MARKETING MANAGEMENT

Lecturer: Ta Thuy Hong Van

 INTRODUCTION

Ta Thuy Hong Van

1990
10+ years working experiences related to Sales and Marketing
in multinational companies

2013-2015 2016 2017 2018 2019-2021 2021-2023

Export Sales Business International Business Products & Co-Founder
Development Sales Development Marketing ( Start-up)

Academic

2020-2022 2008-2012 2016

Master of Marketing, Sales and Bachelor of International Relation The American TESOL Certificate
Services
Lecturer: Ta Thuy Hong Van
Email: vantth1@huflit.edu.vn
Cellphone: +84 70 77 11 078
Mini English survey
ASSESSMENT
Total weight Weight Assessment Forms & weight Schedule

100% 40% 10% Classroom attendance and

volunteer

10% Group work Case study

20% Mid-term test Week 9, chapter 2, 3, 8, 10, 11,

12, 13, 14, 15- multiple choice 40
questions - 60’ Moodle

60% Final test According to the school's exam

schedule, Multiple choice question
and case study 90’
CONTENT
STUDY OBJECTIVE
*About knowledge: students can
- understand and know how to apply effective methods and marketing management
processes in business activities to maintain and develop the business.
- understand the influence of internal and external factors that impact the value marketing
management process and target marketing strategies

*About skills: students can

- apply knowledge into exercises, hypothetical situations, and situations taken from market
reality
- know how to organize, implement and control the activities related to marketing
management in actual businesses in order to maximize the effectiveness of the marketing
campaigns carrying out.

*Self-reliance and responsibility requested from students

- clearly grasp the practical purpose of applying this course in future career
- possess self-awareness for self-directed learning to achieve efficiency in learning, then
making this course to be an own's competitive advantage on working in near future.
BOOKS

Main textbook

Reference textbook
REQUEST

9
Marketing review
-What is marketing?
- Need and want, demand
( Maslow’s hierarchy)
-SWOT
-Segmentation
-Positioning
-4Ps
- Pull/ push strategy
- ATL/BTL/TTL
Mini game:
Part 1: Understanding
Marketing Management
- Chapter 1: Defining Marketing
for the New Realities

- Chapter 2: Developing
Marketing Strategies and Plans

13
Part 1- Chapter 1: Defining
Marketing for the New Realities
1. The scope of Marketing
2. The New Marketing Realities
3. Marketing Management Tasks
1. The scope of Marketing
What is marketing?
From a managerial point of view, marketing is the process of planning and
executing the conception, pricing, promotion, and distribution of ideas,
goods, and services to create exchanges that satisfy the individual and
organizational goals.
Marketing management is the art and science of choosing target markets
and getting, keeping, and growing customers through creating, delivering,
and communicating superior customer value
1. The scope of Marketing
What is marketed?
Marketable products encompass the tangible (goods, people, places, properties,
organizations) and the intangible (services, events, experiences, information,
ideas).
Who markets?
A marketer is someone seeking a positive response from a target party, called the
prospect. A marketer’s primary task is to influence the level, timing, and
composition of demand in accordance with his or her company’s corporate goals
1. The scope of Marketing
What is marketed?
Marketable products encompass the tangible (goods, people, places, properties,
organizations) and the intangible (services, events, experiences, information,
ideas).
Who markets?
A marketer is someone seeking a positive response from a target party, called the
prospect. A marketer’s primary task is to influence the level, timing, and
composition of demand in accordance with his or her company’s corporate goals
1. The scope of Marketing
What is a market?
A market is a physical or non-physical place
where a collection of buyers and sellers
interact to transact over a product (e.g., a
Honda Civic) or a product class (car
market).
See Figure 1.1 Structure of Flows in a
Modern Exchange Economy, for a summary
of the typical interactions between the five
basic markets in our economies
 1. The scope of Marketing
Figure 1.2 shows the
relationship between the
industry and the market.
Sellers and buyers are
connected by four flows.
The sellers send goods and
services and
communications (ads,
direct mail) to the market;
in return they receive
money and information
(attitudes, sales data). The
inner loop shows an
exchange of money for
goods and services; the
outer loop shows an
exchange of information
1. The scope of Marketing
What are the key customer markets?
There are four different types of customer markets:
-the consumer market
-the business market
-the global market
-non-profit and governmental markets
1. The scope of Marketing
How do marketers reach out to their target markets?
To reach a target market, marketers use three kinds of channels:
1. The communication channel to deliver messages to and receive
messages from consumers
2. The distribution channel to display or deliver products to
consumers
3. The service channel as a means to carry out transactions
2. The New Marketing Realities- The Evolution of Marketing

Source: https://www.youtube.com/watch?v=X1VRAiWn6R4 22
2. The New Marketing Realities
How Business and Marketing are Changing

▪ Marketer Responses and Adjustments

▪ Customer relationship marketing
▪ Customer lifetime value
▪ Customer share
▪ Target marketing
▪ Customization
▪ Customer database
▪ Integrated marketing
communications
▪ Channels as partners
▪ Every employee a marketer
▪ Model-based decision making
3. Marketing Management Tasks
-develop marketing strategies
-capture marketing demand
-connect with customers
-build up the brand name
-shape the market offering
-communicate and deliver value
-strive for long-term growth.
Part 1- Chapter 2: Developing
Marketing Strategies and Plans
1. Marketing and Customer Value
2. Business unit strategic planning
3. Product Planning:
The Nature and Contents of a
Marketing Plan
1. Marketing and Customer Value
● value delivery process integrates marketing into all aspects of value
creation and delivery. This process begins before the product is created
and continues well after it becomes available. It involves choosing (or
identifying), providing (or delivering), and communicating superior value.

● the value chain is a means to identify ways to create more customer

value by examining the costs and benefits of each activity that the firm
undergoes.

● Core competencies are areas of a firm where it enjoys a comparative

advantage in or where the firm benefits from superior production and
technical expertise, and that are difficult for competitors to imitate.
 1. Marketing and Customer Value
● value delivery process
integrates marketing
Question: What happened with “ Barbie”
into all aspects of in China?
value creation and
delivery. This process
begins before the
product is created and
continues well after it
becomes available. It
involves choosing (or
identifying), providing
(or delivering), and
communicating
superior value. Read
CS. page 38
1. Marketing and Customer Value
 1. Marketing and Customer Value
● the value chain is a
means to identify ways
to create more customer
value by examining the
costs and benefits of
each activity that the
firm undergoes.
Read CS. page 39

Question: brief it.

 1. Marketing and Customer Value
● Core
competencies are
areas of a firm
where it enjoys a
comparative
advantage in or
where the firm
benefits from
superior production
and technical
expertise, and that
are difficult for
competitors to Question: brief it.
imitate. Read CS.
page 40
1. Business unit strategic planning- fig 2.3-p.52
1. Business unit strategic planning
● The business mission
How to define business mission or corporate mission?
Ask questions:
What is our business?
Who is the customer?
What is of value to the customer?
What will our business be?
What should our business be?
●
1. Business unit strategic planning
● The business mission: Good mission statements have five major
characteristics:
1. They focus on a limited number of goals
The statement, “We want to produce the highest quality products, offer the most service, achieve the widest distribution, and
sell at the lowest prices” claims too much.

2. They stress the company’s major policies and values

They narrow the range of individual discretion so that employees act consistently on important issues.

3. They define the major competitive spheres within which the company will operate
Table 2.1 summarizes some key competitive dimensions for mission statements.- p.43

4. They take a long-term view

Management should change the mission only when it ceases to be relevant.

5. They are as short, memorable, and meaningful as possible

Three- to four-word corporate mantras like “Better global society” for Samsung may be useful.
1. Business unit strategic planning
● The business mission: examples

-To refresh the world -To create more smiles with every
sip and every bite
-To inspire moments of optimism and happiness

-To create value and make a difference.

1. Business unit strategic planning
● The business mission: examples

We will devote our human resources and technology To bring the best user experience
to create superior products and services, thereby to customers through innovative
contributing to a better global society.
hardware, software, and services.
 1. Business unit strategic planning
● The business mission: examples
HUFLIT’s mission is to educate people with
lifelong learning capabilities to become global
citizens who can adapt and devote themselves to
an ever-changing society. They can develop by
themselves, especially foreign languages and
information technology, through practical
experiences.
Educating people that bring inspirational
impact to society.
We educate talents to be the best they can
be, to become lifelong learners living up to
their full potential. We nurture them to
embrace their role as future leaders in
their areas of fulfillment.
1. Business unit strategic planning
● The business mission:
Over time the mission may change to take advantage of new
opportunities or respond to new market conditions.

Examples: Amazon.com changed its

mission from being the world’s
largest online bookstore to aspiring
to become the world’s largest online
store.
1. Business unit strategic planning
● The SWOT analysis:

The SWOT analysis picks out internal

(strengths and weaknesses of the
company) and external (opportunities
and threats) factors that would help or
harm the success of the business.
1. Business unit strategic planning
The SWOT analysis: External
Environment (Opportunity
and Threat) Analysis

Examples:
TV-lighting-equipment
company’s Opportunity and
Threat Matrices (Figure
2.4- p.54)
 1. Business unit strategic planning
The SWOT analysis: Internal Environment (Strengths and Weaknesses)
Analysis-p.54,55
1. Business unit strategic planning
● The SWOT analysis: TOWS Matrix
1. Business unit strategic planning
● The SWOT analysis:
case study: from SWOT of Karofi listed, fulfill the TOWS as framework on
Moodle
1. Business unit strategic planning
● Goal Formulation: For an ( managing by objective) MBO system to
work, the unit’s objectives must meet four criteria:
1. They must be arranged hierarchically, from the most to the least important.
For example, the business unit’s key objective for the period may be to increase the rate of return on
investment. Managers can increase profit level by increasing revenue and reducing expenses. Revenue can be
increased by increasing market share and prices.

2. Objectives should be stated quantitatively whenever possible.

The objective “increase the return on investment (ROI)” is better stated as the goal “increase ROI to 15 percent
within two years.

3. Goals should be realistic.

They should arise from an analysis of the business unit’s opportunities and strengths, not from wishful thinking.

4. Objectives must be consistent It is not possible to maximize sales and profits simultaneously.
1. Business unit strategic planning
● Strategic Formulation- Porter’s Generic Strategies:
1. Overall cost leadership
The business achieves the lowest production and distribution costs so that it can price lower
than its competitors and win a large market share. Firms pursuing this strategy must be good
at engineering, purchasing, manufacturing, and physical distribution. They need less skill in
marketing. The problem with this strategy is that other firms will usually compete with still
lower costs and hurt the firm that rested its whole future on cost.

2. Differentiation
The business concentrates on achieving superior performance in an important customer
benefit area valued by a large part of the market. The firm cultivates those strengths that will
contribute to the intended differentiation

3. Focus
The business focuses on one or more narrow market segments.
1. Business unit strategic planning
● Strategic Formulation- Strategic Alliances: partner relationship
Management (PRM)
1. Product or service alliances
Starbucks partnered with the Tata Group to enter India. The group has helped Starbucks find suitable locations, develop a
suitable store design, and get the menu right with the inclusion of tandoori paneer rolls and cardamom-flavored croissants.
The Tata group also owns around 19 coffee estates and has its own roasting facilities that help address Starbucks’ needs.

2. Promotional alliances
In India, Pepsi built strategic alliances with adidas and Microsoft to tap Indian cricket fans during the World Cup. adidas
retails its Men-in-Blue cricket accessories, Microsoft features Pepsi in its XBox 360 games, while Yahoo! maintains its
www.bluebillion.co.in Web site

3. Logistics alliances
One company offers logistical services for another company’s product. For example, Hong Kong’s Li & Fung manages
Avon’s supply chain.

4. Pricing collaborations Hotel and rental car companies often offer mutual price discounts.
1. Business unit strategic planning
● Program Formulation and Implementation:

Program formulation and implementation aims to strengthen a firm’s

comparative advantage; keep costs as low as possible while maximizing
benefits (e.g., profits/revenue/long-term potential growth); and nurture the
relationships with customers and stakeholders.
 1. Business unit strategic planning
● Program Formulation and Implementation
The last step is feedback and control, where firms monitor the market
climate for the viability of its products and the emergence of
competitors.

Read page 58
and brief it
1. Business unit strategic planning- fig 2.3-p.52
 Factors
Influencing
Company
Marketing
Strategy

Read more:
https://www.slideshare.net/t
hemsaha/factors-influencing
-company-marketing-strateg
y
1. Product Planning: The Nature and Contents of a
Marketing Plan
Each product level within a business unit must develop a marketing
plan for achieving its goals. The marketing plan consists of five
sections:
1. Executive summary and a table of contents
2. Situational analysis where background data is presented.
Pointing out:
- Current Marketing Situation
- Opportunity and issue analysis
- Objectives
1. Product Planning: The Nature and Contents of a
Marketing Plan
Each product level within a business unit must develop a marketing
plan for achieving its goals. The marketing plan consists of five
sections:
3. Marketing strategy where the mission, direction of approach, and target
market are identified
- Marketing Research
- Positioning , segmentation
- Product Management
- Pricing
- Distribution
- Marketing Communications
=> Action program=> Timeline
1. Product Planning: The Nature and Contents of a
Marketing Plan
Each product level within a business unit must develop a marketing
plan for achieving its goals. The marketing plan consists of five
sections:
4. Financial projections which include a sales forecast, expense
forecast, and break-even analysis.
5. Implementation controls which outline the controls for monitoring
and adjusting the implementation of the plan.
Part 2: Capturing Marketing
Insights

- Chapter 3: Gathering
Information and Forecasting
Demand - Read p. 75-112

55
Part 2- Chapter 3: Gathering
Information and Forecasting Demand
- market research (add)

1. Market research (R&D)

2. Forecasting and demand measurement