xây dựng chiến lược truyền thông cho bút bi BluSaigon

MINISTRY OF FINANCE
UNIVERSITY OF FINANCE – MARKETING

Lê Thị Kim Thoa
1921006832
Võ Phan Cẩm Tú
1921005746
Nguyễn Xuân Quỳnh Nga 1921000934

MARKETING PLAN TO PROMOTE
BLUSAIGON PREMIUM PEN PRODUCTS OF
BLUSAIGON CO., LTD. IN HO CHI MINH CITY
MARKET
Speciallzation: MARKETING
Majors: MARKETING ADMINISTRATION

Ho Chi Minh City, 2021


MINISTRY OF FINANCE
UNIVERSITY OF FINANCE – MARKETING

MARKETING PLAN TO PROMOTE
BLUSAIGON PREMIUM PEN PRODUCTS OF
BLUSAIGON CO., LTD. IN HO CHI MINH CITY
MARKET

Speciallzation: MARKETING
Majors: MARKETING ADMINISTRATION

Students perform:

Instructors:

2

Lê Thị Kim Thoa
Võ Phan Cẩm Tú
Nguyễn Xuân Quỳnh
Nga
Đặng Huỳnh Phương


TABLE OF CONTENTS

TABLE LIST

3


PICTURE LIST

4


5


EXECUTIVE SUMMARY
1. REASON FOR CHOOSING THE TOPIC
Along with the development trend of society, people's living conditions are

improved and the demand for ensuring health, food safety and hygiene is increasing.
Consumers increasingly have more modern trends in their buying behavior.
Currently, with the vision of developing customer behavior, Ho Chi Minh City is a
potential market. This is a big city, a major economic center in Vietnam. Ho Chi Minh
City always leads the economic trend of the country, through the change in consumer
buying behavior here will affect the consumption behavior of many consumers in other
areas.
The topic "Plan to promote BLUSAIGON Premium Pen products of
BLUSAIGON Co., Ltd. in Ho Chi Minh City market" will help BLUSAIGON Co., Ltd.
have more research information as well as help the Company build appropriate
promotional strategies for customers. with BLUSAIGON premium pen products in this
market
With that importance of the topic, the group of students made the decision to choose
this topic for research and development in this report.
2. OBJECTIVES OF THE PLAN
2.1. Overall objectives
The overall goal of the project is to develop a plan to promote the BLUSAIGON
Premium Pen product of BLUSAIGON Co., Ltd. in the Ho Chi Minh City market, thereby
proposing a strategy to better meet the needs of customers in using the product. of the
company.
2.2. Detail goal
Analysis of the current situation of BLUSAIGON Co., Ltd.'s plan to promote
BLUSAIGON Premium Pen products in Ho Chi Minh City market
Evaluate the effectiveness of the promotion plan, thereby analyzing and evaluating
the strengths and weaknesses in promotional activities in Ho Chi Minh City.
Contribute some ideas to develop a plan to promote BLUSAIGON Premium Pen
products of BLUSAIGON Co., Ltd. in Ho Chi Minh City market
3. STRUCTURE OF THE PLAN
In addition to the table of contents, the list of tables, the list of figures, the
introduction, the essay contains 5 chapters as follows:

Chapter 1: Introduction of Blusaigon co., ltd
Chapter 2: Swot & Macro - environment analysis of Blusaigon co., ltd
Chapter 3: Gmentation & Positioning strategy
Chapter 4: Marketing mix strategies
Chapter 5: Action plan

6


CHAPTER 1: INTRODUCTION OF BLUSAIGON CO., LTD
1.1. OVERVIEW OF BLUSAIGON CO., LTD
International name: BLUSAIGON COMPANY LIMITED
Short name: BLUSAIGON
Tax code: 0312553578
Address: 129E Nguyen Dinh Chinh, Ward 08, Phu Nhuan District, Ho Chi Minh
City, Vietnam
Representative: PHAN PHUC THINH
Phone: 0944001771
Operating date: 2013-11-19
Type of enterprise: Limited liability company with 2 or more members outside the
country

Figure 1.1. Logo of BLUSAIGON COMPANY LIMITED
Source: BLUSAIGON COMPANY LIMITED
1.2. MISSION AND VISION
The Dream of Life: In the spring of 1997, irrigation engineer Ton Thanh Nghia and
6 diligent workers cut each shell in a loft in Phu Nhuan district, Saigon. That was the time
when the Ton Van button company was started, and today, each button is a delicate and
elegant accessory attached to millions of fashion outfits of the world's leading fashion
houses Dior, Escada, Ralph Lauren... Now, the precious thing he passed on to his

successor, his daughter Ton Nu Xuan Quyen, is not the formula for classifying, grinding,
and polishing seashells, but the cherished love. Natural beauty.
Each Product Is Unique
To Unleash Knowledge:
The radiant love between Quyen and Thinh blossomed with two children. In
addition to the greatest love of family, on the journey to find someone to develop the Pearl
Pen product, both of them found the Pencil, the person who is attached to the pen and the
number book for half of his life. A beautiful piece like magic. Love of nature is accepted.
And today, with a desire to conquer the world with innovative products, BLUSaigon was
born. Blue sky blue. Saigon is the starting point. BLUSaigon will extend the journey of a
quarter of a century to create products "hidden in splendor" bringing Vietnamese beauty to
the world. Beyond the usual note-taking function, the Pearl Pen produced by BLUSaigon
7


is also a worthy gift for beauty lovers. With each Pearl Pen product, we don't simply give
you a pen, but send in the dream of Opening the Rhythm of Knowledge. Because
knowledge is the power for us to make changes from small to great, or great.

Figure 1.2. BLUSAIGON image at Shark Tank show
Source: BLUSAIGON COMPANY LIMITED
1.3. BLUSAIGON PREMIUM PEN PRODUCTS
Name of product: Liah - New Zealand Abalone Ballpoint Pen - Caro - Gold Plated
Length x Width: 131.1mm x 9.5mm
In Salary: 3138gr
Type oc New Zealand Abalone
Pearl color: Green
If the 24K Gold Plated rings
Paintings of Bo Be
Traditional Mosaic Technique

Vietnamese Artists
Pearl inlay craft village
Materials Solid and 24k gold, page gold, or gold plated
72 hours crafting time
Pen cartridge: High quality ballpoint pen ink imported from Germany
Cover: Valve

8


Figure 1.3. Image Blusaigon Premium Pen products
Source: BLUSAIGON COMPANY LIMITED
1.4. DEVELOPMENT ORIENTATION OF THE COMPANY IN THE PERIOD OF
2022 – 2023
In the open economy, enterprises doing business under the market mechanism under
the strict management of state agencies, have to do business in fierce competition from
many sides, but Blusaigon Company Limited has a goal. It is clear that in production and
business activities, the goal orientation and good implementation of those goals still face
many difficulties, requiring the efforts of the board of directors, all officers and employees
of the company. with the help of relevant departments.
The Board of Directors of Blusaigon Company Limited has set out many policies to
guide all business activities in the coming time as follows:
- Diversify the company's business products, develop increasingly rich products and
services, expand development with strict management, build more business strategies in
each period on the basis of Thoroughly researched markets, customers, partners, and built
a growing company.
- Consolidate and expand the domestic market, gradually develop the international
market with the motto: "Diversify functions, diversify products, diversify markets".
- Meet the maximum needs of customers in society on the basis of improving
product quality for customers and strictly complying with regulations and policies of the

State.
- Continue to stabilize the organization, evenly promote both business products,
strive to improve sales, product quality, ensure reasonable costs, maintain the company's
image reputation in the market, contribute to share of social benefits.
Revenue target:
- The average annual growth rate is from 5% - 10%.
- The average annual revenue is from 2.5 to 3 billion VND.
9


No
1
2
3

- The average annual business capital is from 4 to 4.5 billion VND.
- Average annual profit after tax is from 300 to 400 million VND.
Table 1.1. Target revenue plan for the period 2021 – 2025
Unit: Billion dong
Targets
2021 2022 2023 2024 2025
Revenue
2,5
2,7
2,9
3
3
Profit
0,5
0,7

1
1,5
1,5
Capital
4
4,5
4,5
4,5
4,5
Source: BLUSAIGON COMPANY LIMITED

10


CHAPTER 2: SWOT & MACRO - ENVIRONMENT ANALYSIS OF
BLUSAIGON CO., LTD
In order to assess and do an accurate SWOT analysis, the group of students collected
information and interviewed members of the company. The table below shows most of the
influencing factors that are assessed by importance.
The total importance level is 100% equivalent to a factor of 1. The factors will be
rated from 1 to 5 with 1 being the least influential and 5 being the most influential.
2.1. STRENGTHS
Table 2.2. Analysis of Strengths
No
Strengths
Important level
Classify
Important score
.
1

Abundant finances
0.1
3
0.3
2
Compact
organizational
0.15
3
0.45
apparatus
3
Skilled Staff
0.15
2
0.3
4
Product quality
0.15
3
0.45
5
Good management ability
0.15
3
0.45
6
Distribution efficiency
0.15
3

0.45
7
Good competitiveness
0.15
2
0.3
Total score
1
2.7
Source: Compiled from information of Blusaigon co., ltd
2.2. WEAKNESSES
Table 2.3. Analysis of Weaknesses
No
.
1
2
3
4
5
6
7

Weaknesses

Important level

Classify

Important score

Highly
dependent
on
0.15
3
0.45
supplier
Difficult to penetrate new
0.15
2
0.3
market
No customer care policy
0.1
3
0.3
Personnel often change
0.15
3
0.45
Use cost a lot
0.15
3
0.45
Haven't cut costs yet
0.2
2
0.4
No
backup

human
0.1
2
0.2
resources
have
been
trained
Total score
1
2.55
Source: Students analyze and synthesize information from Blusaigon co., ltd

2.3. OPPORTUNITIES
Table 2.4. Analysis of Opportunities
11


No
.
1
2
3
4
5
6

Opportunities

Important level

Classify

Important score

State policy support
0.05
1
0.05
Human resources are easy
0.15
3
0.45
to find
Join AFTA
0.05
2
0.1
Join WTO
0.15
2
0.3
The demand for the
0.3
3
0.9
product is high and
growing
Variety of varieties
0.3

3
0.9
Total score
1
2.7
Source: Students analyze and synthesize information from Blusaigon co., ltd

2.4. THREATS
Table 2.5. Analysis of Threats
No
.
1
2
3
4
5
6

Threats

Important level

Classify

Important score

Many competitors
0.3
3
0.9

Commodity prices depend
0.2
3
0.6
on imported materials
Tỷ lệ lạm phát cao
0.1
2
0.2
Join AFTA
0.05
2
0.1
Join WTO
0.15
2
0.3
Hàng nhái, hàng giả từ
0.2
2
0.4
Trung Quốc
Total score
1
2.5
Source: Students analyze and synthesize information from Blusaigon co., ltd

2.5. SWOT ANALYSIS
SWOT

Table 2.6. SWOT ANALYSIS
O – Opportunities
12

T – Threats


O1: State policy support
T1: Many competitors
O2: Human resources are T2: Commodity prices
easy to find
depend
on
imported
O3: Join AFTA
materials
O4: Join WTO
T3: High inflation rate
O5: The demand for the T4: Join AFTA
product is high and T5: Join WTO
growing
T6: Counterfeit goods, fake
O5: Variety of varieties
goods from China
S – Strengths
SO Strategy
ST Strategy
S1: Abundant finances
S1 O3: Use financial S1 T1: Using finance to
S2: Compact organizational resources to compete with compete with competitors

apparatus
competitors
S4 T6: Use quality products
S3: Skilled Staff
S7 O3 : Competition in the to compete with fakes from
S4: Product quality
AFTA environment
China
S5: Good management S6 O5: Efficient use of
ability
distribution to meet high
S6: Distribution efficiency
market demand
S7: Good competitiveness
W – Weaknesses
WO Strategy
WT Strategy
W1: Highly dependent on W1 O1: Take advantage of W1 T4: Vendor expansion in
supplier
the state's support policy to the AFTA environment
W2: Difficult to penetrate expand suppliers
new market
W2 O1: Take advantage of
W3: No customer care state resources to enter new
policy
markets
W4: Personnel often change W7 O2: Train backup
W5: Use cost a lot
personnel through easy-toW6: Haven't cut costs yet
find opportunities

W7: No backup human
resources have been trained
Source: Students analyze and synthesize information from Blusaigon co., ltd

CHAPTER 3: SEGMENTATION & POSITIONING STRATEGY
3.1. DEFINE MARKET SEGMENTS FOR THE PRODUCT BLUSAIGON
PREMIUM PEN
Currently, the Company segments the market by geographical criteria and by type of
customer. The overall market is divided by the Company into: Southern market and a part
of Central market.
a. Market segmentation by geographic criteria
Since in its sales activities the Company only sells goods to only one type of
customer, wholesalers, so there are many market segments that are still open that the
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Company has not penetrated. The market segments that the Company has not penetrated
can be divided into two forces: retailers and end consumers. The force of retailers usually
includes the following customer groups:
- Retailers are usually business households.
- Supermarkets of different sizes.
- Private department stores.
- Trade centers specializing in trading or trading many types of goods.
- Retail agents.
Identifying retailers as above will help the Company better segment the market. As
for the geographical distribution factor, the distribution of household retailers seems to be
more concentrated than that of supermarkets and general department stores.
According to geographical criteria, retailers in the market should be divided into
two main segments:
- The first market segment is all retailers within the city center, specifically the area

of big cities such as: Hanoi, Hai Phong, ... Ho Chi Minh City alone the company has
determined. retailers in District 1, Thu Duc District, District 10,... In this market segment,
there will be a large number of household retailers, in addition, in this market segment,
there is also a shopping center. Trade is Van Hanh Mall
The second market segment is retailers in the rest of the provinces in the South and a
part of the Central. This segment of the market has a small number of household retailers
and is evenly distributed across regions. One obvious difference between the two market
segments is the huge disparity in quantity. In particular, the first market segment has a
much larger number than the second market segment. The first segment promises a much
larger volume of sales than the second and promises a greater potential while the second
requires a higher customer management cost. However, the probability of entering the
first segment will be lower than that of the second because the competition in the first
segment will be much higher than in the second and the requirements of the second
segment. will also be higher.
The company not only segmented the market according to geographical criteria but
also segmented the market according to each type of customer. According to this criterion,
the Company's overall market is divided into consumer market, construction industry
customer market.
b. According to each type of customer
The consumer market includes customers who buy the Company's products to serve
their personal needs. The company identifies customers who use its products as those with
good income or more.
Targeted customer:
- High earners in the big city
- 25-40 years old
- Average income 20,000,000 VND/month

14

3.2. TARGET MARKET SELECTION FOR THE PRODUCT BLUSAIGON
PREMIUM PEN
Blusaigon Premium Pen is a high-end product, showing the value level of users.
Suitable for business people, office workers, people who work in big cities and have a
decent income or more. Blusaigon will fulfill the demanding needs of outstanding design
and user experience.
3.3. BLUSAIGON PREMIUM PEN POSITIONING IN HO CHI MINH CITY
MARKET
The elements constituting the positioning of Blusaigon Premium Pen products in the
Ho Chi Minh City market are:
Table 3.7. Market positioning description table
Product: Blusaigon Premium Pen
Target market segment:
- High earners in the big city
- 25-40 years old
- Average income 20,000,000 VND/month
Members of the target decision-making unit
Board of Directors, Head of Marketing
Competitor
Thien Long Corporation; Casino;…
Advantages and benefits
As an innovative startup, attracting the
attention of many customers. Great
brand coverage
Competitive advantage
Great financial potential
Source: Students analyze and synthesize information from Blusaigon co., ltd
From those factors, the company conducts positioning for Blusaigon Premium Pen
products as follows:
- Positioning based on competitive advantage: Compete by the company's resources

and the company's reputation compared to competitors in the same industry
- Product positioning based on product characteristics: Blusaigon Premium Pen Ballpoint pen of successful people who love nature and are willing to use environmentally
friendly products

CHAPTER 4: MARKETING MIX STRATEGIES
4.1. PRODUCT STRATEGY
Currently, the company's product policy is to focus on developing depth and
diversifying product sizes, designs and colors.
About product quality:
Product quality is the number one priority of the company's product policy. With a
synchronous technology line system imported from Germany, the products manufactured
by the company have high durability, gloss and precision. The policies that the company

15


conducts to further improve product quality such as: improving line equipment, constantly
searching for quality raw materials.
As a result, the company's products have been assessed to meet and exceed
European standards EN 177:1991, EN 159:1991 (June 10, 2015).
24K gold plated:
The product is made from monolithic copper raw materials with extremely high
precision. And covered with 24k gold plated.
Products are handmade:
Abalone snails after being selected and processed strictly, skilled craftsmen will
begin to touch every detail precisely and delicately.

Figure 4.4. describe the manual manufacturing process of the product Blusaigon
Premium Pen
Source: Blusaigon co., ltd

Eco-friendly product strategy:
Studies have shown that 95% of the world's marine pollutant waste is plastic debris,
including disposable pens. Why not choose a more sustainable alternative
Hold your pen with both Heart and Responsibility by using the completely
environmentally friendly BLUSaigon Pearl Pen.
Instead of constantly buying new plastic pens, just replace the cartridge and go on
journey.
4.2. PRICE STRATEGY
Price policy is one of the most important criteria of marketing strategy. Every
business or company must research appropriate pricing policies in order to increase
revenue while maintaining and developing the number of customers. The price of products
and services depends on many factors: competitors, business environment, time, product
quality, services, etc.

16


Figure 4.5. Price of the product Blusaigon Premium Pen
Source: Blusaigon co., ltd
Regarding pricing and pricing strategy, the common goal of Blusaigon co., ltd is to
offer competitively priced and value-driven services to customers to achieve growth goals
in terms of profits. profit and number of customers, but pricing is still based on cost.
A Blusaigon premium pen costs 157 USD. Inside:
- Production cost: 30%
- Selling expenses: 10%
- Marketing expense: 5%
The 3C model of product pricing:
Table 4.8. The 3C model of product pricing
Cost
Competitor

Customer
50 USD
160 USD
200 USD
P Min
P Standard
P Max
Possible price range
Source: Blusaigon co., ltd
4.3. PLACE STRATEGY
For a company, the channel of distribution is seen as a series of ownership rights to
goods and services as they pass through different organizations, the organizations in the
channel can be considered as channel members. Thus, the company's channel members
will be all organizations involved in the flow of ownership of goods. According to this
concept, channel members include: suppliers, distributors and customers.
Blusaigon

Businessman

Retailer

Customer

Figure 4.6. Company's distribution channel structure
Source: Students analyze and synthesize information from Blusaigon co., ltd
17


At Blusaigon co.,ltd the channel has an indirect (long) structure that has multiple
levels of intermediaries involved in the channel. Typical types of channel structures

according to the length of the channel.
This is a channel system that the company's products and services must pass through
two levels to reach consumers.
The company will sell the products that it distributes to the company's direct agents,
who then sell the products to retailers and from here the products will reach the end
consumers. This is an association that is managed by sales contracts - vertical linkage
channels, so the link between channel members is relatively close.
4.4. PROMOTION STRATEGY
According to the marketing activities report over the period, the general goal of the
communication efforts for the company's ceramic products is to increase sales and
promote the image of the product and the company to the customer base. target.
Sales promotion activities are conducted synchronously, including: advertising,
attending exhibitions, sponsorship and promotional policies.
Sponsored advertising activities:
Product advertising activities have been conducted by the company since many
years ago. Advertising is mainly published in newspapers and magazines. The newspapers
and magazines that the company has allowed to advertise are: Vietnam Economic Times,
Beautiful House magazine, construction magazine, etc. Total advertising costs in
newspapers and magazines in 2020 that the company invests in. about 80 million VND
(Data from sales department)
In addition to introducing products directly on the website, the company also
regularly publishes articles to online newspapers such as Vietnamnet and VNExpress,
thereby promoting the Blusaigon Premium Pen brand.
The company's budget for promotional tools is about 1-4% of revenue. The
company's promotion budget is heavily focused on promoting and selling products,
organizing seminars and programs. customer exchange, customer conference….
Table 4.9. Budget for the Company's promotion strategy
Unit: VND
Year
2019

2020

Revenue
18.414.760.000
19.765.982.145

Trade promotion strategic budget
1.136.239.966
1.528.182.216
Source: Accounting Department of Blusaigon co., ltd

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CHAPTER 5: ACTION PLAN
5.1. BUDGET AND IMPLEMENTATION TIME
The following is the budget balance sheet for this planned Promotion Marketing
activity:
Table 5.10. Blusaigon Premium Pen product promotion budget balance sheet
Increased revenue expected from Promotion activity
2,285,439,000.00
Estimated costs for Promotion activity
263,368,200.00
Increased profit
263,368,200.00
The rate of return of investment Promotion activity
13%
Source: Accounting Department of Blusaigon co., ltd
Implementation time:
- Expected to be implemented throughout 2022.

- Starting January 2022.
- Every 6 months will be evaluated and adjusted 1 time.
- Acceptance and report on plan results in December 2022

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5.2. GANTT CHART
Table 5.11. Gantt chart of Action Plan
Scope of
work

Task
Survey of customer satisfaction

Product

Implement R&D
Finishing the product
Product manufacturing
Price Satisfaction Survey
Price adjustment

Price

Bringing products to market

Place

Promotion

Discounts to rebuild the product
life cycle
Set up more selling points in Ho
Chi Minh City
Distributing goods to the point
of sale
Building media messages
Promote product release date
Developing online
communication activities
Doing PR, advertising in the
press

Department in
charge

Ja
n

Fe
b

Ma
r

Ap
r

Timeline 2022

Ma
Ju Au
Jun
y
l
g

Se
p

Oc
t

Nov Dec

R&D
Marketing
R&D
Marketing
Production
Marketing
Marketing
Marketing
Sale
Marketing
Sale
Sale
Accounting
Sale
Accounting

Marketing
Marketing
Marketing
Marketing
Source: Student made

20


CONCLUSION
Through this essay, students have learned about the business situation, business
characteristics and strengths and weaknesses of Marketing Mix at Blusaigon co., ltd. From
there, develop strategies for pricing, products, distribution, and promotion. Then select the
appropriate segment and positioning for the Blusaigon Premium Pen product. Finally, the
proposed action plan in promoting Blusaigon Premium Pen products in the Ho Chi Minh
City market has been outlined.
This essay is valuable for further research at Blusaigon co., ltd. With limited time as
well as limited knowledge, the essay will inevitably make mistakes. Ask the lecturer for
suggestions so that the student group can do better in the future.

21


LIST OF REFERENCES
1. Blusaigon co., ltd. (2019). Company introduction. Ho Chi Minh City: Blusaigon co.,
ltd.
2. Blusaigon co., ltd. (2020). Report on business results 2018 - 2020.
3. Philip Kotler. (2008). Basic Marketing. Hà Nội: Lao động - Xã hội.
4. Philip Kotler, & Kevin Lane Keller. (2016). Marketing manager. (Ngô Thị Ngọc
Huyền, Nguyễn Văn Sơn, Nguyễn Thanh Minh, Nguyễn Phạm Phương Nhi,

Huỳnh Phước Nghĩa, Quách Thị Bửu Châu, . . . Phạm Thanh Thúy An, Trans.) TP.
Hồ Chí Minh: Hồng Đức.

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APPENDIX
Balance Sheet 2018 – 2020

Targets
Total revenue
Deductions
1. Net Revenue
2. Cost of sales
3. Gross profit
4. Selling expenses
5. Enterprise management
expenses
6. Net profit from operating

2018
3,568,796,255
25,356,873
3,543,439,382
2,589,763,215
953,676,167
320,523,643

2019
4,958,647,230

50,534,678
4,908,112,552
4,000,456,753
907,655,799
245,435,665

Unit: VND
2020
6,854,695,243
15,000,235
6,839,695,008
5,689,254,365
1,150,440,643
453,879,985

625,567,840

635,467,895

650,988,653

26,752,239

45,572,005

0
15,025,899

2,456,377
20,546,982

(15,025,899)

(18,090,605)

0
0
0
11,726,340
3,752,429
7,973,911

0
0
0
27,481,400
8,794,048
18,687,352

7,584,684
activities
7. Financial income
900,578
8. Cost of financial contract
4,005,687
9. Profit from financial
(3,105,109)
activities
10. Extraordinary income
0

11. Extraordinary expenses
0
12. Extraordinary profit
0
13. Total profit before tax
4,479,575
14. CIT
1,433,464
15. Profit after tax
3,046,111

23


CHECK FOR PLAGIARISM

24


BẢNG PHÂN CÔNG CÔNG VIỆC

Họ và tên sinh viên
Lê Thị Kim Thoa

Võ Phan Cẩm Tú

Nguyễn Xuân Quỳnh Nga

Nội dung đóng góp
In search of knowledge and inspiration,

Executive summary, Introduction, SWOT
analysis & Macro- Environment.
Content aggregation and member content
editing, Marketing-mix Strategies, Action
plan, Financial (Break-even analysis, sale
forecast)
In search of knowledge and inspiration,
Marketing-mix Strategies, Action plan,
Financial (Break-even analysis, sale
forecast)

Đánh giá
100%

100%

100%

Tp. Hồ Chí Minh, ngày 4 tháng7 năm 2021
Đại diện nhóm sinh viên thực hiện
Lê Thị Kim Thoa

25