Cac chu e chnhChng2: Moi trng Marketing

Thao luan tm hieu moi trng marketing va nhng tac ong cua no oi vi hoat ong kinh doanh cua doanh nghiep.Hieu c tam quan trong cua khach hang va cach thc thu thap thong tin ve khach hang.Biet cach thu thap thong tin va phan tch oi thu canh tranh.Ap dung phan tch SWOT cho n v kinh doanh cua mnh.Muc tieu chuyen e

Moi trng marketing bao gom toan bo nhng tac nhan va yeu to co anh hng en hieu qua quan tr marketing cua cong ty trong viec xac lap va duy tr cac quan he oi vi khach hang muc tieu. Dan soKinh teT nhienCong ngheChnh tr, luat phapVan hoaCong tyKh. hangoi thu c. tranhNha C. capCong chungoi tacMoi trng v moMoi trng vi mo

Khai nim moi trng marketingBao gom nhng tac nhan va nhng lc lng co anh hng ( tac ong ) en kha nang thc hien thanh cong cac giao dch cua cong ty vi khach hang

Moi trng v mo

Moi trng KINH TEToc o tang trng kinh te va tnh trang that nghiepS ra i cua cac to chc lien ket quoc te :EU, ASEAN, NAFTA, AFTA..Cac rao can hu hnhRao can tai chnhRao can ky thuat Chnh sach canh tranhChnh sach au t, tiet kiem cua chnh phuLam phat, lai suat, t gia hoi oai, quan he gia X-NK

Moi trng van hoa xa hoi

Van hoa : s kien, gia tr, niem tin, tap quan, anh hng cua cac nen van hoa khac,hoat ong cua cac to chc bao ve ngi tieu dungTrach nhiem XH va ao c kinh doanh

Dan soDan so (qui mo va t le tang)C cau tuoi tac va gii tnhC cau gia nhTrnh o hoc vanS phan chia cac nganh nghe khac nhauTon giaoPhan bo va xu the dch chuyen dan c

Moi trng cong ngheS ot pha cua cong ngheCong nghe tin hocCong nghe ky thuat so

KET QUAXu hng au t cai tien cong ngheXu hng so hoa thong tin va ket noi thong tinXuat hien nhng cach thc kinh doanh mi

Moi trng t nhienO nhiem moi trngBao ve tang ozoneKhan hiem cac tai nguyenThien tai- dch benhV/ tai che bao bTh nghiem Sp mi tren suc vatV/ s dung nguyen lieu thien nhien

Moi trng chnh tr-luat phap bao gom cac van ban phap quy cua cac c quan nha nc va viec kiem soat cua Nha nc oi vi viec tuan thu cac van ban o.

Moi trng marketing vi moBao gom nhng tac nhan hay nhng lc lng anh hng tng oi trc tiep en kha nang phuc vu khach hang va s thanh cong cua doanh nghiep

Cong tyTrung gian Nha cung capKhach hangoi thu canh tranhCong chung

Cac yeu to anh hng kha nang phuc vu khach hang cua cong ty

Moi trng vi mo

Tam quan trong cua khach hang Ch co mot ong chu duy nhat o la khach hang. Va khach hang co the sa thai moi ngi trong cong ty ke ca chu tch hoi ong quan tr, n gian bang cach tieu tien cua mnh cho khac. Sam Walfon

Khach hang cua ban la ai?Khach hang se mua san pham/dch vu nao?Khach hang se mua nh the nao?Khi nao khach hang muon mua?Khach hang muon mua san pham/dch vu au?V sao khach hang muon mua san pham/dch vu cua ban?Nhng cau hoi lien quan en khach hang

Th trngban leTh trng quoc teTh trng chnh phuTh trngcong tyTh trng cac trung gian phan phoiPhan loai cac nhom khach hang

Chan dung khach hangChan dung khach hang (customer profile)ac iem cua khach hangKhach hang co nhng nhu cau va c muon g?Khach hang mua san pham va ra quyet nh mua nh the nao?Nhng yeu to nao anh hng en qua trnh ra quyet nh mua cua khach hang?S trung thanh cua khach hang.Tm hieu khach hang

Ap lc t ngi muaSo lng ngi muaKha nang mua Tnh chat quan trong cua SP oi vi ngi muaMc o khac biet cua san pham so vi SP cung loaiKha nang tiep can thong tin cua ngi muaKha nang hoi nhap ve pha sauKha nang lien ket gia nhng ngi mua

Ap lc t nha cung ngSo lng nha cung capKha nang mua hang cua cong tyKha nang thay the cua san phamTnh chat cua san pham c cung ngS khac biet cua san phamChi ph chuyen oiKha nang hoi nhap ve pha trc cua nha cung ng

Trung gian tiep thLa to chc, ca nhan co vai tro la cau noi gia doanh nghiep vi ngi tieu thu Gii trung gian : nha moi gii, thng buonCac c s dch vu tiep th: cong ty nghien cu tiep th, cong ty quang caoCac c s ve phng tien phan phoi :cong ty van tai, cong ty kho bai .

OI THU CANH TRANH NHAN DIEN T

TCT VE C MUONTCT VE LOAI SPTCT VE KIEU DANGTCT VE NHAN HIEUTCT MIPHAN TCH TCT

Tai chnhKy thuat SXKha nang quan lyKha nang marketingiem manh va iem yeuCac muc tieu CL va mui nhon CL cua TCac phan ng cua TPhan tch oi thu canh tranh

Tien trnh phan tch oi thu canh tranhXac nh oi thu canh tranhXac nh muc tieu cua oi thu canh tranhanh gia iem manh/yeu cua oi thu canh tranhNhan dien chien lc cua oi thu canh tranhTm kiem nhng li the canh tranhD oan kieu phan ng cua oi thu canh tranh

oi thu canh tranh la nhng ai va oi thu nao la quan trong nhat ?e doa cua nhng oi thu canh tranh nay la g?Nhng u tien au t, muc tieu va ch tieu cua nhng oi thu canh tranh chnh la g?Nhng iem manh va nhng iem yeu cua oi thu canh tranh la g ?Chien lc trong tng lai cua oi thu canh tranh co kha nang thay oi nhng iem nao?Phan ng cua cac oi thu canh tranh oi vi nhng thay oi nh the nao?Cac cau hoi chu yeu ve oi thu canh tranh

Tnh bao canh tranh

Ho s ve oi thu canh tranh

Lap ho s oi thu canh tranh Ten, a ch, c cau to chc, lch s hnh thanh va phat trien Mo ta oi ngu quan ly chu chot Qui mo, kha nang tai chnh, cac nguon lc va nang lc quan ly Hnh anh, uy tn va ket qua hoat ong kinh doanh cua cong ty Cac chien lc va chien thuat marketing cho cac san pham chu chot cac day san pham va thng hieu. Kha nang thay oi ve chien lc va chien thuat Hnh thc phan ng

PHT LTR HOAN ( bureaucratic decision process)BAO VE TAI NH V THNG XUYEN TAI NH V TRIET E

Mau phan tch SWOT

INTERNAL FACTORSStrengthsWeaknessessEXTERNAL FACTORSOpptnitiesThreatsManagementExperienceLack of..EconomicBusiness cycle, growthFER MarketingAdvertising ,Well though Distribution networkCompetitionForeign competitorManufacturingAvailable man capacityHigh costCustomer trendsUnfulfill needsGrowing for private label productR &DInnovation skillsPoor record in innovationTechnologyPatent protection Newer technologyFinance DebtCashLegalFalling trade barriers in for marketIncreased of proceduresOfferingsHigh quality productToo many lower qlity product Market structureNew Distribution channels Low entry barriers

The main topics discussed in this session are:What is marketing?Roles of marketingMarketing management orientationsMajor marketing conceptsMarketing tools and techniquesFunctions of marketingMarketing planning process New development of marketing

At the end of this presentation, you should be able to:Know the environmental forces that affect the ability of company to serve its customers.Realize how change in the economic, social & cultural, political & legal, and technological affects marketing decisions and the ways companies can react accordingly.Understand how to carry out a customer analysis.Understand how to carry out an industry analysis.Know how to analyze the competitors.Know how to do the SWOT analysis.The marketing environment surrounds and impacts upon the organization. There are two key perspectives on the marketing environment, namely the 'macro-environment and ' the 'micro-environment.The micro-environmentThis environment influences the organization directly. It includes suppliers that deal directly or indirectly, consumers and customers, competitors, and other local stakeholders. Micro tends to suggest small, but this can be misleading. In this context, micro describes the relationship between firms and the driving forces that control this relationship. It is a more local relationship, and the firm may exercise a degree of influence.Micro-environment also includes what we call internal environment, which are all factors that are internal to the organization are known as the 'internal environment'. They are generally audited by applying the 'Five Ms' which are Men, Money, Machinery, Materials and Markets. The internal environment is as important for managing change as the external. As marketers we call the process of managing internal change 'internal marketing.' Essentially we use marketing approaches to aid communication and change management. The macro-environmentThis includes all factors that can influence and organization, but that are out of their direct control. A company does not generally influence any laws (although it is accepted that they could lobby or be part of a trade organization). It is continuously changing, and the company needs to be flexible to adapt. There amy be agressive competition and rivalry in a market. Globalisation means that there is always the threat of substitute products and new entrants. The wider environment is also ever changing, and the marketer needs to compensate for changes in culture, politics, economics and technology.The macroenvironment: The macroenvironment consists of all the outside institutions and forces that have an actual or potential interest or impact on the organization's ability to achieve its objectives. Though noncontrollable these forces require a response in order to keep positive actions with the targeted markets. An organization with an environmental management perspective takes aggressive actions to affect the forces in its marketing environment rather than simply watching and reacting to it.These forces are: demographic, economic, natural, technological, political and social-cultural forces. Demographic forcess - variables within a nation's population, such as age, gender, income level, marital status, ethnic origin and education level.Economic forces - factors in the economy, such as inflation, unemployment, interest rates, etc., that influence the buying decisions of consumers and organisations. Natural forces: Technological Environment - that part of the firm's external environment in which changes in technology affect the firm's marketing effort; the changing technological environment may pose threats or present opportunities. Political and Legal Environment - factors in government, the law and the regulatory system which affect the way an organisation operates.Sociocultural Environment - that part of the firm's external marketing environment in which social or cultural changes (that is, changes to the value system of a society) act to affect the firm's marketing effort; the changing sociocultural environment may pose threats or present opportunities.

Demographics tell marketers who current and potential customers are; where they are; and how many are likely to buy what the marketer is selling. Demography is the study of human populations in terms of size, density, location, age, sex, race, occupation, and other statistics. Marketers monotor population trends because people make up market. Changes in the demographic environment can result in significant opportunities and threats presenting themselves to the organization. Major trends for marketers in the demographic environment include worldwide explosive population growth; a changing age, ethnic and educational mix; new types of households; and geographical shifts in population.Example 1: Question: What demographic factors affect your product? Technological environment: The technological environment refers to new technologies, which create new product and market opportunities. Technological developments are the most manageable uncontrollable force faced by marketers. Organizations need to be aware of new technologies in order to turn these advances into opportunities and a competitive edge. Technology has a tremendous effect on life-styles, consumption patterns, and the economy. Advances in technology can start new industries, radically alter or destroy existing industries, and stimulate entirely separate markets. The rapid rate at which technology changes has forced organizations to quickly adapt in terms of how they develop, price, distribute, and promote their products. Natural environment - natural resources needed as inputs by marketers or that are affected by marketing activities.Green marketing (the greening of America) or environmental concern about the physical environment has intensified in recent years. Environmental consciousness has a strong presence in Western Europe and Japan, as well as in the United States. To avoid shortages in raw materials, organizations can use renewable resources (such as forests) and alternatives (such as solar and wind energy) for nonrenewable resources (such as oil and coal). Organizations can limit their energy usage by increasing efficiency. Goodwill can be built by voluntarily engaging in pollution prevention activities and natural resource. Demarketing a strategy used to decrease the consumption of a product Green marketing marketing efforts designed to minimize negative effects on physical environment or to improve its qualityOrganizations must operate within a framework of governmental regulation and legislation. Government relationships with organizations encompass subsidies, tariffs, import quotas, and deregulation of industries. The political environment includes governmental and special interest groups that influence and limit various organizations and individuals in a given society. Organizations hire lobbyists to influence legislation and run advocacy ads that state their point of view on public issues. Special interest groups have grown in number and power over the last three decades, putting more constraints on marketers. The public expects organizations to be ethical and responsible. An example of response by marketers to special interests is green marketing, the use of recyclable or biodegradable packing materials as part of marketing strategy. The major purposes of business legislation include protection of companies from unfair competition, protection of consumers from unfair business practices and protection of the interests of society from unbridled business behavior. The legal environment becomes more complicated as organizations expand globally and face governmental structures quite different from those within your country.Examples of laws in USA.Sherman Antitrust Act prohibits monopolies Pure Food and Drug Act controls the quality and labeling of food and drugs in interstate commerceNutrition Labeling and Education Act requires that the labels on most foods products provide detailed nutrition informationLobbyists represent big corporations, industry trade groups and public interest groups who represent their views to government officials

Knowing customers is to identify who are current customers, potential customers.Marketers must study customers perceptions, preferences, shopping and buying behavior. Studying customers provides clues for developing new products, product features, prices, channels, messages, and other marketing-mix elements.What customers buy and where the value of the product in term of customers are very important for marketers. This information is very significant. This will affect the marketing strategies, marketing mix.What do they want to buy? Benefits of the product. Ex: Customers buy cosmetics it means that they buy hope. Customers buy air conditioners they buy comfortableIdentifying competitors: Competitors include those who make products which compete directly against those of the company and more broadly those that meet the same needs. Companies are more threatened by latent competitor than current one. Competitors may be identified by industry or by market.Determining competitor objectives: Competitors differ in the relative emphasis they put on variables such as cost, quality, market share, technology, etc.Identifying competitor strategies: Competitors can be sorted into groups which pursue different strategies, e.g., all companies which pursue the strategy of producing a narrow line of high quality products, "offer a high level of service and charge a premium price are in one group.Assessing competitors' strengths and weakness: Companies keep data records on competitors' performance to assess likely future moves and capabilities.Estimating competitors' reactions pattern: Beyond capacity, competitors must be assessed in term of how they respond to the company's strategy.Selecting competitors to attack and avoid: Companies typically classify competitors for possible action. Strong or weak competitors may be attacked. Weak competitor are an easier but less profitable target. Close or distant competitors may targeted.Who is your firm competing with?Evaluate perceptual maps.What are your competitors strengths and weaknesses?Observe consumer responses to important measures.How does your firm compare to these competitors?Analyze data from consumers and financial measures.Can your firm learn from competitors?Investigate benchmarking and adopt best practices.Can your firm predict what the competitor will do?Look for equilibriums, and consider commitments.Competitive Intelligence - the art of obtaining actionable intelligence about your competitors.What need to know about competitorsThe tables above lists the kinds of competitor information that would help businesses complete some good quality competitor analysis.You can probably think of many more pieces of information about a competitor that would be useful. However, an important challenge in competitor analysis is working out how to obtain competitor information that is reliable, up-to-date and available legally.What businesses would really like to know about competitorsSales and profits by productRelative costsCustomer satisfaction and service levelsCustomer retention levelsDistribution costsNew product strategiesSize and quality of customer databasesAdvertising effectivenessFuture investment strategyContractual terms with key suppliersTerms of strategic partnershipsCompetitor profiles provide a summary of key aspects of a competitors business. Depending on the format and content, they can provide anything from the background information that your sales reps need to give them the selling edge against your competitors to the information that the board needs when investigating acquisition potential or deciding major strategic initiatives against a competitor.