Marketing PlanTi nVua Instant Noodle 01/2011 - 12/2011 Ho Cho Minh City Market Marketing Principles - MKTG1205 Lecturer:Nguy nAnhTh Team members: Nguyen Doan ThucLinh - s3230459 PhanThi Phuong Trang - s3220811 Tran ThanhQuang - s3230283 Bui Thanh Nam - s3231186 Executive Summary Introduced in 2009, Ti nVua is a relatively new instant noodle brand of Masan Food. Being a new player in a highly competitive market, Ti nVua currently holds a low share of 2% in the market. However, Ti nVua s unique health-oriented feature of not containing trans-fat does give it a big advantage to differentiate it from other brands and potentially catch the interest of consumers. In the macro-environment, the economic factor of HCMC dwellers spending half of their income for food and the social and cultural factors of Vietnam as a country of heavy instant noodle consumption in Asia with increasing awareness of consumers towards healthy food products are some key factors that may positively have effect on the instant noodle industry. In the micro-environment, currently there are about 50 brands in the Vietnamese instant noodle market. VinaAcecook with various brands such as H oH o, L uThái, Kim Chi, Modern, etc. is the market leader with a 65% market share. However, Ti nVua is considered to compete directly with two main competitors that are H oH o of Acecook and G u of Asia Food in the segment of low-priced instant noodles. Though being a health-oriented product, Ti nVua s current price is relatively low and competitive compared to these main competitors which have no healthcare feature at all. In the SWOT analysis, some Ti nVua s major strengths identified are the existing brand awareness of Masan Food with other well-known products like Chin Su or Nam Ng , its unique message of Noodle for health , the strong base of financial resources and Masan Food s strong distribution channels. The limitation in flavors and the role of a new player in a highly competitive market are the two main weaknesses of Ti nVua. However, in a country of high food and beverage consumption with the increasing consumers care for healthy food and the development of modern production technology, Ti nVua does have certain opportunities to develop and compete against threats rising from the increasingly intense competition of similar health-oriented instant noodles as well as the impact of inflation on production costs and buying demands. Overall, the main objectives of this plan is to help Ti nVua gain 60% 2 awareness among target market with the image of a healthcare product, and more importantly, to increase its market share by 7% and achieve break-even by the end of 2011. Mass marketing strategy will be recommended for Ti nVua in this one-year plan with the target market are people, mainly women, students and officers, aged 25 to 50 with lower-middle income or above living in Ho Chi Minh City. With average life standards but in a busy life, they are more likely to give their preference to Ti nVua rather than other instant noodle brands due to their care for convenient but healthy food products. Consequently, Noodle for health with no transfat is the benefit sought that Ti nVua provides to generate attention from this target market. With the competitive advantages of product differentiation in using modern food processing technology and image differentiation in delivering the brand for health message, Ti nVua also insists on its unique health-oriented feature as its positioning statement. On giving recommendations for the product and brand development, line extension strategy is suggested to provide more diversification in flavors and more eye-catching effect in packaging. Two pricing strategies are also recommended which are psychological & value-added pricing by increasing the product s price to suit with its health-oriented value and product bundle pricing by providing mixed-flavor bundles of Ti nVua at a lower price than separate packs to encourage more consumption in large quantity. Furthermore, expanding distribution channels to achieve intensive market coverage will be the main task of Ti nVua s place strategy. Supermarkets and convenient stores will be the main places to concentrate on as these are the places where people most often purchase instant noodles. For the promotion strategy, both push and pull strategies will be applied simultaneously in two divided periods of the campaign. Push strategy will be mainly used during the first period from January to March 2011 with tools of personal selling and trade promotion (quantity discount) targeted more at retailers and wholesalers to increase sales volume and market share, specifically intensive during the Tet holiday period when consumption rate is very high. Pull strategy will be implemented in the second period from April to December with a variety of activities in advertising (TVC, print ad, outdoor, Internet), public relations (press release, factory tour, conferences, blogs) and sales promotion (samples, POP displays) with aim to encourage consumers demand as well as to enhance the brand equity among target market. 3 Table of Contents 1. Introduction ....................................................................................................... 5 2. Situational Analysis ........................................................................................... 5 a. Macro-environment ................................................................................ 5 b. Micro-environment................................................................................. 6 3. SWOT ............................................................................................................... 7 a. Strengths ................................................................................................ 7 b. Weakness ............................................................................................... 7 c. Opportunities ......................................................................................... 8 d. Threats ................................................................................................... 8 e. SWOT Matrix .......................................................................................... 9 4. Objectives .......................................................................................................... 9 5. Segmenting, Targeting and Positioning ........................................................... 10 a. Segmenting........................................................................................... 10 b. Targeting .............................................................................................. 11 c. Positioning ............................................................................................ 11 6. Marketing Mix Strategies ................................................................................ 13 a. Product ................................................................................................. 13 b. Price ..................................................................................................... 14 c. Place ..................................................................................................... 15 d. Promotion ............................................................................................ 15 7. Action Program ................................................................................................ 20 8. Control Program .............................................................................................. 21 9. References ....................................................................................................... 22 10. Appendices ...................................................................................................... 23 a. Market segmentation ........................................................................... 23 b. Consumer survey .................................................................................. 25 4 1. Introduction Ti n Vua is an instant noodle brand of Masan Food (MF). Despite being relatively young, MF has been well known in Vietnam for many popular health-oriented brands such as Chin Su, Nam Ng , Omachi. Like other MF's brands, Ti n Vua is health-oriented and it is the first instant noodle in the Vietnamese market that doesn't contain trans-fat. However, since being a new player in a highly competitive market with over 50 brands, Ti n Vua is holding a low market share of only 2% (Techcomsecurities, 2009). Thus, this marketing plan is designed for Ti n Vua to implement in Ho Chi Minh City (HCMC) as the main market during a one-year period from 2011 with an aim to help raise more awareness among target customers as well as increase its share in this competitive market. Besides, a small face-to-face survey on 50 shoppers at Lotte Mart and Co.op Mart Mi uN i in HCMC was also conducted to support for this plan1 . 2. Situation Analysis a) Macro-environment Demographic In 2009, the total population of HCMC was around 6.472 million people including 3.187 million males and 3.285 million female (Vietnam General Statistic Office, 2009). HCMC also had the highest per capita income in Vietnam, which up to US$2,500 comparing to the whole country US$1,200 (Hang, 2010). With a huge population, HCMC is always a potential market for food products; especially convenience products like instant noodles. Economic According to Hang (2010), HCMC dwellers spend half of their income on food. This point proposes that eating is still the most important need and it will become the opportunity for food industry to develop. 1 Refer to appendices for the full survey and result 5 Social & Cultural In 2007, Vietnam had the highest instant noodle using rate in Asia with 1-3 packages/person/week (Ba & Hang, 2010). Therefore, it often takes lots of people s attention to the effects of instant noodle on health which relate to the product s ingredients, nutrients. Political According to 42/2005/Q -BYT regulation available on 23/12/2005, all food companies have to register all their products with the Ministry of Health to prove that their products are safe and have good quality towards consumers health. Yet, Vietnam still hasn t had regulation on not using oil having trans-fat in food industry like other countries (Ba & Hang, 2010). b) Micro-environment Competitors In Vietnam, VinaAcecook, Asia Food and Vifon are the three largest competitors of MF in term of instant noodle market share in which VinaAcecook is the market leader with a 65% share (Hai, 2009). Currently, Ti n Vua is now competing directly with H oH o of Acecook and G u of Asia Food in the low-end segment market with the price range between 2,000-3,500 VND/pack. Marketing Intermediaries MF has very strong distribution channels in Vietnam. The company has already had 132 distributors, 119,608 retailers, and 1,300 sales persons within Vietnam by December 2008 (Vietcapital, 2009). 6 3. SWOT Analysis a) Strengths Company s existing brand awareness: MF has built a strong brand in Vietnam with many market-leading products such as Chin Su, Nam Ng or Omachi. Such brand establishments will provide supremacy to MF s new products like Ti n Vua against other competitors. Further, the company s unblemished reputation for safe food products also adds to its reputation. The message of Noodle for health : Ti n Vua is the first brand in the market to position itself as a health-oriented noodle with the message of not containing trans-fat. This message is simple and easy to remember but powerful and clear enough to differentiate Ti n Vua from other brands. Strong financial resources: MF has a strong of base of finance. MF's revenue reached US$230.2 million in 2009 (Techcomsecurities, 2009). Moreover, the profits earned from other successful products like Chin Su, Nam Ngu or Omachi will also provide big support for MF to invest in promotional activities for Ti n Vua. Pricing and distribution channels: Ti nVua s price is lower compared to other products of the same middle market segment which gives it an edge with price-conscious customers. Besides, MF has very strong distribution channels in Vietnam. b) Weaknesses Newcomer in a highly competitive market: For instant noodles, MF is still a new entrant in a large category of over 50 instant noodle brands in Vietnam. The limitation in flavors: Currently, Ti n Vua has only two flavors, which is quite low compared to other brands of the same market segment such as H oH o, Miliket, etc. This will limit the choice of customers looking for a variety of flavors to avoid boringness. 7 c) Opportunities High rate of food and beverage consumption in Vietnam: Vietnam s GDP is consumption dominated and more importantly, food and beverage comprises 40% of the Vietnamese consumption bundle (Techcomsecurities, 2009). Thus, the Vietnamese F&B industry has never lost its potential for any brand to enter the market. Besides, Vietnam owns one of the largest instant noodle markets in Asia and the growth of this market (19%) is promisingly significant (Vietcapital, 2009). The increasing awareness of Vietnamese consumers towards healthy food: The rising in consumer income and life standards has enabled dietary changes among Vietnam s consumer base recently. People pay more attention to branded products food safety and prestige (Euromonitor cited in Vietcapital, 2009), especially after the happening of several crisis related to food hygiene and safety in Vietnam. The development of modern food processing technology: The development of new technology will promise to reduce the production cost thus help the brand gain more profits. d) Threats Increasingly intense competition: New brands of instant noodles are mushrooming more heavily than ever in the Vietnamese market. They come from both local and foreign brands, which make the market a real fierce battlefield. Moreover, recently, there have appeared some similar brands claiming as health-oriented instant noodles such as New Way with non fried instant noodle or Gomex 3 mi n with add-in Vitamin B. Therefore, Ti nVua s marketing communications must stress its clear differentiation and value-added pricing. The impact of inflation on cost increasing and buying demands 8 e) SWOT Matrix STRENGTHS SO strategies OPPORTUNITIES Continue pushing up WO strategies advertising - Educate consumers about the importance of WEAKNESSES activities which insist on Ti nVua s unique eating healthy food products and promote trans-fat-free feature to differentiate it the advantages of using trans-fat-free instant from other products as well as generate noodles like Ti n Vua more preference from consumers - Continue expanding the distribution channels to make Ti n Vua as accessible to consumers as possible ST strategies WT strategies - Enhance the brand equity by creating - Research and create more diversification in THREATS intensive advertising and promotional terms of ingredients, flavors and packaging to campaigns facilitate more customers choices - Install modern production lines to - Develop more impressive POPs to capture reduce costs and remain competitive the attention of buyers 4. Objectives y Achieve 60% awareness among target market in HCMC about Ti n Vua and 50% of them associating Ti n Vua with the image of a health-oriented product by the end of 2011. y Gain a 7 percent more of market share based on sales of current and newly developed flavors by the end of 2011 and achieve break-even early in this period. y Maximize the sales by strengthening promotion and keeping the sales growth at no less than 30% annually. 9 5. Segmenting, Targeting, Positioning a) Segmenting Geographic HCMC is the largest economic hub with the population around seven million people. Therefore, it will be the main target market of Ti n Vua. Demographic Generally, consumers of Ti n Vua are from all age groups 10-60 years old. However, according to Rauscher (2007), women are much more proactive on healthcare than men and they are also the ones who take care for family s health. Hence, women are the primary target of Ti n Vua since they usually seek healthy foods for their family. Besides, students and officers aged 20-30 are also considered as secondary target market of Ti nVua. Since the price of Ti n Vua is 2,600 VND per pack, Ti n Vua is suitable for people who have lowmiddle income (3-5 million VND per month on average). However, due to the benefit sought of this product, Ti n Vua also attracts consumers of middle income or above who pay more attention to healthy foods. Behavioral Benefit sought: Most people have negative perception about instant noodles that they are not good for their health due to the lack of nutrient, bad sanitary inspection and harmful chemical elements. Hence, trans-fat free is the most significant benefit of Ti n Vua that makes it unique in the market. Psychographic HCMC citizens have very busy life, thus they do not have enough time to prepare meals. Therefore, they always seek for the kind of food that is ready-made but still ensures the nutrient quality. 10 b) Targeting Mass marketing strategy Despite containing no trans-fat, Ti n Vua is still a low-end instant noodle that appeals to most people with cheap price. Thus, MF should apply mass marketing strategy (Kotler et al, 2009) in order to attract mass consumers who are seeking for convenient but healthy food such as students, officers, and specifically modern women who take care of their families' health. As the mass marketing strategy is implemented, promotion programs will be developed to target the mass with more focus on attracting women in family. c) Positioning Possible competitive advantages Product differentiation: Using the most modern food processing technology, Ti n Vua is the first brand in the market that claims to be free from trans-fat thus not harmful for consumers health. Image differentiation: Since the establishment in 2004, MF has built a well-recognized brand and delivered brand for heath message. Along with other products such as Nam Ng pasteurized fish sauce, no 3-MCPD soy sauces, and natural fermentation chili sauces, Ti n Vua is a new product of MF which delivers the consistent message of healthy food. Positioning statement With its competitive advantages, Ti n Vua will be positioned as a healthy instant noodle in the market. The marketing strategy will concentrate on the trans-fat free element of this product which differentiates it from other brands in the market. 11 Positioning map2 Price High Low High Quality Low 2 For detailed prices, refer to the appendices 12 6. Marketing Mix Strategies a) Product Product level Core benefit Current state - To bring consumers delicious, healthy and instant meals. Brand: Quality and feature: Apply line Recommendations for improvement One new brand of MF who known extensions strategy for many health-oriented food Introduce two (chicken new with brands such as Chin Su, Omachi, flavors:gàt nsâm Nam Ng and Tam TháiT . ginseng) and bòh mn mkimchâm - One of the top 50 Vietnamese (beef with needle mushroom). brands in 2009 (AC Nielsen cited in Rationale: Nearly 82% of consumers Vietcapital, 2009). Quality and features: Quality - Health-oriented, first Actual product in our survey said that they like these two flavors. These flavors make the brand sound healthier and also live instant up to the brand name Ti n Vua, noodle in the market that doesn't which means for the King . contain (TechcomSecurities, 2009) trans-fat - Introduce new bundle of mixed flavors: one bundle contains 10 packs - Guaranteed by MF's technology of Ti n Vua noodle in different and experience in producing high flavors. quality products under instant Rationale: Our survey indicates that noodle standard TCVN 5777:2004 76% of consumers like to buy various issued by Directorate for flavors and brands of instant noodles Standards, Metrology and Quality at the same time. (Nga, 2010). Feature - Have only two flavors: pork with cabbage and sour shrimp. 13 Design and Packaging: Design and Packaging: - Packaged at 75g in attractive Make the logo of Noodle for health colors of yellow, red and green more outstanding (bigger font size, with a logo Noodle for health on more attractive color) to grasp more the front side of the package attention of buyers. - Detailed nutrition facts and expiration date are provided on the back of the package. - Company's address and contact are included for further enquiry Augmented product from customers. - A hot line and an online Q&A section are set up by MF to answer customers' questions regarding all the company's products including Ti n Vua (MF, 2010). b) Price MF has been using market penetration and competition-based pricing for Ti n Vua. When it first launched in 2009, Ti n Vua was sold at 2,000 VND in order to compete with other low-end noodle brands. This strategy helped Ti n Vua to penetrate the market faster and quickly attract a large number of customers; Ti n Vua achieved US$26.5 million in revenue during launch period, Jan-Aug, 2009 (TechcomSecurities, 2009). 14 For this 2011 marketing plan, we propose two other pricing strategies that Ti n Vua should apply as following: Psychological & Value-added Pricing Despite being marketed as trans-fat free and good for health, Ti n Vua is currently sold at a relatively low price (2,600 VND) compared to its main competitors such as H oH o (3,000 VND) or G u (2,500 VND) while these brands production costs should be lower since they don t use trans-fat free technology in producing their noodles. Therefore, we believe most consumers will question the quality and credibility of Ti n Vua. According to our survey, when looking for instant noodles, consumers pay most attention to flavors and quality, not price. Besides, when asked is it reasonable if Ti n Vua is sold at 3,500 VND, 68% of them said yes. Therefore, we suggest MF to increase Ti nVua's price from 2,600 to 3,200 VND. This price would increase MF's profits, enhance Ti nVua's quality in consumers' mind while is competitive still. Product bundle pricing As said above, Ti n Vua should introduce a multi-flavor bundle containing 10 noodle packs that is sold at a lower price than 10 separate packs. If a single Ti n Vua pack is 3,200 VND, we suggest the new bundle be sold at 27,000 VND. c) Place Conventional distribution system and Intensive distribution Sine Ti n Vua is a fast moving consumer good, intensive distribution is recommended in order to reach the largest number of consumers. Besides, as HCMC is really large in population and area, expanding the current distribution channel from big supermarkets to small convenient stores is one of the main goals of MF. d) Promotion Both push and pull strategies will be applied simultaneously for Ti n Vua in 2011. Push strategy is to utilize MF's large network of retailers and wholesalers and to be mainly used in certain occasions to drive short-run sales and push two new flavors into the market place. However, 15 the plan will focus more on pull strategy in order to build good a relationship with consumers and long-term brand equity (Kotler et al, 2009). Besides, as Ti n Vua offers unique benefits that make it superior to competing brands, pull strategy is more appropriate to motivate consumers' demands (Belch & Belch, 2009). Ti nVua's 2011 promotion campaign will be divided into two periods: y y 1st period: January March 2nd period: April - December Due to the introduction of the two flavors, the first period will feature intense advertising schedule and heavy sales promotion offers for wholesalers, retailers and consumers in order to raise awareness for the product. The second period will have a moderate advertising schedule and focus more on PR activities in order to keep Ti nVua's image fresh and build strong relationship with costumers. Push strategy Push strategy will be mainly used during the first period. This is Tet holiday period as well; therefore, consumers' demand for food is really high. This is a great opportunity for Ti n Vua to increase sales volume and market share. By using personal selling and trade promotion, MF can encourage retailers and wholesalers to stock Ti n Vua more than usual, especially the two new flavors. We suggest MF to apply special discount for retailers and wholesalers who buy in large quantity during this period: y y y 5% discount for any order over 50 million VND 7% discount for any order over 100 million VND Further discount can be considered for larger orders 16 Pull strategy Advertising Media objectives y To reach at least 40% of the target audience with an average frequency of 6.0 during thefirst period y To reach at least 60% the target audience with an average frequency of 5.0 by the end of 2011 Advertising strategy Key message: Ti n Vua with two new flavors gives you healthy meals that have no trans-fat. Message execution: slice of life and scientific evidence Advertising mediums TV: large reach, high exposure and frequency rates and strong impact with a combination of sight, sound and motion. Ti n Vua will be advertised on the advertising slots of entertainment programs like TròCh iÂmNh c, Ai LàTri uPhú or high-rating soap operas. HTV7, HTV9 and VTV33 will be chosen because these channels have quality programs that attract lots of viewers in the target market. TVCs will be mainly broadcasted at night time or weekends when the target audience is normally at home watching TV. Newspaper and Magazines: low cost, effective reach, high selectivity. Print ads will be placed in cooking or health sections of popular lifestyle magazines and newspapers such as ThanhNiên, Tu iTr , Ti pThiGia ình, Th Gi iV nHóa. 3 Refer to chart 1 below for detailed advertising schedule 17 Outdoor: low cost, broad reach within high exposure rate. Billboards and posters will be put at main streets in district 1 and outside big supermarkets such as Big C and Co.op Mart. Internet: low cost, flexibility, selectivity and interactive capabilities. Banners will be placed on websites that have high traffic of target market such as dantri.com.vn, tuoitre.vn and vnexpress.net Chart 1 - Adverting Schedule 18 Public Relations Since Ti n Vua is a health-oriented product, MF should also focus on communicating the unique benefits of Ti n Vua via PR initiatives. PR is a more credible, cheaper promotional tool than advertising while it could create a strong relationship between the company and customers (Kotler et al, 2009). Press release: press releases will be sent to credible health and women magazines and newspapers to introduce two new flavors, Ti nVua's unique benefits and the danger of transfat in food products. Factory tour: journalists and government officers will be invited on a tour around MF's factory to examine Ti nVua's quality. Health conference about trans-fat: conference about the danger of trans-fat run by credible, recognized experts will be organized. This event has great news value and should help Ti n Vua and MF get free publicity on famous news outlets. Online blog: an online blog will be established and updated weekly on how to cook home foods that are healthy and delicious. This blog will act as a link between the company and consumers and consumers will sure have a better attitude towards Ti n Vua. Sales Promotion Sample: two new flavors packs will be attached on MF's current products such as Chin Su soy sauce or Nam Ng fish sauce. These product's main consumers are the same as Ti n Vua who like health-oriented and branded products. Thus, distributing Ti nVua's samples this way will be more effective in terms of targeting the right consumers who are likely to be interested. 19 Point-of-Purchase displays: LCD displays showing the process of making Ti n Vua will be placed in big supermarkets. This will ensure consumers about the quality of the product and encourage them to try the product. Standee and shelf decoration will be implemented as well. 7. Action Program 20 8. Control Program After implementing the plan, we use tight control measures to supervise the effectiveness of marketing process. The controls plan of Ti nVua is developed based on (1) quantitative measure of business performance; (2) qualitative measure of the customers perception on the products; (3) Analysis report of competitor s performance, specifically dominant brands in the market such as G u , Miliket, H oH o. 21 Word count: 3298 9. References Ba, T. & Hang, P. (2010) 'Ki nngh ghirõthànhph ntrênbaobìmì nli n - Suggestion on putting detailed nutrition facts on instant noodle package', Th cph m& is ng, 31/08/2010, last viewed 30/12/2010, <http://thucphamvadoisong.vn/trang-chu/106-tin-tuc-su-kien/1268-kien-nghi-ghi-rothanh-phan-tren-bao-bi-mi-an-lien.html>. Belch, G. & Belch, M. (2009) 'Advertising and promotion, an integrated marketing and communication perspective', New York: McGraw-Hill/Irwin. 22 Hang, T. (2010) 'HCMC personal income growth outpaces nation', Vietnews, 07/01/2010, last viewed 30/12/2010, <http://www.vietnewsonline.vn/News/Society/10750/HCMC-personal-income-growthoutpaces-nation.htm>. Hai, T. (2009) 'Cu cchi nquanhgóimì nli n - Instant noodle battle', SGGP, 03/08/2009, last viewed 30/12/2010, <http://www.sggp.org.vn/kinhte/2009/8/198759/>. Kotler, P., Armstrong, G., Ang, S., Leong, S., Tan, C. & Hon-Ming, O. (2009) 'Principles of Marketing, a global perspective', Singapore: Prentice Hall. Masan Food (2010) 'H i& áp - Question & Answer', Company's website, last viewed 30/12/2010, <http://www.masanfood.com/hotline.php>. Nga, T. (2010) 'Kháct mìTi nVuam ctr ch n - A consumer complains about Ti nVua', Vietnamnet, 14/08/2010, last ,<http://vnn.vietnamnet.vn/bvkh/201008/Khach-to-mi-Tien-Vua-moc-truoc-han928915/>. Rauscher, M. (2007) 'Women top men as seekers of online health info', Reuters, 28/08/2007, last viewed 30/12/2010, <http://www.reuters.com/article/idUSCOL86509220070828>. Techcom Securities (2009) 'Masan group investment report', Report, 12/2009, last viewed 30/12/2010, <http://masangroup.com/investor/MSN%20_TCBS_Final.pdf>. Viet Capital Securities (2009) 'Côngtyc ph nt p oàn Masan (MSN-HOSE) - joint stock company Masan', Financial report, 18/11/2009, last viewed 30/12/2010, <http://masangroup.com/vn/investor/MSN_BanViet_22Dec09.pdf>. Vietnam General Statistic Office (2009) 'Statistical yearbook of Vietnam 2009', last viewed 30/12/2010, <http://www.gso.gov.vn/default_en.aspx?tabid=515&idmid=5&ItemID=10439> 10. Appendices a) Market segmentation 23 According to the statistic, Vietnamese Market is home of more than 50 instant noodle producers with hundreds of brands. The market leaders of instant noodle are VinaAcecook, Asia Food, Vifon and Uni-President which take up to more than 90 % of market share with five billion packsper year (Hai, 2009). The Vietnamese instant noodles market is divided into three segments based on price and quality. The advanced segment includes high quality brands with good looking design at high pricesbetween 7,000-15,000VND per pack. Some typical brands in this segment are Hoang Gia (Vifon), etc. The medium segment includes medium quality instant noodle with diversified flavors which are sold at reasonable prices of 4,000-6,500 VND per pack. Some typical brands in this segment are Omachi (MF), MiL uThái (VinaAcecook), etc. The low-end segment includes low medium quality instant noodle with very simple spices which are sold at cheap pricesbetween 1,500-3,500 VND. Representatives for this segment are H oH o, Miliket and MìGàTím Based on prices recorded at Co.op Mart Mi uN i on 25/12/2010 Company Vifon Brand Price 2,500 VND Weight 80gr Low-end segment 24 Vina Acecook 3,000 VND 75gr MF 2,600 VND 75gr Vina Acecook 4,00VND 80gr Medium Segment Advanced Segment Vifon 4,200 VND 75gr MF 4,500 VND 75gr Vifon 8,000 VND 120gr 25 Vina AceCook 6,000 VND 90 gr b) Consumer Survey Hi, we are students from RMIT and we are doing this survey to understand consumers' behaviors and awareness toward Ti n Vua instant noodle.Your help would be very much needed for the success of our assignment. Thank you so much for your time. Chàoch , chúngemlàsinhviênc a ih c RMIT.Chúngemr tmongch cóth dànhchútth igianthamgiavàocu ckh osátv mì nli nTi nVua. Cám nch . 1. How old are you? - Ch baonhiêutu i? a. 20-25 b. 30-40 2. What is your job? - Côngvi cc ach làgì? a. Office worker (nvv nphòng) b. Business owner (ch doanhnghi p) c. 25-30 d. 40+ c. Worker (côngnhân) d. Housewife (n itr ) 3. Your family's income per month? - Thu nh phàngthángc agia ìnhch ? a. 3-5 mil VND c. 6-10 mil VND b. 11-20 mil VND d.> 20 mil VND 4. Which brand of noodle listed below have you eaten? (you can choose more than 1 option ) - Ch ã nnh nglo imìnàosau ây? ( cch nnhi ucâu) a. Ti n Vua e.MìGàTím b.H oH o f.VuaB p c.Mìl uThái g. A-one 26 d.HoàngGia h. Others (khác) 5. You select instant noodle based on: (you can choose more than 1 option) Ch ch nmì nli nd atrêntiêuchínào? ( cch nnhi ucâu) a. Price (giá) b. Flavor, taste (h ngv ) c. Package (baobì) d. Nutrition, quality (ch tl ng) e. Reputation of the brand (th nghi u) f. Other (khác) 6. How do you normally buy instant noodles? - Ch th ng hay muamì nli ntheocáchnào? a. One flavor, one brand at the same time (m tl nm tlo imìduynh t) b. Various flavours, various brands at the same time (nhi ulo i, mùimìm tl n) 7. How do you know about Ti n Vua instant noodle? (you can choose more than 1 option) Ch bi tmìTi nVua qua ph ngti nthông tin nào? a. Internet b. Advertisements on TV, newspapers, radio (qu ngcáotrên TV, báo, radio) c. Family, friends (b nbèvàng ithân) d. In-store display, promotion, sampling (hàngxàith , qu ngcáotrongc ahàng) e. You don't know anything about Ti n Vua (don't do the next question) (ch khôngbi tgìv mìTi nVua) 8. What is the most important difference between Ti n Vua and other instant noodle brands? - i mkhácbi tl nnh tgi amìTi nVuavàcácmìkhác? a. Cheaper price (r h n) b.Ti n Vua is healthier than other instant noodles (using fresh oil "khôngs d ngd uchiên ichiênl i") c.Ti nVua's package looks better (baobì ph n) d.Ti n Vua tastes better (ngonh n) e. Others (khác) 9. Do you like Ti n Vua to introduce new flavors like Gà T n Sâm or Bò H m N m Kim Châm? Ch cómu nTi nVuagi ithi u 2 mùim i? a. Yes (có) b. No (không) 10. Do you think Ti n Vua package (75gr) is too small to full your stomach? Ch cóth ygóimìTi nVuaquánh ? a. Yes, should be bigger (có) b. No, I'm happy with70gr (không) 11. Is it easy to find and buy Ti n Vua? - Ch cóth yki mvàmuamìTi nVuad dàng? 27 a. Yes (có) b. No (không) cbángiá 12. If Ti n Vua is sold at 3,500 VND, do you think it's reasonable? - N uTi nVua 3,500, ch cóth yh plý? a. Yes (có) b. No, should be lower (không) Thank You Cám nCh Survey Result 28