitions.
Join the Spring Festival.
5.7. EVALUATE, MEASURE AND CONTROL
5.7.1 Theory
Four steps of the control process:
a. Restate the standard
b. Measure performance as it relates to the standard
c. Compare performance to the standard
d. Make a decision (make corrections or reward success)
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5.7.2. Applying the theory
Controlling is one of the most important functions of management. Its main objective is to
ensure that an organization’s activities are advancing as planned. The control process that all
international marketing plans must carry out consists of four steps. Each one of these is equally
important and plays a big role in effective management.
a) Restate the standard
We are planning strict control to closely monitor product quality and customer satisfaction. This
will allow us to react very quickly in fixing any problems that may arise.
Setting standards by setting goals, quantifying goals, and annual budgets is based on four
factors:
• Quality: Cocoxim is a big brand in Vietnam with coconut products that meet the needs of
refreshments and bring health and beauty values to consumers, so the most important thing to
control is quality products. Product quality directly affects the health of consumers and is also a
decisive factor for the survival of businesses in any market. Therefore, it is necessary to have a
strict and strict control method for product quality, quality standards.
• Supply chain: Effective management contributes to simplifying the process of finding and
purchasing raw materials. In addition, supply chain management makes it easy to screen and select
reputable suppliers with good policies. This not only ensures the quality of the products created,
but also the advantage in setting a more competitive price compared to competitors in the same
industry. Besides, the manager of the production, warehousing, and transportation of goods can
actively arrange work in a reasonable way; promptly coordinate departments flexibly in case
unexpected problems arise.
• Finance: helps control how the money of the business works.
• Strategy: helping enterprises to be proactive in decision making, promptly exploiting
opportunities and preventing or limiting risks in the external environment, promoting strengths,
and reducing internal weaknesses.
b) Measure performance as it relates to the standard
Control focuses on areas that are important to the survival and growth of the organization.
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Table 8. Control Method Table
Control type Control mechanism
Input control -Product quality, processing process, supply chain.

-Logistic process
-Invoices, import and export documents
-Resources: employee skills, abilities, values, motivations
Behavior control -Direct control

-Managed by goal
-Regulation and standardization of operating procedures (policies and rules)
Output control -Measure financial performance

-Funds
-Performance goals, progress and performance evaluation.
❖ For revenue and supply chain
Monitor sales closely to assess the effectiveness of marketing campaigns. Evaluate sales and supply
chain according to the following criteria:
➔ On-time delivery ➔ Achieve goals/costs
➔ Send shipment status notifications ➔ Invoice is correct
➔ Submit the correct voucher ➔ Invoice on time
➔ Send the correct shipment number ➔ Solve problems and respond to customer
➔ Proper packaging
satisfaction
➔ Supplier performance
➔ Comply with product specifications
➔ Supplier evaluation standards
➔ Rate of defective goods
❖ For digital marketing: Check the website, online articles, and the content and responses of the
articles. Use several tools to measure the effectiveness of your digital marketing activities.
❖ Attitudes of related subjects
➔ Conduct market research after 6 months of new product launch to measure customer awareness
of the brand.
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➔ Consumer reaction.
➔ The attitude of the press
c) Compare performance to the standard
Compare the results with the target and determine how much performance deviates from the
standards selected in the first step.
d) Make a decision (make corrections or reward success)
❖ Identify and make a decision to take any necessary corrective action.

❖ Based on actual market demand, Betrimex can determine the number of products sold by the
month at different periods. From there, well control and adjust spending costs to produce products
as well as marketing costs accordingly.
❖ The analysis to perform control
- Financial analysis, e.g. ratio analysis, analysis of variance, cash flow, capital expenditure
monitoring.
- Market analysis - i.e. market demand, market share, marketing resources.
- Sales analysis - for example: sales targets, selling expenses.
- Material resource analysis - analysis of plant and equipment utilization, other measures of
productivity and product quality
- Systems analysis - review the effectiveness of the implementation and application of marketing
resources.
5.7.3. Anticipate Post-Penetration Risk
5.7.3.1. Exchange rate risk
Exchange rate risk is the risk arising from fluctuations in market exchange rates. There are 3
types of risks:
Transaction risk: Affects the transaction value of import and export activities, overseas
investments or foreign currency earnings.
Accounting risk: Risk due to differences in the valuation of foreign currencies in the accounting
accounts on the balance sheet (usually occurs with multinational companies)
Economic risk: The risk caused by fluctuations in the value of assets of the enterprise due to
changes in exchange rates
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Transaction risks that directly affect cash flow, revenue, costs as well as profits of businesses
=> are the most important risks. Accounting risks and economic risks are usually reflected in the
books, may not incur actual losses => need to be managed closely.
5.7.3.2. Trade risk
Trade risk (Buyer's risk) is the risk arising from the buyer's inability to perform the contract.
Cases of trade risk: Buyer is busted.
5.7.3.3. Logistic and production risks
There are 3 types of risks:
- Risks arise during export production, transportation and delivery.
- Risks due to poor operating and maintenance conditions of the buyer (goods risk)
- Risks due to carelessness when purchasing cargo insurance => Is the risk usually borne by the
exporting company (Betrimex).
5.7.3.4. Financial risk
Includes risks such as:
- Market Risk: Market risk arises from the price movement of a financial instrument. Including
risks due to fluctuations in stock prices, interest rates, etc.
- Credit risk: This type of risk usually arises when a business fails to fulfill its credit obligations
to counterparties. Betrimex needs to handle its own credit obligations by ensuring that it always has
sufficient cash flow to pay its counterparty bills in a timely manner. Otherwise, partners or suppliers
may stop extending credit to the company or, more dangerously, terminate business with the company
altogether.
- Liquidity risk: Liquidity risk includes asset liquidity and operational financing liquidity risk.
A general downturn or seasonal sales can pose a significant risk if Betrimex suddenly doesn't have
enough cash to pay the basic expenses needed to continue operating as a business.
- Operational Risk: Operational risk arises from the normal course of business of the company.
Operational risks include lawsuits, fraud risks, staffing issues, and business model risks, which are
risks that Betrimex's growth and marketing models could prove to be incorrect, accurate, or
incomplete.
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5.7.3.5. Business risk
Impact of covid on business activities: The complicated developments of the Covid-19

pandemic continue to have a heavy impact on import and export activities and commodity trading.
Risk of pricing strategy: With penetration pricing strategy (low price), customers only choose
to buy the product at the beginning out of curiosity, but when the price starts to increase or close to
the product price of a competitor's company, they may come back to buy a competitor's product.
5.7.4. Contingency plan
The contingency plan for Betrimex's 2022 marketing plan will focus on promotion and
marketing activities on e-commerce platforms as well as social networks. If the promotion and
marketing program for consumers is successful, it is possible to prolong the program or increase the
target to maximize sales.
In addition, if PR activities are found to be ineffective or affected by Covid 19, they can be
turned into promotions or advertising, avoiding wasting budget and achieving the goal of maximizing
capital efficiency.
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CHAPTER 6: CONCLUSION
The Australian market is now in need of products that bring high quality and health to people.
COCOXIM's coconut water product is a product of completely natural origin, delicious taste, ensuring
food safety and suitable for busy lifestyles, in need of convenience. It also allows the taste, nutrients
and freshness of natural coconut water, without the use of preservatives and color additives.
Therefore, consumers can be completely assured when adding a sufficient amount of this drink in the
family's daily diet. Product lines, fruit juices and drinks from coconut water will be brought to the
Australian market with a market penetration pricing strategy, to initially gain the trust and love of
customers. Betrimex targets customers who are family groups that care a lot about health and have
high demand for the quality of products. Betrimex will apply a push strategy and intensive distribution
selection for product distribution in Australia. Promotion strategies are also designed to widely
promote the product line to consumers in Australia. And with the analysis and comments throughout
as we have presented above, COCOXIM's coconut water product is a healthy product line for the
family, it is completely natural and can be used by all ages. We believe that when the product is
exported to the Australian market, it will bring success and mark an important step for the COCOXIM
brand in maintaining and developing its quality coconut water product lines.
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APPENDIX 1: FINANCE
7.1. Estimated Cost For The First Year
AVERAGE PRICE 1 PRODUCT: 3.25 AUD
Table 9. Estimated Cost For The First Year
COST TYPE CONTENT COST
Marketing Free scratch card when buying 5 or more 55,000 AUD

cost products.
10% off for 10,000 products 3,250 AUD
Betrimex’s Refresh the company website to make it easier

Website to see, more eye-catching.
(once per 3
month ) Post a flash banner on the homepage of the company 2,300 AUD
website (4 times per year)
Develop and maintain and update the website
Market Polls, surveys, interviews, collect, analyze and 3,000 AUD

research costs evaluate information
Trademark 200 AUD

registration
Product Sample ( 2000 product ) 6,500 AUD

introduction
Social Media Youtube (3,000 AUD/ month ). Run in 7 month 21,000 AUD

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Instagram (3,000 AUD/ /month). Run in 4 month 12,000 AUD
Facebook (3,000 AUD/ /month). Run in 4 month 12,000 AUD
Twitter (3,000 AUD/ /month). Run in 8 month 24,000 AUD
Print Categories / Coupons / Promotion Calendar, etc. 1,000 AUD
Catalogue
Visual design (coupon/category, etc.) 600 AUD
● Join the Spring Festival.

PR cost ~300,000 AUD
● Sponsor health, culinary and aesthetic
programs.
● Participating in trade fairs and exhibitions.
● Cost of newspaper booking
Work cost Negotiate with distributors 30,000 AUD
Costs related to Production cost (0.42 AUD/ product) ~ 50,400 AUD

exporting
products Discount for Distributor (20% - 30%) ~100,000 AUD
Labor costs in Australia (Management) 45,000 AUD
Warehouse rent 20,500 AUD
Delivery cost 7,000 AUD
Other costs Costs incurred 5,000 AUD
TOTAL 653,750 AUD (~ 10,962,584,239) VND
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7.2. Break-Even Analysis - Even
❖ The variable costs:
Production cost: ~0.42 AUD/ product
Discount for supermarkets and convenience stores: ~0.8125 AUD/ product
❖ Fixed cost: ~503,350 AUD
Q = TFC / (P-VC) = 503.350 / (3.25-0.42-0.8125) = 249,492 product
7.3. Sales Forecast For 5 Years
Betrimex distributes our products through 5 main Australian distribution channels:

Woolworths, Coles supermarkets, Aldi Stores Supermarket, Metcash Trading Limited Australasia, 7-
Eleven. It is estimated that each year, product consumption will increase by an average of 40%, that
is, divided equally among supermarkets and convenience stores, sales per distributor will increase by
5-8% per year.
Expect to sell about 10,000 products/month => 1 year consume about 120,000 products
YEAR QUANTITY OF PRODUCTS SALES FORECAST
1st 120,000 390,000 AUD 6,539,820,808 VND
2nd 169,200 549,900 AUD 9,221,147,339 VND
3rd 236,542 768,761 AUD 12,891,177,395 VND
4th 332,341 1,080,108 AUD 18,112,084,034 VND
5th 460,957 1,498,110 AUD 25,121,463,977 VND
TOTAL 1,319,040 4,286,879 AUD 68,590,064,000 VND
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7.4. Forecast Costs And Profits For 5 Years
Because in the first year, it is necessary to focus on promoting communication campaigns, so

the cost is high. But in the following years the funding programs will be reduced. So the cost will
decrease by 10-15% in the following years
YEAR SALES COST PROFITS

FORECAST
1st 390,000 AUD 653,750 AUD -(263,750) AUD -(4,422,763,431)

VND
2nd 549,900 AUD 512,042 AUD 37,858 AUD 634,832,144 VND
3rd 768,761 AUD 405,242 AUD 363,519 AUD 6,095,766,975 VND
4th 1,080,108 AUD 404,876 AUD 675,232 AUD 11,322,810,984 VND
5th 1,498,110 AUD 398,763 AUD 1,099,347 AUD 18,434,698,426 VND
TOTAL 4,286,879 AUD 2,374,673 AUD 1,912,206 AUD 31,742,619,600 VND
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APPENDIX 2: REFERENCES
Betrimex. (2021). From https://www.betrimex.com.vn/en/page/vision-mission.html
Betrimimex. (n.d.). From https://www.betrimex.com.vn/en/page/warehouse.html
Data Bridge Market Research. (2020, 12). From

https://www.databridgemarketresearch.com/reports/global-packaged-coconut-water-market
Export Potential . (n.d.). From https://exportpotential.intracen.org/en/products/tree-

map?fromMarker=w&exporter=w&toMarker=w&market=w&whatMarker=k
Goglobal. (2020, 12 24). From https://goglobal.moit.gov.vn/vi/cac-nhom-nguoi-tieu-dung-uc-dang-

quan-tam-den-dieu-gi.html
Goglobal. (2020). From https://goglobal.moit.gov.vn/vi/cac-nhom-nguoi-tieu-dung-uc-dang-quan-

tam-den-dieu-gi.html
Hiệp Hội Dừa Bến Tre. (2018). Liên Hiệp Các Hội Khoa Học Và Kỹ Thuật Tỉnh Bến Tre. From
http://btusta.vn/tin-tuc/1449/san-xuat-dua-tren-the-gioi-trien-vong-cho-nganh-dua-viet-nam
Hiệp Hội Dừa Tỉnh Bến Tre. (2017). From

http://hiephoiduabentre.com.vn/index.php?Module=Content&Action=view&id=9025&Itemi
d=2
Hiệp Hội Dừa Tỉnh Bến Tre. (2020). From

http://hiephoiduabentre.com.vn/index.php?Module=Content&Action=view&id=12297
Imarcgroup. (n.d.). From https://www.imarcgroup.com/united-states-australia-coconut-water-

market
International Trade Administration. (2021, 8 16). From https://www.trade.gov/knowledge-

product/exporting-australia-market-overview?navcard=5230
Sở Công Thương Bến Tre. (2021, 5 25). From http://congthuongbentre.gov.vn/thi-truong-chau-au-

khat-nuoc-dua-huu-co.html
Việt Nam Export. (n.d.). From http://vietnamtradeoffice.net/wp-

content/uploads/books/ebook/content.html

lOMoARcPSD|12445077
APPENDIX 3: ASSIGNMENT SHEET
STT Name Task Work

Productivity
1 Đặng Bảo Trâm Chapter 3, Chapter 4, Chapter 5, 100%

Appendix
2 Nguyễn Thị Bích Huyền Abstract, Preamble, Chapter 1, 100%

Chapter 2, Chapter 5
3 Nguyễn Hoài Bảo Trâm Chapter 4, Chapter 5, Chapter 6, 100%

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marketing management (Trường Đại học Tài chính - Marketing)

Studocu is not sponsored or endorsed by any college or university

UNIVERSITY OF FINANCE – MARKETING

FINAL EXAM ASSIGNMENT:

INTERNATIONAL MARKETING PLAN FOR

Subject: INTERNATIONAL MARKETING

Subject Class Code: 2031702031202

Member’s Name : Nguyễn Hoài Bảo Trâm – 1921005712

Đặng Bảo Trâm – 1921005710

Nguyễn Thị Bích Huyền – 1921005080

TP.Hồ Chí Minh – 2021

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TABLE OF CONTENTS ..................................................................................................................... a

LIST OF ABBREVIATIONS .............................................................................................................. e

LIST OF TABLES ................................................................................................................................f

LIST OF PICTURES ........................................................................................................................... g

CHAPTER 1: INTRODUCTION ........................................................................................................ 2

1.1. ABOUT BEN TRE IMPORT-EXPORT COMPANY (BETRIMEX) ..................................... 2

1.2. FIELD OF ACTIVITY ............................................................................................................. 2

1.3. ACHIEVEMENT ...................................................................................................................... 3

1.4. ABOUT THE PRODUCT ........................................................................................................ 3

1.5. VISION ..................................................................................................................................... 4

1.6. MISSION .................................................................................................................................. 4

1.7. ORIENTED DEVELOPMENT ................................................................................................ 4

CHAPTER 2: SITUATION ANALYSIS ............................................................................................ 5

2.1. MARKET ANALYSIS IN VIETNAM AND THE WORLD .................................................. 5

2.1.1. The Situation Of Coconut Water Production In Vietnam .................................................. 5

2.1.2. Overview Of The World Market And Export Prospects.................................................... 6

2.2. REASONS FOR CHOOSING TO PENETRATE THE AUSTRALIAN MARKET............... 7

2.3. MARKET ANALYSIS IN AUSTRALIA .............................................................................. 10

2.3.1. Market Demand................................................................................................................ 10

2.3.2. Market Trend.................................................................................................................... 10

2.3.3. Market Growth ................................................................................................................. 12

CHAPTER 3: ANALYSIS OF INTERNAL ENVIRONMENT ....................................................... 15

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3.1. ORGANIZATIONAL STRUCTURE..................................................................................... 15

3.2. POWER ................................................................................................................................... 15

3.2.1. Financial Strength ............................................................................................................ 15

3.2.2. Material Resources ........................................................................................................... 15

3.2.3. Human .............................................................................................................................. 16

3.3. SWOT ANALYSIS................................................................................................................. 17

CHAPTER 4: ANALYSIS OF MARKETING ENVIRONMENT .................................................. 19

4.1. HOFSTEDE'S MODEL .......................................................................................................... 19

4.2. FIVE - FORCES MODEL ...................................................................................................... 21

4.2.1. Competitor ....................................................................................................................... 21

4.2.2. Enterprises Preparing To Enter The Market .................................................................... 22

4.2.2.2. Investment ................................................................................................................. 24

4.2.2.3. Material source .......................................................................................................... 24

4.2.3. Alternative Products ......................................................................................................... 24

4.2.5. Supplier ............................................................................................................................ 25

4.2.6. Five-Forces Model ........................................................................................................... 26

4.3. MODEL PEST ........................................................................................................................ 27

4.3.3. Technological ................................................................................................................... 28

4.3.4. Social ................................................................................................................................ 28

4.4. COMPETITIVE ADVANTAGE ............................................................................................ 29

4.5. BARRIERS TO ENTRY ........................................................................................................ 29

4.5.1. Barriers From The Legal Environment ............................................................................ 29

4.5.1.1. Features of national law ............................................................................................ 29

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4.5.1.2. Objective barrier ....................................................................................................... 29

4.5.1.3. Subjective barrier ...................................................................................................... 30

4.5.2. Barriers From The Covid 19 Pandemic ........................................................................... 31