Phân tích SWOT và kế hoạch marketing sản phẩm của công ty sữa VInamilk e

PHÂN TÍCH SWOT VÀ KẾ HOẠCH MARKETING SẢN PHẨM CỦA
CÔNG TY SỮA VINAMILK

1. Introduction
In order for Vietnam Dairy Products JSC (Vinamilk Corporation) to obtain daily
sales and inventory reports from its retailers, this leading producer of dairy products
in Vietnam had to station one staff member permanently at each of the 260
distributors that it works with countrywide.
2. The History
Significant events in our business are set out below:
1976: Our Company was founded under the name of Southern Coffee-Dairy
Company, a subsidiary of the General Food Directorate and had six factories in
operation, namely Thong Nhat Dairy Factory, Truong Tho Dairy Factory, Dielac
Factory, Bien Hoa Coffee Factory, Bich Chi Powder Factory and Lubico.
1978: The management of our Company was transferred to the Ministry of Food
Industry and our Company was renamed United Enterprises of Milk Coffee Cookies
and Candies I.
1988: Introduced powdered milk and cereal with milk powder at the first time in
Vietnam.
1991: Launched UHT milk and spoon yoghurt to Vietnam market.
1992: The United Enterprises of Milk Coffee Cookies and Candies I was formally
renamed Vietnam Dairy Company and came under the direct management of the
Ministry of Light Industry. We started focusing on the manufacturing and processing
of dairy products.


1994: Hanoi Dairy Factory was built in Hanoi as part of our Company’s expansion
and market development strategy to cater to the market in the northern region of
Vietnam.
1996: Binh Dinh Dairy Joint Venture Enterprise was founded as the result of our
joint venture with Dong Lanh Quy Nhon Joint Stock Company. This joint venture

enabled our Company to successfully gain access to the market in the middle region
of Vietnam.
2000: Can Tho Dairy Factory, which is located in Tra Noc Industrial Zone, Can Tho
City was built to better meet the demands of consumers in the Mekong Delta. In the
same year, we set up the Logistics and Warehouse Enterprise located in 32 Dang Van
Bi St., Ho Chi Minh City.
2003: Was formally converted into a joint stock company in December 2003 and
changed its name to Vietnam Dairy Products Joint Stock Company to reflect its
change in status.
2004: Acquired Saigon Milk Joint Stock Company. Increased share capital to VND
1,590 billion
2005: Bought over our joint venture partner’s remaining shareholdings in Binh Dinh
Dairy Products Company Ltd (as Binh Dinh Dairy Factory was then known) and
inaugurated Nghe An Dairy Factory, located in Cua Lo Industrial Zone, Nghe An
province, on 30 June 2005.
* Entered into a joint venture agreement with SABMiller Asia B.V. and established
SABMiller Vietnam Joint Venture Company Ltd. in August 2005. Our first joint
venture product, Zorok, was also launched in the first half of 2007.
2006: Vinamilk was listed on the HOSE on 19 January 2006 with the SCIC holding
approximately 50.01% of our Company’s shareholdings.
* Opened An Khang Clinic in Ho Chi Minh City in June 2006. This is the first clinic
in Vietnam managed by a sophisticated electronic management system. The clinic
offers a diverse range of services such as nutritional consulting, gynecology testing,
pediatrics consulting and health screening.


* Commenced our dairy cow farms program with the acquisition of Tuyen Quang
dairy farm, a small scale farm with 1,400 heads of cows in November 2006. The
Tuyen Quang dairy farm was operational at the time of acquisition.
2007: Acquired a 55% interest in Lam Son Milk Company Ltd. in September 2007,

located in Le Mon Industrial Zone, Thanh Hoa province.
3. Core Mission and Values
VISION

Vinamilk will be the fastest and sustainable growing healthy dairy and food
company by building a long-term competitive advantaged product portfolio across
the scale.
MISSION

Vinamilk continues to expand its existing geographical coverage and product
portfolios to maintain its sustainably dominant position in the local market and
maximizing its shareholder value.
Vinamilk wish to be the most favourite product in all areas, territories. Therefore, we
meditate that quality and creation is the companion of Vinamilk. Vinamilk considers
customers our focus and commit to meet all demands of customers.
Vietnam Dairy Products Joint Stock Company’s quality policy
Always satisfy customers with high-quality, safe, and diverse products, the best
service and competitive prices.
4. Organisational Structure


5. Products
Brand Name
Vinamilk

Dielac
Ridielac
Vfresh

Condensed Milk

Product
Fresh Milk
Yoghurt
Drinking Yoghurt
Fermented Yoghurt
Ice-Cream
Cheese
Milk powder for elders
Milk powder for mothers
Milk powder for babies
Cereal powder for kids
Soy-bean milk
Fruit juice
Smoothie
Atiso Tea
Vfresh Aloe Vera
Longevity


Southern Star
6. External Analysis
Headquartered in Ho Chi Minh City, Vietnam, Vinamilk only had an enter-prise
resource planning (ERP) system that managed the data and process flow between
the company and its distributors. “We did not have a system that tracked and
managed the data that was ex-changed between our distributors and the 90,000
retailers that they distribute our products to,” says Tran Nguyen Son, IT director at
Vinamilk. “Our staff had to manually collect data and collate it in Microsoft Excel
spreadsheets every day. As a result, the information would sometimes be inaccurate.
Our staff also spent a long time consolidating the data.”

Staying on Top of the Game
Vinamilk has 4,000 employees and one of the largest portfolios of dairy products in
the country. Its offerings range from core dairy products, like liquid and milk
powder, to value-added dairy products, such as condensed milk, yogurt, ice cream,
and cheese. Voted by consumers as the number-one brand in the “Top Ten HighQuality Vietnamese Goods” survey every year since 1995, Vinamilk decided in 2006
that it needed to address this inefficiency before it affected the company’s leadership
position in the long run. This prompted the company to implement the SAP®
Customer Relationship Management (SAP CRM) application and the SAP
NetWeaver® Business Warehouse component and integrate them with its existing
ERP and distribu-tion management systems. The SAP NetWeaver Process
Integration technology was also included in this system upgrade exercise. “The goal
of this SAP project was to increase the visibility of sales information from our
retailers, as well as lever-age the information to better under-stand our customers’
needs. We also wanted to increase the effectiveness of our trade promotions
program,” adds Tran. “More important, we wanted to reduce operations cost.”


Immediate Savings
After evaluating the SAP offerings, Vinamilk selected them because of their rich
CRM functionality and powerful integration capability. “We com-pared SAP
software with what was available in the market, and the SAP solutions were best
suited for our needs,” says Tran. The implementation took 10 months to complete
for 70 users at Vinamilk. The integrated system went live in June 2007 and, with
this, ended the inefficient and costly process of gathering secondary sales data.
“There is no need for us to dedicate 150 staff members just to sit at our dis-tributors’
offices to do the menial task of collecting information. Imagine the savings there,”
says Tran.
Enhancing Control and Visibility
With the CRM feature and a tighter integration of Vinamilk’s key business
functions, distributors are able to consolidate secondary sales data into their systems

and send the information directly across to Vinamilk’s headquarters without human
intervention. When the information reaches Vinamilk, it is automatically
synchronized with the company’s ERP system. This information from the
distributors is sent three times daily, giving Vinamilk enhanced visibility of its sales
performance and greater control of its sales channels. “The SAP solution has
improved business transparency across our enterprise. It allows us to easily track
and monitor our sales performance closely, and data integrity is ensured as well,”
adds Tran.
7. Industrial Analysis
Improving Effectiveness of Trade Promotions Previously, Vinamilk also faced
challenges in executing its trade promo-tions scheme. Trade promotions are
temporary price cuts that manufacturers typically offer retailers to encourage them to
reduce retail prices. For Vinamilk’s trade promotions program, distributors will


undertake the trade promotions that the company gives to its retailers. Vinamilk will
then pay its distributors for the price difference at the end of the month. The amount
it pays will be based on documents sub-mitted by distributors at every month’s end.
“Before the SAP solution was in place, the information that we received was not
100% accurate. This affected payment processing and resulted in payment delays,”
explains Tran. “But things are different now. With improved visibility of our sales
performance, we are able to better control our product prices and the discounts that
we give. Every sale that our distributors push through under trade promotions is also
recorded in a centralized system. This allows us to pay our distributors on time,” he
adds.
Empowering the Sales Force
The SAP CRM application and SAP NetWeaver Business Warehouse component
have empowered Vinamilk’s sales force too, giving them a clearer picture of their
retailer’s sales performance and stock position. “Our sales force people carry with
them a personal digital assistant that contains data that is synchronized with our

central enterprise system. With this, they are able to better engage our retailers and
drive sales,” says Tran. “Vinamilk operates in a very tough and highly competitive
environment. We have to manage our margins very care-fully, and we must do all
that we can to drive revenue and reduce cost. The SAP solutions that we have
implemented will help us achieve our business goals and enhance our competitive
edge.”
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8. Internal Analysis

SWOT Matrix
S

W








In business since 1976.

 Junior Manager has no experience or

MD has xx years of experience in

education for his position of Sales

the industry and as head of the

Manager

company.

 Marketing assistant has little marketing

Sales and profits have grown

experience

steadily

 MD says that he is not a good

Sales and profits were $xx million

executive

and $y00,000 in 2007.

 Employees feel free to complain

MD responds personally to all

directly to MD

customer complaints

 MD can’t find a good General Manager


MD wants to get involved in

at the salary he wants to pay

marketing

 Company is having trouble selling



“We run a tight ship”, MD

Derf1 (its new product)



“We have an excellent reputation

 MD is worried about converting 5,000

for quality,” MD

Derf1 into cash

“Manufactured Products,”

 Stock held increased too much during

“Modifications” and “Repairs”

recent months with resulting interest cost

have Gross Profit margins greater

of $4,000 a month





than 50%
O

T


“The opportunities (for growth)



are there,” MD


Professional help is available for

are going elsewhere for the controls


designing new products




Reliable manufacturers are



There was a business recession

available for producing new



What is your competition doing that

There is a market for 1500 Derf1



Are the required specifications for
your job, products or services

MD can’t break the habit of

changing


The sales compensation system . .
.



a) Pays out too much money



b) Is too complicated.



c) Does not motivate sales reps to



you should be worried about

at $45 a unit
getting involved in everything


The $50,000 Derf1 designer did not
do a good job.

products


Many of their industrial customers

Is changing technology threatening
your position\



Do you have bad debt or cash-flow
problems



Could any of your weaknesses

seriously threaten your business

sell Derf1



Political effects

Sales reps do not present Derf1



Legislative effects






because they do not know it well



Environmental effects

Derf1 is priced higher than



IT developments

competing products



Competitor intentions – various

The company does not appear to
have historical trend data



They spent $192,000 advertising
Derf1 and they have trouble
selling it.



There is a conflict between Sales
manager and Marketing manager
regarding pricing policy on Derf1