Tài liệu Market development strategy for sufat vietnam corporation vision 2013 – 2018

Paris Graduate School of Management Thai Nguyen University Paris Graduate School of Management Thai Nguyen University INTERNATIONAL EXECUTIVE MASTER OF BUSINESS ADMINISTRATION PROGRAM THESIS TITLE: MARKET DEVELOPMENT STRATEGY FOR SUFAT VIETNAM CORPORATION VISION 2013 - 2018 Student’s name: PHAM CUONG Intake I 2012 Pham Cuong i CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University ACKNOWLEDGEMENTS In the thesis process with topic “ Market development strategy for Sufat Vietnam corporation period year 2013 – 2018 “. Beside the efforts of yourself, I must say that I am quite happy with his reading and writing after more than 02 months. It is the result of over 02 years of study with 12 subjects of the PGSM program, with the enthusiastic teaching efforts of professors, PhD, lecturers who have given very realistic and useful knowledge to the students during their executive management. I would like to thank the teachers, especially PGSM board of management in Vietnam who have made a lot of efforts not only to transfer knowledge to students, but also have been successful as the organizers of the program. Yours faithfully, Pham Cuong i CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University TABLE OF CONTENTS ACKNOWLEDGEMENTS..………………………………………………………i TABLE OF CONTENTS.........................................................................................ii LIST OF FIRUGES..............................................................................................vi LIST OF CHARTS, GRAPHS...........................................................................viii LIST OF TABLE..................................................................................................ix INTRODUCTION .................................................................................................1 I.THE NECESSITY OF RESEARCH TOPICS....................................................1 II. RESEARCH METHODS ...............................................................................3 III. Sphere and the researching objects .........................................3 IV. STRUCTURE OF THE THESIS....................................................................3 CHAPTER I: THEORETICAL BASIS OF MARKETING AND MARKET DEVELOPMENT STRATEGY ...........................................................................4 1.1. BASIC CONCEPTS OF MARKETING........................................................4 1.1.1. Marketing................................................................................................4 1.1.2. Some basics in marketing ........................................................................4 1.2. MARKET ORIENTATION OF A COMPANY ............................................5 1.2.1. Production perspective of view ...............................................................5 1.2.2. Product perspective .................................................................................5 1.2.3. Selling perspective ..................................................................................5 1.2.4. Marketing perspective asserts .................................................................7 1.3. VALUE AND SATISFACTION CUSTOMER IN MARKETING ...............7 1.3.1. The determinants of value for customers .................................................7 1.3.2 Monitoring and quantify methods and customer satisfaction ....................8 1.4. SUPPLY AND SATISFACTION CUSTOMER............................................8 1.4.1. General value chain.................................................................................8 1.4.2. Supplying value system...........................................................................9 1.4.3. The observed results of satisfaction customer ..........................................9 1.4.4. Supplying value system of Levi Strauss ................................................10 1.4.5. Keeping customers. The cost of losing customers..................................10 1.5. THE OVERALL QUALITY OF THE MARKETING (TQM) ....................10 1.5.1. Monitoring the implementation of the overall marketing strategy quality (synchronous) .................................................................................................10 1.5.2. Win at all costs on the market................................................................ 11 1.6. STRATEGIC PLANNING AND MARKET DEVELOPMENT STRATEGY OF THE COMPANY................................................................................................ 11 1.6.1. Define the mission and program of the company...................................11 1.6.2. The main types of growth opportunities ................................................12 Pham Cuong ii CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University 1.7. ANALYSING EXTERIOR ENVIRONMENT (ONLY THE PPORTUNITIES AND CHALLENGES ............................................................ 13 1.7.1. Opportunities ........................................................................................ 13 1.7.2. Threats .................................................................................................14 1.7.3. Build target .......................................................................................... 15 1.7.4. Construction of strategy ......................................................................15 1.7.5. Construction of programs ......................................................................15 1.7.6. Organizations perform...........................................................................16 1.7.7. Feedback to check ................................................................................17 1.8. THE MARKET ANALYSIS OF CONSUMER AND BEHAVIOR OF BUYER..............................................................................................................17 1.8.1. Models of behavior customer ................................................................ 17 1.8.2. Analyze the determinants of shopping behavior ....................................17 1.9. PROCESS THROUGH THE DECISION TO BUY.....................................19 1.9.1. Role in shopping ...................................................................................20 1.9.2. The type of shopping behavior .............................................................. 20 1.10. The stages of the buying process are through the buying decisions.........20 1.11. MEASUREMENT AND MARKET OF DEMAND FORECAST .............23 1.1.1. The concepts in the measurement market ..............................................23 1.1.2. SEGMENTATION MARKET AND SELECTION OF TARGET MARKET: ......................................................................................................24 1.1.3. CREATING DISCRIMINATION CHARACTERISTICS AND OSITIONING FOR PRODUCT MARKETING .............................................28 1.1.4. DEVELOPMENT, TESTING AND LAUNCH OF NEW PRODUCTS AND SERVICES............................................................................................ 30 1.1.5. THE DESIGNING PRICE STRATEGY ...............................................33 1.1.6. SELECTION AND MANAGEMENT OF MARKETING CHANNELS ....................................................................................................................... 37 CHARTER II: ANALYSIS OF FACTORS AFFECTING THE MARKET DEVELOPMENT STRATEGY OF SUFAT VIETNAM COMPANY.............39 2.1.OVERVIEW OF Sufat VIETNAM COMPANY ......................................39 2.1.1. The process of formation and development. ..........................................39 2.2. ANALYSIS OF EXTERNAL ENVIRONMENTAL FACTORS INFLUENCING THE BUSINESS OF THE COMPANY......................................41 2.2.1. General Environment (PEST model) .....................................................41 2.2.2. Environmental analysis of Vietnam's motorcycle industry....................43 2.2.3. General evaluation on the Vietnamese motorcycle market.....................47 2.3. Analysis of generalSufatmarket forces .....................................................47 2.3.1. Potential competitors.............................................................................48 Pham Cuong iii CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University 2.3.2. Indirect competitors .............................................................................48 2.3.3. Alternative competitors ........................................................................48 2.4. ANALYSIS AND COMPARISON OF COMPETITORS ........................... 49 2.4.1. Appreciating Sufat’s competitors .......................................................... 49 2.4.2. Recognize competitors’s strategies ........................................................ 49 2.4.3. To classify the competitors....................................................................50 2.5. SUFAT DOMESTIC ENTERPRISE ANALYSIS.......................................55 2.5.1. Analysis ofSufatcorporation’s ability and resources .............................. 55 2.5.2. Review ..................................................................................................57 2.6. Organizational and capacity production....................................................60 2.7. Reviewing of research & development R & D (Research & Development) .....60 2.8. The company's market..............................................................................61 2.8.1. Implementing Marketing in general....................................................... 61 2.8.2. Implementation of Marketing synchronization quality (TQM) ..............62 2.8.3. Chain value of the company's activities .................................................62 2.9. Strategic Planning ....................................................................................... 62 2.9.1. Strategy for growth by diversifying products.........................................62 2.9.2. Market segments ...................................................................................62 2.9.3. Business and investors outside of the company ....................................63 2.9.4. The company's distribution system ........................................................ 64 2.9.5. The Reviewing Quality Management TQM...........................................65 2.10. Determining and reviewing of valuable resources and core capabilities.68 2.11. To sum up SWOT analysis.....................................................................70 CHAPTER III: PROPOSED STRATEGY FOR THE ENTERPRISE ...........71 3.1. VISION AND MISSION:............................................................................71 3.1.1. Vision and mission ................................................................................71 3.1.2. Mission .................................................................................................71 3.1.3. Core value............................................................................................. 71 3.1.4. Quality Policy ....................................................................................... 71 3.1.5. The target of quality ..............................................................................71 3.1.6. Business philosophy ..............................................................................72 3.1.7. Business ethics ......................................................................................72 3.2. PROPOSED STRATEGIES FOR SUFAT VIETNAM ............................... 72 3.2.1. The Market Strategy..............................................................................72 3.2.2. Marketing distinguish or not distinguish...............................................76 3.3. Make a distinctive feature and product positioning for marketing ........76 3.3.1. Make a difference for the products ........................................................ 76 3.3.2. Make the differences in services............................................................ 77 3.3.3. Make a difference in personnel.............................................................. 78 Pham Cuong iv CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University 3.3.4. Difference in figures..............................................................................78 3.3.5. Management the types of labels and packages .......................................78 3.3.6. Must be brought value to satisfy the demands of customers ..................81 3.3.7. Supply and customer satisfaction .......................................................... 83 3.4. Pricing strategy ........................................................................................ 84 3.4.1. To set the price......................................................................................84 3.4.2. Selection of target valuation ..................................................................84 3.4.3. The selection channels for Sufat ............................................................ 86 3.5. The other key activities ...............................................................................87 3.5.1. Development of engineering technology and information technology ...87 3.5.2. Providers chain......................................................................................88 3.6. To perform marketing of quality (TQM) ..................................................90 3.7. Competitive strategy ................................................................................91 3.7.1. Detection strategies of competitors........................................................ 91 3.7.2. Methods to improve competitive results ................................................92 3.7.3. The detection of direct competitors ....................................................... 93 3.7.4. Designing the competitive intelligence information system ...................95 3.7.5. Balance of opinion-oriented based on customers and competitors .........96 3.8. The solution for implementation..................................................................96 3.8.1. Organizational Structure.......................................................................96 3.8.2. Information channels to ensure that marketing is the most integral department ......................................................................................................97 3.9. Global development strategy .......................................................................98 3.9.1. Strategies for Sufat ................................................................................98 3.9.2. Strategies for Sufat in oversea markets ..................................................99 3.10. The targets for Sufat in the period 2013 – 2018 .......................................99 CONCLUSION..................................................................................................101 REFERENCES APPENDICES Pham Cuong v CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University LIST OF FIGURES Figure 1.1 ...............................................................................................................7 Figure 1.2 ...............................................................................................................9 Figure 1.3 .............................................................................................................14 Figure 1.4 .............................................................................................................14 Figure 1.5 .............................................................................................................16 Figure 1.6. ...........................................................................................................17 Figure 1.7 .............................................................................................................18 Figure 1.8 .............................................................................................................20 Figure 1.9. ...........................................................................................................21 Figure1.10 ............................................................................................................22 Figure 1.11 ...........................................................................................................25 Figure 1.13 ...........................................................................................................27 Figure 1.14 ...........................................................................................................28 Figure 1.15 ...........................................................................................................31 Figure 1.16 ...........................................................................................................32 Figure 1.17 ...........................................................................................................32 Figure 1.18 ...........................................................................................................33 Figure 1.18 ...........................................................................................................36 Figure 1.19 ...........................................................................................................37 Figure 2.1 .............................................................................................................63 Figure 2.2 .............................................................................................................64 Figure 2.3 .............................................................................................................70 Figure 3.1 .............................................................................................................73 Figure 3.2 .............................................................................................................76 Figure 3.3 .............................................................................................................79 Figure 3.4 .............................................................................................................82 Figure 3.5 .............................................................................................................83 Pham Cuong vi CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University Figure 3.6 .............................................................................................................84 Figure 3.7 .............................................................................................................85 Figure 3.8 .............................................................................................................86 Figure 3.9 .............................................................................................................87 Figure 3.10 ...........................................................................................................89 Figure 3.11 ...........................................................................................................89 Figure 3.12 ...........................................................................................................90 Figure 3.13 ...........................................................................................................94 Figure 3.14 ...........................................................................................................95 Figure 3.15 ...........................................................................................................97 Pham Cuong vii CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University LIST OF CHARTS, GRAPHS Graph 1.1 .............................................................................................................24 Graph 1.2 .............................................................................................................35 Chart 2.1 ..............................................................................................................40 Chart 2.2 ..............................................................................................................44 Chart 2.3 ..............................................................................................................46 Chart 2.4 ..............................................................................................................53 Chart 2.5 ..............................................................................................................53 Chart 2.6 ..............................................................................................................54 Chart 2.7 ..............................................................................................................64 Pham Cuong viii CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University LIST OF TABLES The table 2.1.........................................................................................................39 The table 2.2.........................................................................................................42 The table 2.3.........................................................................................................44 The table 2.4.........................................................................................................45 The table 2.5.........................................................................................................39 The table 2.6.........................................................................................................52 The table 2.7.........................................................................................................54 The table 2.8.........................................................................................................58 The table 2.9.........................................................................................................63 The table 2.9.........................................................................................................65 The table 2.10.......................................................................................................67 The table 2.11.......................................................................................................68 The table 3.1.........................................................................................................73 The table 3.2.........................................................................................................75 The table 3.3 ........................................................................................................80 The table 3.4.........................................................................................................92 The table 3.5.........................................................................................................93 Pham Cuong ix CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University INTRODUCTION I.THE NECESSITY OF RESEARCH TOPICS In the eyes of foreign tourists, Vietnam as a young country is changing day by day, many new things to be discovered including a habit of driving motorcycles. Do not know ever since the motorcycles have become an indispensable traffic vehicles of every citizen. Motorcycles take them to work, go to shopping with their wife, at weekend the whole family on a motorcycle to visit their grandparents and parents. Looking at the young couple in love with each other on the motorcycle, looks nice and romantic but few people know, to make motorcycles, especially Vietnamese brand - Sufat brand to win the trust of customer, is both a creative working process and large investment on engineering technology, infrastructure. That it is the employees’ relentless marketing team to find the desired needs of the consumers and then it is the process of linking divisions to make motorcycles and popular products and services in domestic and oversea markets. Motorcycles have emerged since the 1930s of the last century, especially in Asia. After World War II, motorcycle competition held tough on the 40 companies in Japan, but so far only 04 major companies (Honda, Yamaha, Suzuki, etc.).in the 1980s, China opened the Chinese motorcycle industry to provide rapid development. At present strongly growing Chinese motorcycles, cheap gas. At present account for 50% of the world's motorcycles production mainly for export in Southeast Asia, the dominance of the Japanese motorcycle company, China's low class motorcycles. In Vietnam, the motorcycles was introduced in early, since the 60's: The motorcycles for the North: Mink (USSR) Babeta (Czechoslovakia) Simson (German Democratic Republic). Pegot (France) Books (Federal Republic of Germany).Southern: Honda 67. Honda cup, Suzuki, Yamaha, kavasaki (Japan). The motorcycles on almost all 02, only Cup 67 have moved into the fourth period. Since the beginning of the reforms (1986) motorcycle marke & stain very developed, the market mainly imported motorcycles or produced by foreign firms, assembled in Pham Cuong 1 CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University Vietnam, especially in the motorcycles firms from Japan, and the type of motorcycle cheap low quality from China (in the 1990s). At present, Vietnam's motorcycle market is managed partly subsidized, and a market. State the goal of building the local motorcycle industry.With certain policies with many Vietnamese businesses involved in this sector.In the years from 1997 to 2000 there were 56 enterprises licensed businesses Estate business. Although much more difficult, only 7 enterprises operating with very low yields. Meanwhile, demand for motorcycles in Vietnam market has increased about 10 percent a year For Vietnamese motorcycles enterprises, many challenges are posed. Market is dominated by foreign firms (Japan, Taiwan, China, etc.). As for domestic production, the entire system of suppliers in domestic market haven’t developed, local supporting industries, mechanical engineering industry is very weak. Therefore, many of the factories, workshops closed, workers leave the domestic capital enterprises will have to leave the industry, and almost no longer participate in new business etc... As a manufacturing and trading enterprise motorcycles, following a process of development, at present the corporation is facing difficulties as enterprises other as noted above, the production and the domestic market doesn’t increase, or even reducing, export market also has many limitations. This is the major influence on the development of the enterprise. Therefore market research on the subject “Market development strategy for Sufat Vietnam corporation vision 2013 – 2018” is necessary. The Researching objectives of the thesis: The researching thesis in order to achieve the main objectives as follows: 1. The theory of the market system, to develop a strategic market and enterprise development of a market. 2. Analysis of the status of the external environmental factors and internal enterprise to specify opportunities, challenges, strengths and weaknesses of company Sufat. Pham Cuong 2 CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University 3. Propose strategies to develop and implement solutions to market strategy for the corporation in the period 2013-2018. II. RESEARCH METHODS 1. Collected information Information collected to research from the following sources: - The secondary information - The primary information 2. Information processing Information collection complete set of comparison and analysis to obtain the identification and assessment of the market situation, the situation of the enterprise. III. SPHERE AND THE RESEARCHING OBJECTS The researching thesis focusing on the issues of the company's markets, both domestic and international markets in the past and the present stage. Thereby, the forecast trend in the future. Data collected mainly in about 5 years (2007-2011). IV. STRUCTURE OF THE THESIS In addition to an introduction and conclusion, the thesis is structured into three chapters as follows: Chapter 1. Theoretical basis of marketing and market development strategy Chapter 2. Analysis of the market situation and business Chapter 3. Proposed strategy and solution development company markets the period 2013-2018. Pham Cuong 3 CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University CHAPTER 1 THEORETICAL BASIS OF MARKETING AND MARKET DEVELOPMENT STRATEGY 1.1. BASIC CONCEPTS OF MARKETING 1.1.1. Marketing There can be various definitions, in reality business companies to have new thinking about the objectives, strategies and tactics of its Marketing, not only based on the success of yesterday but alsoneeded changes quickly to meet the needs of consumers.For business. Marketing is a social management process, by which individuals and groups obtain what they need and desire through creating, offering and exchanging productsvaluable to others. 1.1.2. Some basics in marketing Desired needs and requirements: • The needs of human beings is a state of feeling lack of some basic satisfaction • Desire is the desire to get things specific to satisfy the deeper needs (Americans need and expect foods hamburger dish). • Request is desired to obtain the specific product is backed by the ability and willingness to buy them. Products: • Product is anything that can bring offered to satisfy a need or desire • The importance of starting material products mostly do not own them, which is to get the services that it provides. • The manufacturer or mistake is to much emphasis on their physical products rather than services that these products perform. They only think about selling products rather than addressing the needs. Value, cost, and satisfaction: • Consumers will consider the value and price of the product before choosing. They will choose the product that produces the largest value of over 01 money. Exchange, transactions and relationships Pham Cuong 4 CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University In the marke always trade activities and exchange, it is a transaction between two or more parties in which each party must have something (product) or money, valuable to the other party and requires each party has the ability to transfer transactions & commodities. It is also the process by which each party has the right to decide freely to accept or reject the goods of the other party. Market The market includes all those potential customers with a specific need or desire, willing and able to participate in the exchange to satisfy the needs or desires. The end result of relationship marketing is to create a unique property of the company, known as Network Marketing. Marketing Management: Marketing (Marketing Management) is the process of planning, implementation planning, pricing, promotion and distribution of goods, services and ideas to create exchanges with target groups, satisfy the client's objectives and organization. 1.2. MARKET ORIENTATION OF A COMPANY Market orientation is one of the important issues in Marketing. This orientation depends on the different views. 1.2.1. Production perspective of view The view manufacturer asserts that consumers will favor products that are widely available and cheap.The leaders of the organization as a production standpoint to focus on improving the efficiency of production and expanded distribution. 1.2.2. Product perspective According to this view, the assertion that consumers will favor the highest quality products, good value and have the latest features. The leaders of the organization in view products often focus energy on making superior products and constantly improving them. 1.2.3. Selling perspective The perspective of sale that: If we do not anything, consumers generally do not buy the product and will not buy the company's products in large quantities. Therefore Pham Cuong 5 CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University organizations need to effort in the promotion and consumption.This is the point that most companies apply when they excess capacity with the goal of selling what they do rather than anything that the market wanted. 1.2.4. Marketing perspective asserts that the key to achieving the organization's goal is to identify the desired needs of the target market and ensure the desired level of satisfaction with the effective methods andefficiently than competitors. Marketing point of view is understood in several ways: • Meet the needs of a beneficial • Look for the desire and satisfaction • Ask your customers, not loved products • Customer is king • Do all that is in the best we can for each dollar of compensation worthy customers with value, quality and satisfaction. Marketing perspective is based on 04 factors: Target market: No corporation can operate in all markets and satisfy all your needs. It does not work well even in a large market sphere. And they need to identify your target market carefully and prepare a suitable marketing program. The needs of customers: In fact, customers do not know their demand, classified into 05 types of demand • Demand is said: (Want to buy an inexpensive motorcycles) • The need for real (Make sure the operating costs low, not the original purchase price) • Need not say (Expectations agents ensure attentive service) • Demand is interested (Buying a car is give them something) • Secret demand Coordinate marketing: Coordinate marketing with 02 content: • The different marketing functions, sales force, advertising, product management, The researching marketing must be coordinated with each Pham Cuong 6 CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University other (Sales usually complain, product price is too high, Target assigned too large, • Marketing must work closely with other departments in the company. Marketing can not develop effective when all officials and employees understand their impact on customer satisfaction. Profitability: All final marketing activities, even the short-term or long-term profitability for shareholders and the corporation. For a business, the response to satisfy the needs of customers in business that be described as in the following chart: Produce Marketing Customer Customers as controlling function. Marketing as the merging role Figure 1.1 1.3. VALUE AND SATISFACTION CUSTOMER IN MARKETING Value for customers is the difference between total customer value and total customer cost. 1.3.1. The determinants of value for customers There are 03 levels of customer satisfaction. (1) Actual results worse than expected customer dissatisfaction (2) the actual results match than expected customer dissatisfaction (3) Actual results overlapped with the expectations of customers are very satisfied & enjoy. Pham Cuong 7 CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University 1.3.2 Monitoring and quantify methods and customer satisfaction For enterprises, customer satisfaction is very important. To better satisfy customers need to monitor and quantify the level of customer satisfaction as a basis for improving customer satisfaction programs are better. Here are some methods: Complaints system comments: - Customer-centric organization to make it easy for customer comments and complaints: Email favorable, the hotline Satisfaction surveys of customers: - Measuring satisfaction customer on satisfaction not only complaints and suggestions system. because 04 times to buy new 01 comments. Because they do not take the time and left to buy other companies - Conduct periodic surveys: They sent a questionnaire, or call: Send the questionnaire: very dissatisfied, dissatisfied, do not care, happy & very satisfied. Disguised as shoppers: - Check the level of satisfaction the company's products & opponents. - Check the attitude of employees with customers in areas. Analysing the cause of customer loss: - Learn the causes: high prices, unreliable, poor service ..... Interview who are not using the company's products .... 1.4. SUPPLY AND SATISFACTION CUSTOMER Michael Porter - Harvard University suggest taking the value chain as a tool of a company to create value for customers. Main activities create value consists of five key activities & four support activities. The successful operation not only the good results of the individual parts, depends on the coordinated activities of different parts. 1.4.1. General value chain The core business process: Pham Cuong 8 CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University - The process of implementation of the new products: All activities related to the identification of research, development and product launch with fast speed, high quality - The inventory management process: To meet customer needs quickly - The process of ordering and payment - The customer service process. 1.4.2. Supplying value system Companies looking for competitive advantages beyond its value chain. By collaborating with other members in order to improve system performance for providing value to customers. Infrastructure Cơ sở hạ tầng ofcủa the công company ty supp orting activi ties Human Quản Resource lý nguồn nguồnManagement nhân lực lực Quản lý nhân Technological development Supply Extern al supplie rs Service Produc e Internal marketi ng marketi ng sales Key activities Figure 1.2 1.4.3. The observed results of satisfaction customer - Satisfaction Customer will be lower than in the homogeneous product supply industry for a heterogeneous market. The industry provides homogeneous high quality products for the market will ensure high levels of satisfaction - Low level of customer satisfaction → buyers see price fluctuations. - The industry relies on purchased multiple times in general are created at a higher customer satisfaction. Pham Cuong 9 CLASS: ieMBA.B01 Paris Graduate School of Management Thai Nguyen University - When a company increase market share → The level of satisfaction decreased by more customers have heterogeneous requirements drawn into buying products rather homogeneous. 1. 4.4. Supplying value system of Levi Strauss Marketing concept do not think the job of the sales department. If the concept of such a view it is responsible for the formulation a Marketing Mix stimulate consumption. That need the design and supply chain management, product quality, cost ... 1.4.5. Keeping customers. The cost of losing customers Keeping customer is one of the central issues of current business. To keep the customers need to do well but the following: - To calculate the rate to keep its customers. - Determine the cause of the loss of customers: they are not in business, transfer lines, or poor product, poor service, overpriced. - Calculate approximately how much profit as loss of customers. - Calculate how much to reduce customer costs removed. If smaller than the loss is certain to spend. There are five levels of behavior-related businesses to keep customers as below: (1) Basic: Sell all products will no contact with customers. (2) Repeatability: Sales staff sell the product will encourage customers to call back with any questions and complaints yet. (3) To be responsible for: active call customer (4) Repeated many times: some customer call (5) Collaboration: the company regularly works with customers, trying to save for our customers. Basic: Sales staff sold out products are not contact to more customers. 1.5. THE OVERALL QUALITY OF THE MARKETING (TQM) 1.5.1. Monitoring the implementation of the overall marketing strategy quality (synchronous) Pham Cuong 10 CLASS: ieMBA.B01