KẾ HOẠCH TIẾP THI UNILEVER

UNILEVER VIETNAM
MARKETING DEPARTMENT

MARKETING PLAN
FOR OMO DETERGENT POWDER


CONTENTS


ACKNOWLEDGEMENTS
I wish to acknowledge many individuals whose have instructed and supported
in the completion of this plan.
Special thanks to Dr. Dung Tran for his complete support with many valuable
lessons, suggestions and weekly advice on how to write a marketing plan. Besides, his
weekly reminders really gave pressure as well as motivation for the completion of this
plan.
Finally, I would like to extend my thanks to all of my friends for their advice
and support during the time I was working on this plan.


LECTURER’S REMARKS
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LIST OF ABBREVIATIONS

UVN:

Unilever Vietnam

PR:

Public Relation

CEO:

Chief Executive Officer

P&G:

Procter & Gamble

ACN:

A. C. Nielsen Company (marketing research)

TNS:

Taylor Nelson Sofres Company (marketing research)

SWOT:

Strengths, Weaknesses, Opportunities, and Threats

CSR:

Corporate Social Responsibility

R&D:

Research and Development

CPI:

Consumer Price Index

FMGC:

Fast Moving Consumer Goods

MOET:

Ministry of Education and Training

TVC:

Television Commercial

HCMC:

Ho Chi Minh City

TOM:

Top of Mind


LIST OF TABLES AND FIGURES

Tables:
Table 1. OMO product Portfolio..................................................................................
Table 2. Population of 4 major cities in Vietnam.........................................................
Table 3. Price comparison between OMO and Tide ...................................................

Figures:

Figure 1. Marketing mix elements (the 4P’s)..............................................................
Figure 2. Five levels of product by Kotler...................................................................
Figure 3. The Extended Marketing mix (7Ps).............................................................
Figure 4. Detergent market share in Vietnam (2009)..................................................
Figure 5. Product Mix of OMO....................................................................................
Figure 6. Distribution network of OMO......................................................................
Figure 7. TVC –White Clothes for Bright Futures......................................................
Figure 8. TVC – OMO Stain removal expert..............................................................


PART I: EXECUTIVE SUMMARY

An important objective of this plan is to understand and learn how to evaluate the role of
Public relations (PR) in marketing mix strategy of a company. In this plan, the PR activities of
Unilever Vietnam (UVN) for OMO detergent powder was used as a case study for analysis.
In the second part, I’d like to present an introduction of UVN and provide an overview
of OMO brand - the core object of the analysis- and its position in the market. Furthermore, this
part may help the readers know how strong or weak the brand is; and what opportunities,
threats may come to the brand.
In the third part, the company’s main strengths and weaknesses and the main
opportunities and threat facing OMO detergent powder will be identified
In the fourth part, we define the company’s objectives in the areas of sales, market share
and profits, and the issues that will affect these objectives.
Part five is going to discuss Marketing Strategies and Action Programs for OMO.
Part six will forecast the budget and the expected financial outcomes from the plan.
Finally, in the last part, we will see how the progress of the plan for OMO brand will be
monitored.

Page 1

PART II: CURRENT MARKETING SITUATION
1. An overview of Unilever Vietnam and OMO detergent powder
1.1. About Unilever Vietnam:
Unilever Vietnam is a subsidiary of the Anglo-Dutch Unilever Corporation, one of the
world’s leading suppliers of fast moving consumer goods in foods, household and personal care
products with a presence in more than 150 countries.
Unilever started operation in Vietnam in 1995 with a total investment around US$120 million
in 2 companies: Lever Vietnam - specializing in Home and Personal Care products and
Unilever Bestfoods & Elida P/S - in Foods, Tea and Tea-based Beverages.
Since its establishment, Unilever’s wide range of products such as OMO, Viso, Sunsilk,
Clear, Lifebuoy, Lux, Dove, Pond’s, Close-Up, P/S, Lipton, Knorr have not only met the needs
of Vietnamese consumers but also gained leading position in the categories which they
compete. Unilever Vietnam has developed an extensive national network of more than 200
principle distributors and over 400,000 outlets nationwide by 2008. The company directly
employs more than 2,000 people and indirectly creates nearly 6,000 jobs via its local business
partners such as suppliers, distributors and third party contractors (*).
Since 1995 to date, Unilever Vietnam has always achieved significant double-digit
growth each year. In April 2010 and April 2005, the company was honored to receive the
President of the State's First rank Labour Medal and Second rank Labour Medal respectively
for its excellent business performance and contribution to the development of Vietnam. In April
2000, Unilever Vietnam received the Prime Minister’s Award for its excellent business
performance and contribution to many social and charity activities and community health and
education projects. Unilever Vietnam is committed to helping people feel good,
look good and get more out of life with brands and services that are good for them and good for
others. We will inspire people to take small everyday actions that can add up to a big difference
for the community. We will develop new ways of doing business that will allow us to grow
while reducing our environmental impacts.
(*) Source: Exploring_the_Links_between_International_Businesses_and_Socioconomic_Development_of_Vietnam_A_Case_Study_of_Unilever_Vietnam_(2009)

1.2. About OMO
1.2.1. Overview
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OMO is a brand among homecare products of Unilever. Since its first day back in 2000,
through delivering the simplest and most efficient laundry, OMO is contributing to cleaner and
happier Vietnamese lives.
Following information will provide us a closer view of OMO.
1.2.2. Product Portfolio:
OMO Product Portfolio

OMO bleach

OMO comfort

OMO packshot handwash

OMO packshot matic front load

OMO top load
Table 1. OMO product Portfolio
1.2.3 Market segmentation:
a) Target market:
Initially, OMO targeted middle- and high-income consumers market. Later, with a commitment
to bring the best benefits to customers’ lives, Unilever and OMO are trying to reduce
production cost and lower its prices to meet the demands of customers with low income in rural
and remote areas.
b) Defining business market:
Detergent washing power, targeting to provide good washing quality detergent powder.

c) Segmentation method:

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Unilever segments its market for the brand OMO by population and geography, based on the
following variables:
1) Density/Dimension Scale:
OMO mainly covers cities and large towns throughout the country since this is an attractive
market with high profitability. The population densities in these areas are relatively large, and
the demands there for washing products are higher than in rural areas.
Unit: Persons
Year – 2009
Population :

HCMC
Hanoi
Da Nang
Hai Phong
7.162.864
6.451.909
887.435
1.837.173
5.968.384
2.644.536
770.911
846.191
Urban
1.194.480
3.807.373

116.524
990.982
Rural Table 2. Population of 4 major cities in Vietnam (Source: TNS Census 2009)
2) Age group:
People younger than 18 years old do not care much about brand name, quality of detergent
powder because they do not often do laundry works. Therefore, target customers of OMO are
people aged 19 and older as they are usually the main decision makers of detergent powder
brand for their household. Besides, they also care much about reputation and quality of
detergent powder brands.
3) Household size:
OMO is interested in extended families with 2 or 3 generations living in the same house. The
larger the household size is, the more products it consumes.
4) Occupation:
High or stable income jobs such as office executives, doctors, etc. Besides, OMO also aims at
people working in environments that are easy to get dirty like mechanic engineers, building
engineers.
1.2.4 Key facts:


Largest brand in Vietnam



Has around 60% share of the Vietnamese detergent market



Most highly recognized brand in Vietnam, 2005 (ACN Omnibus)



98% of Vietnamese households have tried OMO at least once (TNS Consumer Panel)



The brand is still only 10 years old in Vietnam.

PART III: SWOT ANALYSIS
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In this section, I’d like to provide a brief analysis of OMO’s SWOT (Strength, Weakness,
Opportunities, and Threats)
Strengths:
-

Strong financial capability: with the support of Unilever Corporation, OMO has
good finance to maintain its top position in the market as well as make it a
stronger brand.

-

Reputation: since its first days, OMO has created the credibility with the
customers by providing high quality products. Since then, the reputation of the
brand has been highly recognized.

-

Distribution channels: Unilever has built a huge distribution channel nationwide
to sell its products, including OMO.

-

CSR activities: Unilever has implemented a lot of CSR activities with OMO
brand as a representative. These activities reward OMO and Unilever a lot with
the increase of sales.

-

People: Unilever has a strong company culture and high quality human resources
whose responsibilities are highly appreciated.

-

R&D: research and development activities are favourite investment channels of
UVN. Thus, OMO always has new innovations for its product range.

Weaknesses:
-

Not being environment- friendly as it contains sodium and potassium salts of fatty
acids which are less biodegradable than soap.

-

High price due to being unable to reach majority of customers, especially those
live in rural and remote areas. But new marketing and sales innovations have
resulted in greater penetration into rural market.

-

Almost key leaders of UVN are foreigners so some promotions may not be
suitable with ways of life of Vietnamese people. This may lead to losing the
interest of customers toward the brand.

Opportunities:
-

In recent years, the average personal income of Vietnamese people has been
increased significantly. This is a chance for OMO to expand its market as the
number of potential customers, who could afford OMO’s price, is increasing.

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-

Living standard of Vietnamese people is improved year by year, and now many
people are able to own washing machines for household use. Thus, the market
share of detergent powder for washing machines will expand for all competitors,
including OMO.

-

Vietnamese people primarily live in extended family (2 or 3 generations live
together), this is still a great consumption channel for OMO.

Threats:
-

Facing stiff competition with P&G’S ARIEL & TIDE, as ARIEL is coming up
with constant innovative techniques.

-

Increasing inflation and CPI due to the increase of oil & petrol price make
consumers tighten their expense, leading to a downgrade in FMGC products,
including detergent powders. They tend to purchase products with acceptable
quality and reasonable price while OMO’s price is still considered more
expensive than other brands.

2. Key competitors & Position in detergent washing powder market:
Currently, there are various detergent powder brands of different manufacturers in
Vietnamese market. Thus, the competition to gain a larger market share in this industry is very
harsh in the market. The key competitors in this competition include such brands as Tide, Vi
Dan, Surf, Viso, etc. Of these brands, Viso and Surf live in the same home with OMO as they
are products of Unilever. Therefore, only Tide is direct competitor of OMO because other
brands either belong to a different market segment or are not strong enough to compete with
OMO.
After entering the detergent market in Vietnam, OMO has built credibility in customers’
consciousness as high quality detergent which resulting in 60% market share against its
competitors, especially Tide (P&G). At present, OMO is the largest detergent powder brand in
Vietnam.

Figure 4. Detergent market share in Vietnam (2009)

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PART IV: OBJECTIVES AND ISSUES

1.1. Achievements:
 PR activities of OMO have achieved great communication effectiveness.
The public relations activities have implemented on a large scale and have achieved
great communication effectiveness. The activities have made the image of OMO now is not
just a normal consumer product but attach with the image of caring and sharing. Thanks to
effective PR programs, OMO has created a move in brand positioning to be a community –
oriented brand and "burned in the minds of customers.”
1.2. Objectives
Unilever Vietnam must achieve the following objectives it has set for PR programs of OMO
detergent power.
 Providing information positively and effectively about product quality in significant
events via mass Medias.
 Achieving a wider promotion of the positive roles, the needs of using OMO washing
powder in daily life.
 Positioning OMO washing powder at a higher level, the level of a prestigious and
community-oriented brand in customers’ minds.
 Positive contributions to the society.
The PR programs have really brought practical benefits to society. The CRS programs have
helped many disadvantaged pupils and students and poor families to continue their learning
and production. The programs have really created noble human values.
1.3. Issues:
Although OMO has powerful PR campaigns, there are some points OMO should improve to
enlarge their segment.
Firstly, although OMO has a team of experienced experts in marketing, PR for the product
but OMO also took some false steps due to some misunderstandings in cross-culture
communication. This is quite understandable for a multinational firm originating from
Europe like UVN because culture is a sensitive and diversified aspect, which needs a long
time to be thoroughly understood. The most recent event of OMO – “Washing the giant Tshirt with OMO bleach”, which took place at the Military Zone 7 Stadium (2006) – was an
expensive event but it did not receive good responses from the public and marketing
experts. The reason for this failure is OMO just wanted to define its leading position in

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detergent powder market by creating a unique event - washing the biggest T-shirt in the
world, and that was the only message taken out from the event. OMO did not measure the
aspect of East Asian culture and current economic situation of Vietnam at the time.
Vietnamese people need something practical and useful for community in such an event.
The giant T-shirt was considered a waste of money for nothing.
Secondly, although PR activities of OMO have achieved great communication effectiveness
but in my objective opinion, these programs have not been replicated. In other words, new
activities only confined in large cities, especially Hanoi and Ho Chi Minh City while
OMO’s target customers are all families throughout the country.

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PART V: MARKETING STRATEGIES AND
ACTION PROGRAMMES
ANALYSIS THE ROLE OF PR ACTIVITIES IN MARKETING MIX STRATEGY OF
OMO DETERGENT
1. The role of PR in the marketing mix strategy of OMO:
1.1. The objectives of PR activities:
Objective is a guideline for all activities, especially with the PR programs. Setting clear and
rational objectives can help OMO planning, implementing and evaluating PR activities
effectively.
The list below is a brief of objectives that OMO has set for its PR activities:
 Providing information positively and effectively about product quality in significant
events via mass Medias.
 Achieving a wider promotion of the positive roles, the needs of using OMO washing
powder in daily life.

 Positioning OMO washing powder at a higher level, the level of a prestigious and
community-oriented brand in customers’ minds.
1.2. The role of PR in the marketing mix strategy of OMO:
In the success of OMO’s marketing mix strategy, we cannot forget to mention the
important role of PR activities. In each campaign, there is not only PR department of
Unilever, but also a powerful force of PR firms that always ready to support them. Once a
program is launched, it is one time OMO attracts the attention of customers.
OMO always catches the concerns of customers and responses to them positively. PR
plays a vital role in raising brand awareness for OMO as well as influences purchase
decisions of customers. PR activities of OMO usually begin by creating “public opinion
tendency”, and program “Dirt is good” was a typical example. Starting with the concept
that today many parents do not allow their children to play outdoors because they afraid
the children may get dirty, OMO sent them the message: “Give your children the freedom
to learn and play – Dirt is good”. The message aroused the consciousness of the parents
about letting their children freedom to learn and play even if they might get dirty. OMO
tried to make people care about this issue by creating discussion corners on the local
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newspapers; actually most of comments or articles on the papers were conducted by
OMO’s PR executives under different names. They made customers believe that, for
children, getting messy is a natural part of learning, having fun and enjoying everything
life throws at them; and no matter how dirty your family's clothes get, a wash with OMO
will ensure that they emerge white and bright again - so you and your children can go out
and be as active as you like. Such PR activities help increasing brand awareness for
OMO significantly because OMO has concentrated on solving the public’s concern
positively.
The success of creating a high customer’s awareness of OMO has been creating many
advantages for the brand in dominating the detergent powder market as well as competing
with others competitors. Back to 2002, the market witnessed a fierce price war between

OMO and Tide aimed at dominating the market. When the price fell through the floor, the
two brands had to increase the prices again because they could not afford with such low
prices. However, the power of communication of OMO which based on the success of PR
activities helped OMO won in this price war due to higher brand awareness created
earlier. At that time, noisily PR and advertising activities made OMO a top of mind
(TOM) brand of many customers, thus they were still willing to pay more for the product
even if the price was higher than TIDE. Furthermore, once the brand awareness is high,
the need for expanding distribution channels is also a essential. In this case, we can see
that PR has indirectly distributed to the expanding of OMO’s distribution channels as PR
has completed its vital role in raising public awareness about the brand.
In summary, PR plays an important role in marketing mix strategy of OMO. PR activities
not only help increasing the brand awareness among customers but also creating
advantages for OMO in price competition with other competitors. Besides, PR also
contributes in the expanding of distribution channel of OMO. Generally, PR nearly covers
all the 4Ps in the marketing mix strategy of OMO. The success of PR activities has
brought OMO to the heart of customers, making them consider OMO a high quality
brand; even more, it is a brand that always looking forwards to create the best value for
customers’ lives.
2. Reviews of PR activities of OMO:
It can be said that UVN had a thoughtful marketing strategy with creative
communication activities in order to polish the trademark and attract customers' consumption to
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product OMO. Unilever has taken the advantage of their own strengths as well as the
opportunities from the market to gain huge revenue every year for the company.
Entering the Vietnam market since 1995, Unilever has had a very careful preparation for
OMO before launching it into the market. The company conducted market research studies,
studied Vietnamese culture and shopping habit of customers to make effective communication
strategies. OMO started with TVCs which highlight its outstanding laundry features. The most

typical TVC was the one that showed the interviews with consumers about their experiences
with OMO. The campaign had achieved a great communication effect; most consumers could
remember the brand OMO in their hearts. At that time, OMO positioned itself as a clean and
white detergent washing powder with the slogan: "OMO – stain laundry expert." This
positioning strategy of OMO was very successful because whenever they think of OMO, they
think of the feature "clean and white."
In addition to noisy advertisements on TV and newspapers, OMO also used numerous
marketing activities to promote the brand. 2002 was the year that marked the introduction
of a successful PR program for OMO, which was highly rated by people working in
Vietnam’s PR industry, the "OMO’s White Clothes for Bright Futures” program (2002 –
2005)." Since late 2005 we have seen a new move of OMO with community – oriented
marketing strategies. OMO was actually positioned at a higher level. Ms. Nguyen Thi
Mai, brand manager of OMO said: "OMO is positioned based on the exploitation of
experience and development of children. All activities of OMO are aiming to achieve this
goal. ". Series of launched programs concentrated on this consistent objective. Since
2004, OMO Tet has become one of the core activities in OMO business. Each year, OMO
Tet has different themes and different activities, but they are all touching and meaningful
focusing on educating children to express gratitude to their elder members in families.
From 2005, OMO has bonded the long term partnership with MOET. According to this
agreement, to build a better learning environment for elementary children, each year,
OMO invests in building nearly 40 international standard play-grounds for schools all
over Vietnam, and spends billions of dongs in other social activities (source: UVN
website). All for the best of the children! Program "spring from million golden hearts
(2006 till now)" support 3000 students to go home in Tet festival. The programs have
really brought practical benefits to society and OMO quickly "scored" in the eyes of
customers.

Page 11

Currently, we are continuously witnessing noisily advertising and PR campaigns of OMO
towards community and society. Series of ads with contents focus on moral development in
young children and educate them with heart kindness, gratitude grandparents and parents. The
sales promotion programs were launched to attract widespread public during the Lunar New
Year. OMO actually achieved a move in the brand positioning strategy which is approaching
closer to the public.
Figure 7. TVC –White Clothes for Bright Futures

Figure 8. TVC – OMO_Stain removal expert

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3. The strategy of marketing mix:
3.1. Product:
Product mix of OMO can be interpreted briefly in the figure below:

Provide different types of detergent for different
washing methods (hand washing or washing
machine), with same amount of detergent Omo to
enable customers to wash more clothes.
Able to participate in promotion programs &
events of Omo
Reduce environmental impacts (Omo Small
& Mighty)
• Gentle smell
• Cause no harm to hand skin

Figure 5. Product Mix of OMO
Page 13

3.2. Price:
OMO should continue to apply value-based and competition-based pricing
strategies with slightly higher prices than other competitors. During the first 5 years, the
company kept the price and quality even when the prices of other brands increased due
to raw material and fuel prices rise. These measures help OMO gradually gain market
share.
Tide and OMO have been dominating the detergent market and competing
critically with each other. Experience of Unilever in the competitive environment with
rival P & G: "If two brands have market shares nearly equal, which brand can increase
market shares will be able to gain differences in terms of revenue and expenses and thus
lead to strong competitive advantage. " There is no reason to lose market share. Since
the loss of market share is always accompanied by reduction of competitive advantage,
profitability, higher costs, and a threat to lose the market.

Table 3. Price comparison between OMO and Tide
(Source: , March ,2011)

OMO Comfort 3 kg

Tide Downy 3 kg

Price: 112.000 VND

Price: 86.000 VND

OMO Red 800 g

Tide Downy 800 g

Price: 31.500 VND

Price: 27.000 VND

OMO Red 400 g

Tide Downy 400 g

Price: 15.500 VND

Price: 10.500 VND

3.3. Place:
The coverage of OMO as large as the size of UVN’s distribution network. The total
number of UVN’s retailers (outlets) in 2008 reached over 400,000 outlets nation-wide
compared to 30,496 outlets they had in 1995, also exhibited a pattern of growth of more than 13
Page 14


times. On average, 39 outlets that sold UVN products had been established in each rural and
urban commune in Vietnam by 2008.
OMO applies “intensive distribution channel” (see Fig. 6) which consists of independent
retailers, wholesalers and producers seeking for profit maximization of its own sake. UVN
distributes OMO by two types of trade channels: general trade and modern trade. General trade
is referred to as retail channels comprised of distributors (small enterprises), sub-distributors
(big shops, medium and small supermarkets), and small retail shops. Modern trade includes
wholesale and big supermarkets such as Metro, Big C and Saigon Coop Mart. OMO products
are delivered by distribution companies to sub-distributors or supermarket (i.e. retailers) and
then to the end-users throughout the Country. The strong presence of OMO in Vietnam is felt

when one visit a supermarket, marketplace, grocery store or upon entering a household. With
such a wide distribution network, Vietnamese customers could buy OMO easily at anytime,
anywhere throughout the country.

Customers
Figure 6. Distribution network of OMO
3.4. Promotion:
UVN is one of the companies in Vietnam that uses promotion effectively to promote its
products. Thanks to its financial strength, UVN always has noisily promotional campaigns for
OMO. UVN has used all elements of promotion mix to promote OMO to customers.
As many other major FMCG companies in the world, UVN should apply 2 primary
sections for promotion campaigns of OMO which are “Above the line” and “Below the line”.
Promotional activities carried out through mass media, such as television, radio and newspaper,
are classed as "above the line" promotion. In this section of promotion, UVN usually launch
Page 15


many campaigns on most of mass media channels at a time for new products of OMO. Most
advertising activities have been conducted by international advertising companies but the
contents remains factors that could reflect aspects of lives of Vietnamese people. With such
wide spread and familiar content advertising, OMO will always accomplish high brand
awareness of the customers.
"Below the line" promotion refers to forms of non-media communication or advertising.
This section is also strength of UVN, so it will implement many excellent PR activities for
OMO. Furthermore, UNV also creates corporation image through sponsor and CSR activities
under representative of OMO brand. The motto of UVN in their sponsor and CSR activities is
“investing on the people and developing community”. Project “OMO - White Clothes for
Bright Futures” and scholarships for disadvantaged school children during 2001-2005 was a
typical example.
With such humanity purpose, UVN and OMO have received the sympathy of

Vietnamese consumers and refunding to the company by consuming more OMO detergent and
other products of UVN. To change and renew, UVN can use a new campaign so called ‘ OMO
together with the poor’.

Page 16


PART VI: BUDGET
1. Budget plan
Number
1.

Items
Advertising

Cost
250.000.000VND

Notes
Advsertising on
TV, on Tuoi Tre
and Thanh Nien
news paper, radio,
street panels,

2.

Display

200.000.000VND

internet , etc
Rent some venues,
design exterior and
interior

3.
4.

Promotion
Campaign

200.000.000VND
500.000.000

‘ OMO together
with the poor’

Total estimated

1.250.000.000VND

cost
Total estimated

30.000.000.000VND

gain
Total revenue

28.750.000.000VND

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PART VI: Control
1.Time plan:
- Advertising programme:

from 01/01/2013 to 01/07/2013

- Display programme:

from 01/01/2013 to 28/01/2013

- Promotion programme:

from 01/05/2013 to 01/06/2013

2.Human resource plan:
* For Marketing Department staff:
- Plan and implement the programme
- Prepare products and gifts for the programme
- Deliver programme information and instructions on implementation
- Supervise the implementation of the programme in their local areas
* For the branch:
- Monitor the progress of the programme
- Analyse and report to Marketing Department

October 20, 2011

Prepared ( Marketing Manager)

Comments of CEO
........................................................................................................................
........................................................................................................................
........................................................................................................................

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REFERENCES
1. Brian G. Smith (2007) Representing PR in the Marketing Mix – A Study on Public Relations
Variables in Marketing Mix Modeling, Institute of Public Relation, Maryland University.
2. Kotler, P, Amstrong, G, Ang, S Leong, S Tan, C& Tse, D2005, Principles of Marketing, 10th
edn, Prentice Hall, Pearson, Singapore.
3. Kotler (2003), Marketing Insights from A to Z, John Wiley & Sons, Inc., Hoboken, New
Jersey.
4. TNS Qualitative Research Dept. (2010) TNS Census Results2009, HCMC, Vietnam.
5. Exploring the links between International Business and Socio-economic Development of
Vietnam – A case study of Unilever Vietnam. Retrieved 19 March 2011 from :
/>_economic_Development_of_Vietnam_A_Case_Study_of_Unilever_Vietnam_(2009)_tcm13212700 /qqa.pdf
6. Above the line (ATL), below the line (BTL). Retrieved 20 March 2011 from:
/>7.

Introduction

of

Unilever

Vietnam.

Retrieved

16March

2011

from:

/>8.

Price

comparison

between

OMO

and

Tide,

Retrieved

2

May

2011

/>9. Unilever 2011, Unilever Vietnam, Retrieved 2 May 2011 from:
/>
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from: