Mbe2 mkt stg info+one2call

01/29/15 MBE.KU. .ดร พงษ์ศักดิ์ สวัสดิเกียรติ1
Marketing Process Activities
Understand the organization’s missionUnderstand the organization’s mission
Set marketing objectivesSet marketing objectives
Gather, analyze, interpret “SWOT” informationGather, analyze, interpret “SWOT” information
Develop a marketing strategyDevelop a marketing strategy
Implement the marketing strategyImplement the marketing strategy
Design performance measuresDesign performance measures
Evaluate marketing efforts--change if neededEvaluate marketing efforts--change if needed

CHANGING
ASSUMPTION IN
STRATEGIC
MARKETING
MARKETING DEPARTMENT DOES IN MARKETING
MARKETING INTEGRATES THE WORK OF EXPLOING
CREATING AND DELIVERING CUSTOMER VALUES
FOCUSES ON “INTERRUPTION” MARKETING
FOCUSES ON “PERMISSION” MARKETING

FOCUSES ON ACQUIRING NEW CUSTOMERS
FOCUSES ON CUSTOMER RETENTION & LOYALTY
FOCUSES ON IMMEDIAT TRANSACTIONS
FOCUSES ON CAPTURING CUSTOMER
LIFE TIME VALUES (CLV)
MARKETING EXPENDITUREES ARE VIEW AS EXPENSES
MUCH MARKETING EXPENDITURES ARE VIEWED
AS INVESTMENT

Strategic Planning
RESOURCES &
OBJECTIVES
EVOLVING
MARKET
OPPORUNITIES
LONG RUNLONG RUN
PROFITABILITYPROFITABILITY
AND GROWTHAND GROWTH

Defining the Business
Mission
• Answers the question:
What business are we in and
where are we going?
• Focuses on the market(s) rather than
the good or service
• Strategic Business Units may also
have a mission statement

SWOT Analysis
©South-Western College Publishing
SS
WW
OO
TT
Things the company does well.Things the company does well.
Things the company does not do well.Things the company does not do well.
Conditions in the external environment that
favor strengths.
favor strengths.
do not relate to existing strengths or favor
areas of current weakness.
do not relate to existing strengths or favor
areas of current weakness.
InternalInternal
ExternalExternal

ategic Choices Taken from SWOT
STRENG
THS
WEAKNESS
ES
OPPORTUNI
TIES
THREATS
กลยุทธ์เชิงรุก
Proactive
กลยุทธ์ร่วมดำำเนิน
กำร Joint Venture
etc.
กลยุทธ์เพิ่มคุณภำพหรือ
ปรับปรุงจุดอ่อน
Improve Quality
กลยุทธ์ชะลอหรือหลีก
เลี่ยง Retrenchment or
Divestitures

01/29/15 MBE.KU. .ดร พงษ์ศักดิ์ สวัสดิเกียรติ 9
Potential
Entrants
(Threat of mobility)
Barrier to entry
Suppliers
(Supplier
power)
Industry
Competitors
(Segment rivarity)
Buyers
(Buyer
Power)
Substitute
Product

Factors Influencing Company
Marketing Strategy
Target
customers
Product
Promotion
Place Price
M
arketing
inform
ation
system
M
arketing
planning
system
M
arketing
organization
system
M
arketing
organization
and
im
plem
entation
Demographic/Demographic/
economiceconomic
environmentenvironment
Social/Social/
culturalcultural
Technological/Technological/
physicalphysical
Political/Political/
legallegal
Competitors
Marketing
intermediaries
PublicsSuppliers

SWOT Analysis
 Production Costs
 Marketing Skills
 Employee Capabilities
 Financial Resources
 Available Technology
 Company/Brand Image
Strengths and WeaknessesStrengths and Weaknesses
INTERNALINTERNAL
Strengths and WeaknessesStrengths and Weaknesses
INTERNALINTERNAL

SWOT Analysis
Opportunities and ThreatsOpportunities and Threats
EXTERNALEXTERNAL
Opportunities and ThreatsOpportunities and Threats
EXTERNALEXTERNAL
POLITICAL / LEGAL
ECONOMIC
SOCIAL
TECHNOLOGY
COMPETITIVE
DEMOGRAPHIC

Environmental Scanning
Collection and interpretation of
information about forces, events
and relationships in the external
environment that may affect the
future of the organization or the
marketing plan implementation.

Environmental Scanning
 Examination of macroenvironmental forces
Social
Demographic
Economic
Technological
Political / Legal
Competitive
 Helps identify market
opportunities
 Provides guidelines for
design of marketing strategy

Political
• ecological/environmental issues
• current legislation home market
• future legislation
• European/international
legislation
• regulatory bodies and
processes
• government policies
• government term and change
• trading policies
• funding, grants and initiatives
• home market lobbying/pressure
groups
• international pressure groups
• wars and conflict
Economic
• home economy situation
• home economy trends
• overseas economies and trends
• general taxation issues
• taxation specific to
product/services
• seasonality/weather issues
• market and trade cycles
• specific industry factors
• market routes and distribution
trends
• customer/end-user drivers
• interest and exchange rates
• international trade/monetary
issues

Social
• lifestyle trends
• demographics
• consumer attitudes and opinions
• media views
• law changes affecting social
factors
• brand, company, technology
image
• consumer buying patterns
• fashion and role models
• major events and influences
• buying access and trends
• ethnic/religious factors
• advertising and publicity
• ethical issues
Technological
• competing technology development
• research funding
• associated/dependent technologies
• replacement technology/solutions
• maturity of technology
• manufacturing maturity and capacity
• information and communications
• consumer buying
mechanisms/technology
• technology legislation
• innovation potential
• technology access, licencing,
patents
• intellectual property issues
• global communications

เป็นประโยชน์
ในกำรบรรลุ
วัตถุประสงค์
เป็นอันตรำย
ในกำรบรรลุ
วัตถุประสงค์
ภำยใน
(คุณลักษณะของ
องค์กร)
Strengths
จุดแข็ง
Weaknesses
จุดอ่อน
ภำยนอก
(คุณลักษณะของสิ่ง
แวดล้อม)
Opportunities
โอกำส
Threats
อุปสรรค

SW
• Resources: financial,
intellectual, location
• Customer service
• Efficiency
• Infrastructure
• Quality
• Staff
• Management
• Price
• Delivery time
• Cost
• Capacity
• Relationships with
customers
• Brand strength
• Local language knowledge
• Ethics
• principles
OT
• Political/Legal
• Market Trends
• Economic condition
• Expectations of
stakeholders
(ผู้ถือเงินเดิมพัน)
• Technology
• Public expectations
• Competitors and competitive
actions
• Bad PR
• Criticism (Editorial)
• Global Markets

Wal-Mart
S
Wal-Mart is a powerful retail
brand. It has a reputation for
value for money, convenience
and a wide range of products
all in one store.
W
Wal-Mart is the World's largest
grocery retailer and control of
its empire, despite its IT
advantages, could leave it weak
in some areas due to the huge
span of control.
O
To take over, merge with, or
form strategic alliances with
other global retailers, focusing
on specific markets such as
Europe or the Greater China
Region.
T
Being number one means that
you are the target of
competition, locally and
globally.

Starbucks
S
Starbucks Corporation is a very
profitable organization, earning
in excess of $600 million in
2004.
W
Starbucks has a reputation for
new product development and
creativity.
O
New products and services that
can be retailed in their cafes,
such as Fair Trade products.
T
Starbucks are exposed to rises
in the cost of coffee and dairy
products.

กำรวิเครำะห์ปัจจัยด้ำนต่ำงๆ
กำรวิเครำะห์ SWOT
กำรประเมินปัจจัยภำยนอก
กำรวิเครำะห์ปัจจัยภำยในเพื่อประเมินศักยภำพธุรกิจ
กำรประเมินจุดแข็งจุดอ่อนของธุรกิจ
กำรวิเครำะห์โอกำสและข้อจำำกัดของอุตสำหกรรม

การวิเคราะห์ SWOT
3
- องค์กรมีขนาดใหญ่ มีกระบวนการ ขั้น
ตอนมาก เข้มงวด ล่าช้า
- ธุรกิจมีการขยายตัวอย่างมากและรวดเร็ว
ทำาให้สร้างบุคลากรรองรับไม่เพียงพอ
- ธนาคารต้องดำาเนินการสร้างภาพลักษณ์ที่
ดีในสายตาของลูกค้า
- นโยบายและการสนับสนุนจากภาค
รัฐ ด้านธุรกิจ SME ส่งเสริมการลงทุน
ให้โอกาสขยายธุรกิจทางการเงินที่
หลากหลาย
- การขยายตัวของภาคอุตสาหกรรมและการ
ลงทุน
- จำานวนคู่แข่งลดลง
- ผู้บริโภคหันมาออมเงินมากขึ้น
- กลยุทธ์ เป้าหมายชัดเจน
- ผู้บริหารมีประสบการณ์ ความสามารถ
- ผลิตภัณฑ์หลากหลาย ครอบคลุม
- บุคลากร (Staff) มีการพัฒนาต่อเนื่อง
- มีฐานลูกค้ากว้าง มีความสัมพันธ์แน่นแฟ้น
- แบ่งโครงสร้างชัดเจน
- เทคโนโลยีทันสมัย
- นโยบายของรัฐบาล กฎระเบียบข้อ
บังคับ ด้านการเงิน
- ความผันผวนทางเศรษฐกิจ
- สถานการณ์การเมืองไม่แน่นอน
- พฤติกรรมผู้บริโภคที่เปลี่ยนแปลงตลอด
เวลา
- การเผชิญกับการแข่งขันในธุรกิจด้าน
การชำาระเงินรายย่อย จากสถาบันที่
ไม่ใช่ธนาคาร
TO
S W

การสร้างพันธมิตรการสร้างพันธมิตร
การพัฒนาภายใน: คุณภาพ ประสิทธิภาพ
การตอบสนองต่อลูกค้า การพัฒนาทีมงาน
การพัฒนาภายใน: คุณภาพ ประสิทธิภาพ
การตอบสนองต่อลูกค้า การพัฒนาทีมงาน
กลยุทธ์ธุรกิจ: ลดต้นทุนค่าใช้จ่าย
สร้างความแตกต่าง มุ่งเน้นลูกค้า
กลยุทธ์ธุรกิจ: ลดต้นทุนค่าใช้จ่าย
สร้างความแตกต่าง มุ่งเน้นลูกค้า
การเจาะตลาดการเจาะตลาด
พัฒนาผลิตภัณฑ์พัฒนาผลิตภัณฑ์
พัฒนาตลาด/ลูกค้าใหม่พัฒนาตลาด/ลูกค้าใหม่
กลยุทธ์

Competitive Advantage
The set of unique features of
a company and its products that are
perceived by the target market as significant
and superior to the competition.

Niche StrategiesNiche Strategies
CostCost
Product/Service
Differentiation
Product/Service
Differentiation
Types of
Competitive
Advantage
Types of
Competitive
Advantage

Cost Leadership
• Obtain inexpensive raw
materials
• Create efficient
operations
• Design products for
manufacture
• Control overhead costs
• Avoid marginal
customers

Cost Competitive Advantage
Being the low-cost
competitor in an
industry while
maintaining
satisfactory
profit margins.

Sources of Cost Reduction
Experience CurvesExperience Curves
Efficient LaborEfficient Labor
No-frills ProductsNo-frills Products
Government SubsidiesGovernment Subsidies
Product DesignProduct Design
ReengineeringReengineering
Production InnovationsProduction Innovations
New Delivery MethodsNew Delivery Methods

Differentiation
Advantage achieved when a firm
provides something that is unique
and valuable to buyers beyond
simply offering a lower price than
the competition.

Common Differential
Advantages
• Brand names
• Strong dealer network
•
Product reliability
• Image
• Service

PRODUCT DIFFERENTIATION
1) PERFORMANCE
2) FEATURE
3) CONFORMANCE
4) DURABILITY
5) RELIABILITY
6) REPARABILITY
7) STYLE
8) DESIGN

SERVICE DIFFERENTIATION
1) DELIVERY
2) INSTALLATION
3) TRAINING
4) CONSULTANT SERVICE
5) REPAIR
6) MISCELLANEOUS

PERSONAL DIFFERENTATION
1) COMPETANCE
2) COURTSY
3) CREDITABILITY
4) RELIABILITY
5) RESPONSIBILITY
6) COMMUNICATION
IMMAGE DIFFERENTIATION
1) SYMBOL
2) WRITEN AUDIO
VISUAL
3) ATMOSPHERE

Sources of Differential
Value impressions
• Features of a
product that signal
value
VALUE PERSIVE
Augmented products
• Features of a
product that are not
expected by the
customer

Niche
Competitive
Advantage
Advantage achieved when a firm seeks
to target and effectively serve a small
segment of the market.

Niche Competitive
Advantage
• Used by small companies
with limited resources
• May be used in a limited
geographic market
• Product line may be focused
on a specific product line

Sustainable
A differential advantage
that cannot be copied
by the competition.

Sources of Sustainable
PatentsPatents
CopyrightsCopyrights
LocationsLocations
EquipmentEquipment
TechnologyTechnology
Customer ServiceCustomer Service
PromotionPromotion
Organization’sOrganization’s
Skills and AssetsSkills and Assets
Organization’sOrganization’s
Skills and AssetsSkills and Assets

1. Intensive Growth Strategies:
1. Market-
penetration
strategy
(Diversification
strategy)
3. Product-
development
strategy
2. Market-
development
strategy
CurrentCurrent
marketsmarkets
NewNew
marketsmarkets
CurrentCurrent
productsproducts
NewNew
productsproducts

Market
Penetration
Market
Development
Product
Development
Diversification
Market development

Strategic Alternatives
Market
Penetration
Market
Penetration
Increase market share among
existing customers.
Increase market share among
existing customers.
Market
Development
Market
Development
Attract new customers
to existing products
Attract new customers
to existing products
DiversificationDiversification Introduce new products
into new markets.
Introduce new products
into new markets.
Product
Development
Product
Development
Create new products
for present markets
Create new products
for present markets
1. Intensive Growth Strategies:

2. Integration Growth
Backward
Forward
Horizontal
Vertical

3. Diversification
Concentrict
Horizontal
Conglomerate
4.DOWN SIZING
Theatre business
Bowling and
Karaoke business
Advertising
business
Rental and
Services business
Films Distribution
business

Portfolio Matrix
Tools for allocating resources among
products or strategic business units on the
basis of relative market share and market
growth rate.

BCG Portfolio Matrix
MARKET SHARE DOMINANCE
HIGH LOW
MARKETGROWTHRATE
LOWHIGH
High growth
Market leaders
Require cash
Low growth
High market share
High cash flow
Low growth
Low market share
Minimal cash flow
? High growth
Low market share
Need cash
Poor profit margins
$$

Portfolio Matrix Example
Notebook
Computer
(STAR)
Palmtop
(PROBLEM
CHILD)
Personal
Computer
(CASH COW)
Mainframe
Computer
(DOG)
MARKETGROWTHRATE
LOWHIGH
MARKET SHARE DOMINANCE
HIGH LOW

Strategies for Resource
Allocation
BuildBuild
HoldHold
HarvestHarvest
DivestDivest
Provide financial resources if SBU (Problem
Child) has potential to be a Star.
Preserve market share if SBU is a successful
Cash Cow. Use cash flow for other SBUs.
Increase short-term cash return. Appropriate
for all SBUs except Stars.
Get rid of SBUs with low shares in
low-growth markets.

Industry attractiveness at
• Industry attractiveness
• Market size
• Market growth
• Profitability
• Cyclicality
• Ability to recover from inflation
• World scope

Business strength at
• Business strength
• Market position
• Domestic market share
• World market share
• Share growth
• Share compared with leading competitor
• Competitive strengths
• Quality leadership
• Technology
• Marketing
• Relative profitability

Marketing PlanMarketing Plan
• MIS /MARKETTING RESERCH
• MARKETING ENVIRONMENT
• CONSUMERMARKETTING /BUYERBEHAVIOR PEST
• ORGANIZATION MARKETING /BEHAVIOR
• COMPETITOR S/W
1. ANALYSING MKT OPPORTUNITY
2. RESERCH AND SELECTING
MEASURING / FORECASTING MARKETTING
IDENTIFY MARKETTING SEGMENT / SELECT
TARGET MARKETTING / DEVELOPING
MARKETTING POSITION

1.Business Mission
2.External environment analysis
@ Opportunity
@ Treats
3.Internal environment analysis
@Strength
@Weakness

4.Goal formulation
$ Hierachical
$ Quantitative
$ Realistic
$ Consistent

5. Strategy Formulation
 Over Cost Leadership
 Differentiation
 Focus on customers
Cost
leadershipProduct
differentiati
on
Focus on
customers
Marketin
g
Engineer
ing

6. Program Formulation
7. Implementation
8. Feedback and Control

3. DESIGN MARKETTING STARTEGIES
MARKETTING STARTEGY LEADER/CHANLANGER
MARKETTING STARTEGY DIFFERENT STAGE OF
PRODUCT LIFE CYCLE
MARKETTING STARTEGY GLOBAL MARKET
4. PLANNING MARKETTING PROGRAM4. PLANNING MARKETTING PROGRAM
DEVELOPING / TESTING / LAUNCHING
MANAGE PRODUCT / PRODUCT LINE
BRANDS PACKAGE AND SERVICE
DESIGN PRICING STARTEGI
5. ORGANIZING IMPLEMENTING5. ORGANIZING IMPLEMENTING
CONTROLLING MARKETTING EFFORCONTROLLING MARKETTING EFFOR
MARKETTING ORGANIZATION
IMPLEMENTING MARKETTING PROGRAM
EVALUATEANDCONTROLLING MARKETTING
PERFORMANCE

PricePrice
Marketing Mix: The “Four
Ps”
PromotionPromotion
PlacePlace
ProductProduct

ผลิตภัณฑ์ (Product)
รูปลักษณะ (Features)
คุณภาพ (Quality)
รูปแบบ (Style)
ขนาด (Size)
ตราสินค้า (Brand)
การบรรจุหีบห่อ (Packaging)
ส่วนประสมผลิตภัณฑ์ (Product Mix)
สายผลิตภัณฑ์ (Product Line)
การรับประกัน (Warranty)
การติดตั้ง (INstallation)
การให้บริการ (Servicing)
ฯลฯ
การจัดจำาหน่าย (Place)
การกำาหนดช่องทางการจัด
จำาหน่าย
(Channel of Distribution)
การกระจายตัวสินค้า
(Physical Distribution)
การส่งเสริมการตลาด
(Promotion)
การโฆษณา (Advertising)
การขายโดยใช้พนักงานขาย
(Personal Selling)
การส่งเสริมการขาย (Sale
Promotion)
ลูกค้า
(Customer)
ราคา (Price)
การกำาหนดวัตถุประสงค์ในการตั้งราคา
(Pricing objective)
วิธีการตั้งราคา (Pricing Method)
นโยบายและกลยุทธ์ราคา
(Pricing Policiesand Strategies)
ฯลฯ

Promotion
Design
Product Mix
Etc.
Segment
choice
Product Price Distribution Communication
Channels Logistics Sales
Force
AD ./ PR Promotion
Marketing
Mix

Marketing
control
• Annual plan control
• Profitability control
• Startegic control
Marketing planMarketing plan
Executive summary
Current market situation
⇒ Marketting situation
⇒ Product situation
⇒ Competitive situation
⇒ Marcro environment situation
Opportunity and issue analysis
⇒ Opportunity / threath
⇒ strength / weeknes
Objective
⇒ Financial objective
⇒ Marketting objective
Marketting startegies
Action program
Project profit / loss stagement
Control

Marketing Plan Checklist
A. Marketing data collection
a) Product background, market size, growth
and other significant characteristics
• Unusual seasonal pattern
• Geographic concentration
• Ethnic, age, income or other
b) Competitive Situation
• Competitors’ production capacities
• Competitors’ product attributes
• Competitors’ particular talents or capabilities to
fill the needs
• Competitive price structures
• Competitive channels of distribution, etc

B. Product Marketing opportunity
a) Consumer needs
Price / size / shape
Packaging
Service
Quality, etc.
b) Competitive strength
Packaging
Service
Quality, etc.
c) Company’s particular talents or
capabilites to fill the need.
Product quality
Company’s dealers network
Production capacity

d) Area of opportunities
Packaging
Service
Quality, etc.
C. Product Strategies and plans
a) Sales forecast
Short and long term projection
Sales objectives
Sales strategies
b) Sales / Distribution channels
Objectives
Strategies
c) Sales force plan
Objectives
Strategies
d) Pricing and profit
List price and trade margins
Suggested retail. price
Delivered company profit margins
and trade margins

e) Market expansion plan
General objectives
Strategies
Ares of expansion
Desired timing and season factors
f) Export market plan
General objective
Volume to be exported
Pricing and desired timing
g) Sales promotion
Objectives
Basic strategies
Program of activities
Benefits and costs

h) Advertising
Objectives
Basic advertising strategies
Benefits and costs
i) Market research
Objectives
Basic strategies
Program of activities
Benefits and costs
D. Other Considerations
1. Manufacturing
a) Requirements to meet sales projection
Assumptions
Present production capacity
Additional machineries requirements
Lead time from commitment of
investment to availability of initial finished stock.

b) Possible manufacturing problems
anticipated
2. Other Investments
a) Land, buildings, trucks and other
requirements
b) Lead time requirements
c) Cost, etc.
3. Technical Research
a) Most significant technical problems
b) Planned technical approach
c) Schedule of events in technical
development
d) Applications of this development work
in other areas.

4. Packaging Development
a) Planned approach
b) Advantages VS disadvantages
c) Schedule of events in packaging
development
Design
Costing and available sources
Consumer / dealer
preference probing
Transit test
5. Legal Considerations
a) Trademark
b) Government restrictions
c) Other legal requirements
E. Financial Summary and Schedule
Projected Budget of Expenditures : Selling expenses, Sale
promotion, Advertising, Market research, others.

Following Up the Marketing
Plan
 Implementation
 Evaluation
 Control
 Marketing Audit
Comprehensive
Systematic
Independent
Periodic

1.ผลิตภัณฑ์ที่โดดเด่น
2.เห็นโอกาสทางการตลาดก่อนคนอื่น
3.มีระบบการบริหารจัดการทางการตลาดที่ดี
4.อาศัยฐานทรัพยากรการตลาดเดิมที่มีอยู่แล้ว
5.สื่อสารทางการตลาดอย่างถูกต้อง
6.ปัจจัยอื่นๆ

 PROSPECTCUSTOMER
 CLIENT
 SUPPORTER
 ADVOCATE
 PARTNER

MISMIS
 CHANGING CUSTOMER NEEDS
 NEW COMPETITOR INITIATIVE
 CHANGING DISTRIBUTION CHANNAL
4 M + I4 M + I
 MAN
 MONEY
 MATERIAL
 MACHINE
+ INFORMATION
NEED MIS BECAUSENEED MIS BECAUSE
MARKETING CHANGEMARKETING CHANGE
 LOCAL
 BYER NEED
 PRICE
 NATIONAL  GLOBAL
 BUYER WANT
 NON PRICE

Marketing Analysis Looking at the 5
C’s
Company Competition
Customers
Context
Costs
Competition
Strengths & weaknesses
Competitive advantage
Goals, plans, interest
Costs
Variable
Fixed
Marginal
Contribution margin
B-E
Econnomies of scale
Learning curve
Experience curve
Context
Economic, social,
Technological, Legal
Business system (Macro)
KSF
Threats (Substitution tech., integration
Customer
Segments
Benefits
Customer behavior
Customer’s customer
5 C’s
Company
Strengths & weaknesses
Competitive advantage
Resources
Unique skills

The Marketing Research
Process
Define the
problem
and
research
objectives
Define the
problem
and
research
objectives
Develop
the
research
plan
Develop
the
research
plan
Collect
the
informa-
tion
Collect
the
informa-
tion
Analyze
the
informa-
tion
Analyze
the
informa-
tion
Present
the
findings
Present
the
findings

Research Limitations
• Test market products are offered at
unprofitable levels
• Researchers ignore factors that
influence sales
• The test marketing ends before
consumers repurchase the product

Ethical Responsibilities
• Responsibility to respondents
• Preserving respondent anonymity
• Avoiding mental stress for respondents
• Avoiding questions detrimental to
respondents
• Avoiding use of dangerous equipment or
techniques
• Avoiding deception of respondents
• Avoiding coercion of respondents

• Responsibility to clients
• Providing confidentiality
• Providing technical integrity
• Providing administrative integrity
• Providing guidance on research usage

• Responsibility to employees
• Creating ethical work environment
• Avoiding opportunities for unethical behavior

BRAND
ATTRIBUTE
BENEFIT
VALUES
CONSUMER

 Total market situation
เมษายน 2542= 2.5 ล้าน=3.0% / สิงค์โปร= 41% เพราะราคาสูง มี
คชจ.รายเดือน ปี2544=3.6=4% 2546=22=34% 2547=27=34%
 Pager market size
0.9-1.0 ล้านเครื่อง โฟนลิ้งค์ 0.35 ล้าน 60เปอร์เซนต์เป็นวัยรุ่น
20ข้อความแรกไร้สาระ และเป็นวันเวย์
 Research on age below 25
Cost / Mobile unit / Feature
Promotion / After sale service
 Non frequency user
 Cost 500 รายเดือน / Mobile unit ราคาแพง / Feature ใช้งานได้น้อย(ไม่มีเกมส์
ฯลฯ) Promotion ไม่โดนใจ / After sale service ไม่สะดวก จุดบริการมีน้อย

Brand name
Target group
Product develop
Marketing test
Follow up research
Lanch Product
feb 43 6 year=14 million
200,000 /month
TEST Target group
AIS customers
Potential customers
Nonuser
Pricing ……Break event…
5.5 บาท x 168 นาที=924 บาท
168x3+500 =1,004 บาท

Output
(Feb2000)
BKK 65%
Male 62%
Age 16-30 =
50%
Education
HS/VS 19%
Income<10,000 =
32%

TIME TO WIN
•HIGH QUALITY
•BETTER SERVICE
•LOW COST
•PRODUCT IN TREND / INVENT /
INNOVATE
•CUSTOMER SATISFACTION
•CUTOMER RELATION MANAGEMENT
•ADAPTATION @ CUSTOMIZATION
•HIGH MARKET SHARE
•PRODUCT IMPROVEMENT (continuously)
•ENTERING HIGH GROWTH @ POTENTIAL

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