Marketing Plan

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.
Executive
Summary
Situation
Analysis
 Macro Environment Analysis
1. Demographic

1.1

1.

.. 2558

67.2 32.8 ( 48.8)
34.4 ( 51.2) 95.5 ( 100 )
55.4 44.6

28. 6
27.9 17.1
13. 6
12. 8
48.8%







 1.2

2553 ( 15-59 )
6 7 . 9 6 6 . 7








 :


2. Social-Culture

3. Politic + Legal



. .
.

7 % 6 . 3 %

4. Economic
 2559


0% CLMV


2558 2. 9%




4

5. Natural

. . 2 5 5 8 3 1 . 5 7

(
http://www.thairath.co.th/content/493415)

6. Technology

3
















 ( Industry Analysis
Five forces Model )
1. Threat of intense segment rivalry







(
Euromonitor )




Kleenex ,Jabs, Moomin, Dettol,
Watsons
(General purpose wipes) (Baby
wipes)

( )
2. Threat of new entrants

OEM



Barrier to entry

( )
3. Threat of buyers growing bargaining power









( )

4. Threat of suppliers growing bargaining power

supplier
list

( )
5. Threat of substitute product

















 (Market Analysis)
660 510
150 17%
1-2


" "

" "




() ""
"

" " "

 Consumer behavior




3

1. Metrosexual
(Mark Simpson)

2. Spornosexual




Selfie









Metrosexual
Spornosexual
( ,

2557)
3. Ubersexual Real Men














3



10%













( 4Ps),
(Reference Group)

1. (4Ps)
1.1. Product ,
,



1.2. Price
( premium) ,

1.3.
Place
superstore, supermarket, shop


1.4. Promotion




2.
(lifestyle)







-


84
-



,
29, 22 16
-
2
78

3. (reference group)





71



1.












2.





(.)

3. ( ,
)

1.






2.

3.



4. Brand
5.

1.
(all in one)



,

2.

3.


,
(social media) review
,



4.





 Company Analysis -
(Competitor
Analysis)

Softne Moomin

moomin



Bitter Orange

E


7 - 1 1

3.4 /
Kleenex

Kimberly clark


Kleenex



2.9
/

Mamy Poko

9 9 %

10 1.95 /
Dettol

3 /

Jabs

 7-11 2.9

/

Watsons

1.95
/


Jabs

Jabs
Jabs Nonwoven Oil
Clear Sheet

Watsons , 7 11

Gatsby
Gatsby

3


Boots, Watsons



Clean & Clear

7


11 , ,

Sumire

100%

Watsons, Boots, Tesco

Lotus, Big C, Home Fresh Mart, Food Land

Amways

Amways

 Company Analysis - SWOT
(Strengths)

-

-




-

(Week)

-

(Opportunities)

-




7% 10% 1
 -

(Threats)

-


2556-2558
Marketing
Strategy


1.


2.



3.

Marketing Objective

1.

2.

3. 15% 1
 Marketing Strategies - STP
Segmentation

Segment Classification (S1)

Segmentation

Demographic Segmentation






Gender ( ) Age ()
2
2

Segmentation 4

1.

2.

3.

4.
Segment Profile (S2)
1.



15-22

8,000- 15,000

1-2

,




7-11









Social Network facebook youtube







2.

23- 30



15,000

2- 3


1-2

blog

3.


15-22

8 ,0 0 0 15 ,0 0 0

Social media
Facebook , Instagram









4

Generation X .. 2508 - 2519

Generation X
( ,2552)
Generation X

Generation X
50,000 Generation X








( ,
2553; , 2554)
Zemke, Raines and Filipczak (2000 , 2556)
Generation X
Generation X



Glass, A. (2007
, 2552) Generation X







(Work Life
Balance) Generation X

Generation X



(Work life
Balance)

5.

(Baby Boomers)

2 50 68
Baby

Boomers
(Baby Boomers)


(Kaylene & Robert, 2010
, 2557)
(Baby Boomers)










(Kaylene & Robert, 2010
, 2557)

Baby Boom

C7






Baby Boom 3
50-55
1. Best Baby Boom









fitness





2-3




Siam Paragon, Central Emporium

Website

Internet

Best Internet



2. Bright 54 - 62
















Villa Market, Central The Mall
Bright

Website Word-of-mouth


Bright Personal Selling



3. Basic 60 - 68
Bright Best




,


Big C, Tesco
Lotus, Carrefour ( , 2552)

4.

23- 30



15,000

(Online)

















Targeting

Evaluation Market Segment - Effective Segmentation

Criteria (T1)
1) Measurable

: 15-22 3,774,862
8,000-15,000

Segmentation

: 23-30 2,779,785
15,000
Segmentation

: 15-22 3,641,761

8,000-15,000
Segmentation

: 23- 30
3,668,749 15,000

Segmentation

*
http://stat.dopa.go.th/stat/statnew/upstat_age_disp.php

2) Substantial
4 Segments


(

)
30%

3) Accessible
Segments


4 Segments


, ,

4) Differentiable
:

 : 2

5) Actionable
:

:








 :

target group

2

Selecting the Marketing Segments (T2)

Product specialization
M1 M2 M3 M4
P1
P2

P1 1 ( )
P2 2
M1 1 ( )
M2 2 ( )
M3 3 ( )
M4 4 ()
 Positioning

Frame of reference (P1)

Target Market Competition

Primary Direct
Wipes
Secondary Indirect
Oil Control

Awareness Quality Availability Brand

Loyalty
Jabs F E F E
Moomin P E F F
Detol G E E G
Kleenex E G E G
Mamy Poko E F E E
Watsons F F F F
Note : E=excellent, G=good, F=fair, P=poor

15-30 ( 2 Segment

Customer Awareness

 3
1. Product Quality
( )
2. Product Availability (
)
3. Brand Loyalty (



)
10


( 10

10 )

PODs and POPs (P2)

Deto Jab MamyPok Moomi Kleene Watson

l s o n x s
Anti-
Bacteria
Soft
Good Smell
Clean
Gentle
No-Alcohol
(99%)
Tested
Mineral
Water
Vit E+ Aloe
No
preservativ
e

Point of parity (POPs)

Category point-of-parity
-

-
-
-

Competitive points-of-parity

-

- Non-Alcohol 99%
-
- E
-
Point of Difference (PODs)

- Desirable :






- Deliverable :




- Differentiating :

PODs

Perceptual Map

Effective

Feminine Masculine

Gentle

Brand Mantra (P3)

Slogan - Handsome Under Minute
Brand Mantra - Cool Confident Convenient Cleaner
 Marketing Tactics 4 Ps
Product
1. (Product Classifications)
HUM










Nonwowen
Nonwoven



(fibrous
web) (mechanical entaglement)


(http://www2.mtec.or.th/th/research/textile/fabrics.html)
Consumer-Goods
Classification (Convenience Goods)


(Impulse Goods)


2. (The Customer-Value Hierarchy)

1 (Core Benefit)


2

(Basic Product) ,
,
3 (Expected Product)

, Non-Alcohol 99%,
, E ,

4 (Augmented Product)


5
(Potential Product)

3. (Product Differentiation)
Form :
10*15 cm



(
19*28 cm )
Features : features 2 1.
Oil removing 2 Cool Fresh
1. Oil removing :


















2. Cool Fresh :




menthol



menthol





2


Deionize 9





Aloe

Vera
(Nonionic
surfactant)

1



Performance quality :
high level






Conformance quality :

99%
Reliability :


Paraben ( Paraben

) MIT
(Methylisothiazolinone)




100%
4. (Product Mix)

2

(Oil removing)
(Cool Fresh)
(brand
extensions
width)


,cleansing

5. (Packaging and labeling)

(Packaging)
Primary packaging : HUM 10
1
Secondary packaging : HUM 6
1
Shipping packaging : HUM 12
1

(Label)

-
-


30

-
-
- ,

- (Barcode)
 Pricing
Setting the price

1. Selecting the pricing : product quality leadership

HUM










HUM

2. Determining demand


(
Monopolistic competition)









(
Euro monitor)

3. Estimating cost

Fixed cost/year (baht) (baht)

1,350,000
300,000
6,360,000

Television 1,260,000
Public space 1,500,000
BTS
Billboards 1,125,000
BTS TV 1,300,000
Mens 312,000
health
1,000,000
Sale promotion 1,000,000
Event 400,000
Public relation 500,000
facebook 300,000
youtube 700,000
Instagrams 100,000
Line 403,000
Viral 100,000
 10,000,000
- 240,000

200,000
18,450,000
fix cost/unit 6
variable cost/unit 20
unit cost 26

(Fixed cost)
18,450,000

- : 1,350,000 /
7-eleven,Watson ,Boots, Big C ,Tesco
Lotus Top supermarket
-

110 25,000
300,000 /
- 25 5
6,360,000 /
- Televison ,Public
space, Bill board, BTS TV, Mens
health, ,Sale promotion, Event, Public relation,
facebook,youtube, Instagrams, Line ,viral

10,000,000 /
- 240,000 /
200,000 /
-
 (Fixed Cost/Unit) 6

(Variable Cost/Unit) 20

- (oem) + 5
- GP (35%) 13.65
- DC 5%GP 1.35

** (Costs/Unit) 26 **

4. Analysing competorsprices

Competitor Price(baht) piece Average

(price /piece)
Dettol 30 10 3
V care 29 10 2.9
Jabs 29 10 2.9
Karisma 20 10 2
Mamy poko 39 20 1.95
Hyclean 49 20 2.45
Moomin 34 10 3.4
Kleenex 29 10 2.9
 29
2.9
Mamy poko

1.95 Moomin

3.4

Moomin


Moomin
M
oomin

HUM

5. Selecting a pricing method

Perceived value pricing

STP
(Positioning)
Frame of
reference







packaging







(



35-39 )

60





35-40

29-35


packaging

Consumer Psychology and pricing

Pricing ending : 9 popular and thought to be easier to
process and retrieve from memory

() ()
 1 10 39
1 pack : 6 60 229
1 : 12 pack 720 2,599

Place
Intermediaries

(Merchants)
7-11

(Watson ,Boots)

Managing Intermediaries

HUM Pull Strategy

Channel Design Decisions

1. needs wants (Analysing customer needs and
wants)
Hum

( )
 Hum

Channels service output

(Lot Size) 1

(Spatial

Convenience)
7-11,Boots,Watson



Catalog
Sales website application
HUM

2. (Establishing
objectives and constraints)

-
-
()

3. (Identify major
channel alternatives)
Retailers

Retailers

4. (Evaluating Major channel

alternative)

(2554)

(2549)

(2555)

HUM



7-11








( Boots, Watson) Life style

Super Market Lotus , Big C, Tops Supermarket

%
Social network






-

Tops > 10

Tesco Lotus > 16

Big C > 20
 7-11 > 3000

Watsons > 30

Boots > 30

> 3,107

Promotion

1. Identified target audience

-

-




15-22













2. Determine objective




1. (Category need)






2.


(Brand Purchase

Intention)

3. Design the communication

- Message strategy







- Creative stratrgy

HUM Positive Appeals

Humor


- Message source









4. Establish Budget

Percentage of sale

10 %
10,000,000

5. Decide on communication Mix

Factor in Setting
 Introduction

Awareness

IMC
(integrated Marketing Communication )




 16-30




1. Adversiting

Objective

-

- 3,000,000

- 15-30
- 1
Developing Campaign Message
- Big Idea













Deciding on media
- Television
9 primetime




18.00-19.00 . -
1
15

84,000 1,260,000
-
 - BTS TV BTS
800,000





3.58





LCD 4.14
-Number of screens : 1,248 Screens -Airing Period : 06.00-
24.00 Hours -(18 Hours/Daily)

1,000,000
- Magazines

Men's health





78,000 4
312,000
- Billboards



15X45 M.

 - ( )
,
,
225,000 5
1,125,000

- Public spaces
BTS
800,000

300,000 5 1,500,000
 Evaluating Advertising Effectiveness
1. Comunication effect research


pretest posttest
2. Sale effect research

2. Sale Promotion

2.1 Consumer Promotion

 - Free Trials

Awareness

- Price packs 1

1



2.2 Trade and Bussiness Promotion

- Allowance


100

5 %
1,000,000

3. Event HUM CUP 2016

Detail

50,000 Meet and

Greet
HUM

Objective 1.

2.

3. Awareness

The number of participants 500

 Place

Period 8.00 19.00 .

1 2560

Cost 150,000

Brand ambassador 100,000

Agency Organizer 100,000

50,000

4. Public Relation

Detail

Objective 1.

2 . Awareness

Place 1

Period 12 2560 10.30

. (
11.00 .)

Cost 400,000

Agency Organizer 100,000

5. Online Marketing

- Facebook


2


Advertising
300,000
- Youtube
Youtube
Influencer
Influencer


View

Youtube


3,591,790

700,000
- Instragram

Account

100,0000

- Line
Line




HUM Official

403,000
- Viral Marketing















Facebook
100,000
 Viral HUM

6. Measure Communication Resulte

Brand

Recodnitio
n
 Effectivene Awareness Brand
ss Recall
Attitude
change
Efficiency Behavior
Change

1.
(Reach)
2

- Brand recognition Brand

- Brand Recall Brand

Brand

(Reach)

2. Attitude change

3. Behavior Change





Action Plan
FINANCIAL
PROJECTIO
NS
 Financial

Break-Even Analysis

(Fixed Cost)

1. = 1,350,000

2. = 300,000

3. = 6,360,000

4. = 10,000,000

5. - = 240,000
= 200,000
6.

= 18,450,000

(Variable Cost)

1. (oem) + option DC = 5 Bath/Unit

2. GP Moderntrade(35%) = 13.65
Bath/Unit

3. DC (5%GP) = 1.35 Bath/Unit

= 20 Bath/Unit

= 39 Bath/Unit
Break-even-point :

Sales Variable Costs Fixed Costs = 0

39Q - 20Q 18,450,000 = 0

Q = 971,053 Units

971,053 Units

Sales Forecast

target 30%
target 6,554,647 x 0.3 = 1,966,394 Units


50%

30% target +
50%
= 1,966,394 + (0.5 x 1,966,394) = 2,949,591 Units
( 3,000,000 Units

F2017
Sales(Units) 3,000,000
Sales(Baht) 117,000,000
Expenses Forecast

( Purer,2556)

F2017
7-eleven
600,000
big c 150,000
lotus 150,000
top 150,000
watson 150,000
boots 150,000

1,350,000

month year
ceo 1 100,000 100,000 1,200,000
5 25,000 125,000 1,500,000
2 20,000 40,000 480,000

2 20,000 40,000 480,000
15 15,000 225,000 2,700,000
25 6,360,000
 :

F2017
Television 1,260,000
Public space BTS 1,500,000
Billboards 1,125,000
BTS TV 1,300,000
Mens health 312,000
1,000,000
Sale promotion 1,000,000
Event 400,000
Public relation 500,000
facebook 300,000
youtube 700,000
Instagrams 100,000
Line 403,000
Viral 100,000
10,000,000

Fixed Cost :

F2017
1,350,000
300,000
 6,360,000
10,000,000
- 240,000

200,000
18,450,000

Valiable Cost :

F2017
(oem) + option 15,000,000
DC
GP 40,950,000
Moderntrade(35%)
DC (5%GP) 4,050,000
60,000,000

(Fixed+Variable Cost)

F2017

(Fixed Cost) 18,450,000
(Variable 60,000,000
Cost)
78,450,000

Sales(Units) 3,000,000
revenue 117,000,000
(3,000,000*39)
Cost of goods sold (15,000,000)
(3,000,000*5)
Gross profit 102,000,000
SG&A : GP 40,950,000

Moderntrade
(3,000,000*13.65)
: DC 4,050,000
(3,000,000*1.35)
: Fixed Costs 18,450,000 (63,450,000)
EBIT 38,550,000
Tax20% (7,710,000)
Net income 30,840,000
Implement
ation
Controls
 (Control and Evaluation
plan)

1.





2.
-
-



-

3.



 (Contingency Plan)

1




1.
2.



3.

2

1. Research & Development



2.




3.

3

1.


 2.
,

4



1.

2.
( AEC)


3.