cand con cac yjwd1671195869090246

2.1.2 Marketing
Soya Garden has always had clear strategies in place:
Soya Garden is divided into three sections: Soya Garden's marketing strategy emphasizes healthy
and nutritious products, but it ignores the fact that tea and coffee contain caffeine, which is why
people can drink them every day.
The first factor is Soya's introduction of new products as well as high-quality products to
customers. The Garden is the next thing to think about. Customers expect to be in a comfortable
and pleasant environment when they visit Soya Garden. The brand's final component is
omotenashi, or customer service. Greeting visitors, establishing close familiarity, and providing
attentive and professional service. Soya always places stores in high-traffic areas where a large
number of people can approach and see the brand while also providing customers with comfort.
Soya Garden also added a slew of new items to its menu, giving customers more options. As
previously stated, Soya specializes in 100% pure soybean products. Soya then introduced new
menu items with prices ranging from 45,000VND to 49,000VND, such as Cafe, Cold Drew,
Matcha Latte, Mango Granita, Watermelon Granita, and others.
Soya wanted to diversify her product line when she decided to sell coffee-milk tea. This is
another example of the brand losing its inherent soul. It is the excessive product diversification
that has made Soya Garden lose its core value. Soya Garden is no longer in production.
Furthermore, one of the factors that contribute to failure is price. People will go to familiar
places like Highland or Phuc Long rather than Soya Garden if the product is coffee or milk tea.
Soya continues to work on projects to reach out to more consumers, such as the program pilot
project "Learn English smart - Drink the ultimate soy milk," which has produced numerous
positive results. And Soya will continue to collaborate with English Snow in the future.
Soya Garden gradually developed specific strategies to overcome difficulties following the
effects of the Covid-19 pandemic. Soya has partnered with food delivery apps so that customers
can enjoy the company's products without having to go. This online delivery model's main goal


is to meet the demand for "fast-quick-convenient," which is especially important in the context of
the pandemic.
Soya made the correct decision by using an online platform, which is why she failed. Soya, on

the other hand, joined the company much later than most F&B companies. Soya was unable to
provide information to customers due to her late arrival.
Instead of looking for expensive locations, Soya chooses to open kiosks, which can help Soya
test new market branches, increase acceptance Brand presence, and potential customers in a short
period of time. Despite the fact that it is a kiosk, the core value of "promoting health, beauty, and
customer experience" remains unchanged.
Ref: /> />